"There has to be enough energy for them to stop something and start something"

"Des: If you’re a startup founder, what’s a single step you can take with Jobs?
.
Bob: The greatest single step you can make is to actually talk to somebody who recently purchased you, and talk to somebody who recently quit you – or quit the competitor that you’re going after. By understanding these switching moments, you’re pulling a thread. And then once you’ve seen it, you can’t unsee it; you’ll see it over and over again.
.
The first step is always a set of interviews. I’m not talking about surveys. Literally get them on the phone and ask the basic question: why was today the day they signed up for this product? The thing you have to realize is that it’s not random, and you have to dig as hard as you can past the bullshit stuff they’ll tell you upfront. There’s always something deeper, because nobody really wants to switch. Habit is the strongest force of all, and people will just keep doing what they’re doing unless something gets in the way or something better comes a long. There has to be enough energy for them to stop something and start something.
.
Just go talk to your customers. That’s where this all began."

Trecho retirado de "Bob Moesta on unpacking customer motivations with Jobs-to-be-Done"

"The only reliable way to gather this evidence is by exploring what customers did in the past or will do in the present. Asking them what they’ll do in the future, e.g. “Will you use…”, puts you in the land of biases and should be avoided."

Trecho retirado de "Find Better Problems Worth Solving with the Customer Forces Canvas"

"I only care about what was going on in their life"

"Someone might tell you: “I went to give a report, and all of a sudden my bosses went crazy because it wasn’t the right data, and they made me look bad. So I have to find something better.” It’s usually the things they blame themselves for. They don’t say it’s about the product; it’s a separation between their experiences and product. You have to dig deeper than that: it’s really about seeing how products fit into people’s lives.
.
Trying to look at your customer through your product is like looking through a peephole in a fence. You can only see the little interactions they have, as opposed to getting above it all, looking at their life, and seeing how you actually fit in. That’s where the interview takes a turn, because most people always think you’re going to talk about the product. Instead, you’re talking about them.
.
When a lot of companies first start using JTBD they think, “I need you to ask about this feature and that feature.” I don’t care about any of those things. I only care about what was going on in their life that made them say, “Today’s the day.” Those are the pylons and the foundations by which people do things. They don’t think it’s part of your world as a product person, but they are the actual foundations by which you get pulled into their world."

Trecho retirado de "Bob Moesta on unpacking customer motivations with Jobs-to-be-Done"

Privilegiar os inputs sobre os outputs (parte IX)

Há dias visitei este armazém de uma empresa de calçado:

Estão a ver tudo arrumado, tudo em caixas identificadas, tudo localizado...

Quando se perguntava onde tinham arranjado a estrutura metálica X a resposta foi: na empresa G.

Quando se perguntava onde tinham arranjado a estrutura metálica Y a resposta foi: na empresa G.

Quando se perguntava onde tinham arranjado as prateleiras para caixas Z a resposta foi: na empresa G.

Quando se perguntava onde tinham arranjado os carros metálicos W a resposta foi: na empresa G.

A empresa G é uma serralharia industrial que fornece uma outra empresa do ramo da metalomecânica com que trabalho. Por acaso estacionei o carro perto da G. E ao olhar para o edifício da G. descobri um cartaz metálico na fachada onde listavam o que faziam:

• montras industriais
• estruturas metálicas
• ...

E pensei... tão século XX, tão concentrado no que se faz.

É o velho conceito deste blogue: Think input not output:

"servicification. This means that the emphasis, when we look at offerings, is no longer on the production process that historically created them as outputs, but in their property as inputs in the value creating process of the customers system."

É o que Alan Klement quer dizer quando mostra isto:

Outro exemplo.

A minha mulher resolveu começar a frequentar um ginásio. Como moramos próximo de um centro comercial, ontem à tarde metemo-nos ao caminho a pé e fomos a uma loja da Sport Zone. Que desilusão!!!

A minha mulher foi lá de propósito à procura de um saco ou de uma mochila para levar as coisas para o ginásio. Entretanto, no caminho começamos a visualizar o seu primeiro dia e demos connosco a enumerar outras coisas que lhe faltavam: um par de toalhas, um aloquete (bem à Puorto), ...

