Jobs to Be Done Mind Map
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Jobs to Be Done Mind Map

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In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the ...

In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.

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Jobs to Be Done Mind Map Jobs to Be Done Mind Map Presentation Transcript

  • Monday, September 02, 2013 JTBD Adapted from What Customers Want by Anthony W. Ulwick Strategy Product/Service Innovation Product/Service Capturing Customer Inputs JTBD Identify Opportunity 5 - Steps Components of Value Segment the Market Create a Unique set Prepare Survey Underserved Functional JTBD Incremental Social Outcome Sizable portion of population Emotional Constraints Agreement within segment Faster, Better for an existing JTBD Operational Efficiencies Waste Reduction Disruptive Existing Technology Lo end Overserved market Get more done Important Difficult to do Outcome Direction of improvement Minimize Increase Which Job Existing Customers Get a job done better Get more jobs done New Customers Get a job others are doing Get a job nobody is doing Focus on outcomes Product/Service targets those outcomes Has Sufficient Resources Stay focused on 1 outcome at a time Best chance for growth Features Specifically Address Outcomes Unrelated Competitive recognition Money loses resonance Understanding of Customers Outcomes value migrates Outcomes Scale 1 to 5 5 being important Ask to rate present solutions Strategic Target Fit your Philosophy your competencies Can be reached Marketing Efforts Sales Efforts 4-Step Method Single Point Opportunity Often >15 opportunity score Pursue with new product assisted w existing Overserved, Overpriced Select an evaluation team Different Functions Time Outside Views Money Specific Outcome Focus on true value of product Evaluate projects One underserved Outcome High Opportunity Scores One Feature Base on Customer Satisfaction Centering on Value Group Outcomes Functional Large Segment Earlier Killed, Easier accepted Optimize the best idea Emotional/Social Based on Population it would satisfy No cost increase Does it exceed current satisfaction Little effort to develop Asses the results Minimal technical risk Best Fits Single Platform for multiple-segments Profile clusters Customer Driven Communication Preferences Solutions Characteristics Specifications Resulting solution Recognize your existing Brand Addressing target/underserved outcomes Recognize existing Market Single Opportunity w Single Outcome Isolate Segments Function 1st, Emotion 2nd High Opportunity w only several Outcomes Pursue Least Challenging first Benefits Develop Persona on Outcome Choose existing Platform Target attractive price points W ho is most willing to pay Job to be done I hire you to help me do a job not I hire you to do a job for me Evaluate Concepts Outcome Based Scorecard Fails to address targeted outcomes Opportunity Don't Address Outcomes Satisfaction unimportant Importance Review >Demand, not >need JTBD: (Direction + or -) (the unit of measure) (outcome desired) Example: Minimize the liklihood of scratching the surface Difficult to copy (sustainability) Isolate Outcomes Needs OEM Outcomes Skill Group opportunities Innovation inputs Customer-Jobs Matrix requires excessive resources Conduct Cluster analysis under certain conditions Outcome Driven Satisfy 80% of target customers Use what you can measure altogether W hich features to ignore Eliminate bad ideas quickly Reduce opportunity analysis Prevent from doing W hich features to emulate Identify and Target Acronym Like Span Multiple Outcomes Outcome driven Impose restrictions Features added for select group Segment Specific Competitive Analysis Identify market constraints Least Satisfied Choose segmentation criteria Constraints Below 10 unattractive Constrain Thinking to enhance creativity Diverse Views Longer term 10 to 12 Opportunity Shoot for high Satisfaction Scores (Double) Most improtant Around a Theme Hi-level statement Lateral Thinking Collect Data from Opportunity Outcome Desired 12 to 15 Low-hanging fruit W inners/Losers Messaging Satisfies a # of related outcomes TRIZ Messaging Pillars New Technology Advances >15 New Markets Skill unneeded function Simple product has opportunity likelihood Tools Aim for Breakthrough Improvements Combination of Opportunities Opportunity Scores Other Multiple Outcomes create Central Theme Constraints Ask to Rate Turning Current Message On or Off Time 180 to 600 frequency Channel Partner Stay away from All Once satisfied turn off time Buyer Identify Outcomes Underserved opportunity score high amount End User Stay Focused on Targets Outcome Unit of Measure Where in the Value Chain Projects to consider Target a population Enter results in algorithm lack money Breakthrough Ideas rare 5 totally satisfied lack skill Overserved Related Themes Review Current State Prioritize Projects JTBD Administer Scale 1 to 5 New Markets Broad Stroke Positioning Central theme unifying Improvement on existing New Market Target Opportunities overserved Competitive Concerns W here to Lead W hich Job W hen to Follow Constraints W hen to run away Algorithm: Importance + (Importance-Satisfaction, 0) = Opportunity Regulation Concerns Title Monday, September 02, 2013 JTBD Author File JTBD.twdx Company Joseph T. Dager Date Business901 9/2/2013