Percebi que a Sport Zone é um expositor de coisas relacionadas com desporto ou com um look desportivo, mas não pensa nas pessoas e no seu contexto. A cerca de 1 km daqui de casa há uma loja da Aldi, há tempos ao olhar para um expositor daquelas tralhas que mudam todas as semanas, reparei num artigo qualquer que parecia ser interessante para a limpeza de um carro. Ao mesmo tempo que classificava o artigo como interessante surgiu um outro pensamento: se calhar seria mais interessante se tivesse um outro a complementar, porque muitas pessoas vão gostar do 1º artigo, mas não comprar por falta do complemento. Desvio o olhar um bocado e ... reparo no tal complemento. Espertos.

Um dia a Sport Zone há-de descobrir que também ela vende inputs e não outputs: em que contexto é que se encontra alguém que vai:

• começar a frequentar um ginásio pela primeira vez? O que precisa?;
• começar a praticar campismo pela primeira vez? O que precisa?
• começar a praticar ciclismo de recreio para abater banhas, ou para melhorar a relação com os filhos, ou para aproveitar o Verão e ... O que precisa?

A marca vai a reboque (parte II)

Esta manhã encontrei esta imagem no Twitter:

Entretanto, perdi a referência do autor. Peço desculpa!

Ao olhar para a imagem recordei este postal de 2013 "A marca vai a reboque". BTW, cuidado com os exageros na linguagem.

Será que se pode dizer que a marca aposta:

• no consumidor que já testou tudo e está desiludido?
• ou no consumidor que nunca se meteu neste mundo e sente-se meio perdido sobre por onde começar?

Adenda: Encontrei.

Simple. pic.twitter.com/52U0DU90Vn

— Señor Thompson (@Senor_Thompson) March 31, 2018

 

"Pain is more potent than pleasure"

"Pain is more potent than pleasure, and anxiety more than hope."

Ao ler esta ideia, relacionada com a aversão à perda, fiz logo a ponte para o diagrama de forças e:

Penso logo na experiência da minha primeira ida de camioneta para Bragança, escolhi a companhia que me reduziu a ansiedade.

Trecho inicial retirado de "12 Rules for Life: An Antidote to Chaos" de Jordan Peterson

Imagem retirada de "Find Better Problems Worth Solving with the Customer Forces Canvas"

Mais do que uma treta (parte IV)

Parte I, parte II e parte III.

Na parte II, acerca do que não sabemos que não sabemos, dei como exemplo para o radar que tem de estar alerta atento ao novo com potencial:

"seminários, conferências, feiras, livros, revistas técnicas, visitas de benchmarking, formação por fornecedores"

Agora, em "A receita da Barcelcom", encontro:

"A posterior presença na Ispo teve um efeito de contágio no sector e propulsou o negócio a níveis que a tradição nunca levaria. «A Ispo é uma feira onde se pode avaliar tendências, percebe-se quem está a fazer o quê, estão presentes os grandes players no desenvolvimento de tecnologia de fibras e fios, o que para nós é extremamente importante." 

BTW, o texto sobre a Barcelcom é interessante a nível de pensamento estratégico:

"«Todos os nossos artigos, mesmo para a área do desporto, são considerados dispositivos médicos. São certificados. Isso para o cliente é uma vantagem muito grande»,"

O que o texto revela é uma empresa que fabrica meias como uma plataforma para realizar uma série de trabalhos que ajudam os clientes a progredirem na sua vida:

• "a produtora de meias colocou novamente o foco na tecnologia BB-Vein, que permite a libertação de medicamentos por via tópica e o seu recarregamento";
• "o projeto Electrosocks, com recurso à eletroestimulação para recuperação mais rápida de lesões musculares";
• "«Os escandinavos já perceberam que o sedentarismo é perigoso do ponto de vista da circulação de sangue e o consumo de meias de compressão graduada nos países nórdicos subiu brutalmente e passaram a ser um produto de moda»" 

Acerca do job-to-be-done

Alan Klement e Anthony Ulwick discutem entre si acerca do job-to-be-done.

Eu, confesso, sou um abductor militante. Não quero saber das discussões entre eles, leio um e leio outro e procuro aproveitar o que julgo que possa ser útil de um e de outro.

Ontem li e apreciei "Know the Two — Very — Different Interpretations of Jobs to be Done":

"If it isn’t clear, these are two different, and incompatible, interpretations of why we buy and use products.
.
The Jobs-As-Activities model suggests that customers want to engage in the activity; therefore, your efforts should be to improving that activity.
.
Whereas the Jobs-As-Progress model suggests that there’s nothing functional or activity related about a JTBD. "

E fiquei a pensar no postal "O que falta é a faísca" onde escrevi acerca de um projecto com botas de caça em que estive envolvido há quase 10 anos:

"As personas podem ser úteis para desenhar o produto para um tipo de cliente:
.
Botas de caça para caçador de patos e narcejas;
Botas de caça para caçador de espera.
.
O que falta é a faísca. Por que é que alguém há-de comprar umas botas novas? Por que é que alguém há-de pensar em mudar de marca? Por que é que alguém há-de sentir que precisa de progredir?"

Ao pensar em produzir botas de caça é preciso pensar no Jobs-As-Activities model - caçar javalis, ou tordos, ou patos e, caçar no final do Verão ou no pino do Inverno requer botas diferentes porque as situações são diferentes com contextos diferentes.

No entanto, não chega. Por que é que um caçador há-de mudar de marca de botas de caça? Aqui já entra o Jobs-As-Progress model:

"Jobs-As-Progress aims to answer several social phenomena such as:
.
What causes someone to purchase a product for the first time?
Why and how do consumers use markets to adapt in a changing world
Why and how do consumers shop (search for new products, services, and technologies)?
Why and how do consumers switch between products?
The Jobs-As-Progress model suggests (hypothesizes) that a consumer will look for, buy, and use a product for the first time when a discrepancy exists between how things are today and how they want them to be in the future"

 Deve haver aqui qualquer coisa.

O que falta é a faísca

Isto é tão bom:

"Every company is interested in why people buy their products, but rewind time a bit further and you’ll find even more fundamental insights.
.
Before someone goes buying, there’s a reason they go shopping.
.
There are usually a few events that lead to the desire — or demand — to shop. Something happens that trips the initial thought. There’s a spark. This is often when passive looking begins. You aren’t feeling the internal pressure to buy yet, but you’re starting to get curious. Then a second event happens. It could be soon after the first, or months later, but this one’s more serious. It lights a fire. You need to make progress. Now you’re actively shopping.
...
it turns out there were four common situations that triggered people
...
#1 “We can’t keep working like this.”
...
#2 “We can’t mess up like that again.”
...
#3 “This project isn’t getting off the ground.”
...
#4 “How am I going to pull this off?”"

As personas podem ser úteis para desenhar o produto para um tipo de cliente:

• Botas de caça para caçador de patos e narcejas;
• Botas de caça para caçador de espera.

O que falta é a faísca. Por que é que alguém há-de comprar umas botas novas? Por que é que alguém há-de pensar em mudar de marca? Por que é que alguém há-de sentir que precisa de progredir?

Trechos retirados de "The Why before the Why"

5 passos

Julgo que estes 5 passos são úteis para muitas empresas.

"#1. Start with a big, undeniable change that creates stakesNo matter what you’re selling, your most formidable obstacle is prospects’ adherence to the status quo. [Moi ici: Recordo logo as forças da inércia(hábito) e da ansiedade que introduzem fricção que bloqueia ou dificulta a mudança] Your primary adversary, in other words, is a voice inside people’s heads that goes, We’ve gotten along just fine without it, and we’ll always be fine without it.
How do you overcome that? By demonstrating that the world has changed in such a fundamental way that prospects have to change, too.
...
#2. Name the enemyLuke fought Vader. Moana battled the Lava Monster. Marc Benioff squared off against software.
One of the most powerful ways to turn prospects into aspiring heroes is to pit them against an antagonist.
...
Naming your customer’s enemy differentiates you — not directly in relation to competitors (which comes off as “salesy”), but in relation to the old world that your competitors represent. To be sure, “circle-slash” isn’t the only way to do that, but once you indoctrinate audiences with your story, icons like this can serve as a powerful shorthand.
...
#3. Tease the “Promised Land”In declaring the old way to be a losing path, Drift plants a question in audiences’ minds: OK, so how do I win?
It‘s tempting to answer that question by jumping right to your product and its capabilities, but you’ll be wise to resist that urge. Otherwise audiences will lack context for why your capabilities matter, and they’ll tune out.
Instead, first present a glimpse of the “Promised Land “— the state of winning in the new world. Remember, winning is not having your product but the future that’s possible thanks to having your product:
...
However you do it, your Promised Land should be both (a) desirable (obviously) and (b) difficult for prospects to reach without you. Otherwise, why do you exist?
.
#4. Position capabilities as “magic” for slaying “monsters”Once audiences buy into your Promised Land, they’re ready to hear about your capabilities. It’s the same dynamic that plays out in epic films and fairy tales: We value Obiwan’s gift of a lightsaber precisely because we understand the role it can play in Luke’s struggle to destroy the Death Star.
So yes, you’re Obiwan and your product (service, proposal, whatever) is a lightsaber that helps Luke battle stormtroopers.
...
#5. Present your best evidenceOf course, even if you’ve laid out the story perfectly, audiences will be skeptical. As they should be, since your Promised Land is by definition difficult to reach!
So you must present evidence of your ability to deliver happily-ever-after. The best evidence is stories about people—told in their own voices—who say you helped reach the Promised Land:"

Trechos retirados deste interessante texto "The Greatest Sales Pitch I’ve Seen All Year"

"It’s all about the situation they’re in"

"Every company is interested in why people buy their products, but rewind time a bit further and you’ll find even more fundamental insights.
.
Before someone goes buying, there’s a reason they go shopping.
.
There are usually a few events that lead to the desire — or demand — to shop. Something happens that trips the initial thought. There’s a spark.
...
#1 “We can’t keep working like this.”
...
#2 “We can’t mess up like that again.”
...
#3 “This project isn’t getting off the ground.”
...
#4 “How am I going to pull this off?”
...
what’s most interesting is feeling the moments, the situations people find themselves in before they’re our customers. It’s all situational. It’s not about this industry or that one. It’s not about demographics, either. It’s not even about the competitive set, yet. It’s all about the situation they’re in, the reality they’re trying to wrangle, and the progress they’re trying to make."

Trechos retirados de "The Why before the Why"

Atenção selectiva

Há tempos Tony Ulwick escreveu:

"A market, which is the target of everything a company does, should not be defined around something so unstable that it is only valid until the next product iteration. It should be defined around something that is stable for decades, making long-term strategic investments more attractive and providing the company with a vision for the future."

Mais recentemente voltou ao tema:

"A functional job-to-be-done is often a job that customers have been trying to accomplish for years, decades and in some cases even centuries. ... A functional job is stable over time. What changes over time are the products and services that companies offer to help get the job done better.
.
Because the job-to-be-done is stable over time, it is an attractive focal point around which to create customer value.
...
Making the job-to-be-done the unit of analysis means it is the job — not the product, the customer or customer demographics — that is to be studied, dissected and understood. This means that companies should not define customer needs around the product, but should instead define customer needs around getting the job done."

Ao ler "ARE EXOSKELETONS THE FUTURE OF PHYSICAL LABOR?" e "Thought-Controlled Prosthetic Hand Restores 100 Realistic Touch Sensations" penso logo em:

• Cuidado com a absolutização do que a nossa empresa produz
• Um exemplo de miopia na vida real

E penso nos Florêncios e as Antrais que vão estar tão concentrados no passado, a comprar conconcorrentes, a optimizar o poder iluminante das velas, que não vão perceber o quanto o seu mundo está a mudar. O job-to-be-done continua lá bem vivo, agora a ferramenta para o realizar vai ser modificada, trocada...

Mais um exemplo da democratização da inovação

Um interessante exemplo da democratização da produção, da democratização da inovação e de Mongo relatado em "Nurse as Maker: Democratizing Medical Innovation Starts Here":

"what if research and development of medical devices was democratized? What if the practitioners who work most closely with patients were brought into the product innovation pipeline?
...
With this in mind, the team is building programs to create technology literacy for practitioners, and is also working to build a platform to support a global network of health makers to engage in peer-to-peer learning.
.
Nurses aren’t the only people empowered when given the necessary tools for innovation. The patient is the true beneficiary of democratizing the medical innovation process.
.
It’s a great example of how a new shiny product alone isn’t always the best solution. Sometimes the best solutions are scrappy and created in close feedback loops packed with insights from real users—in this case, patients."

Recordar "A minha aposta: "make local for local""

Cooperativas de bairro que funcionam como makerspaces e onde os artesãos vão expor modelos e interagir com clientes

Mongo e JTBD

Por um lado Mongo, o progresso dos espaços com as suas próprias cervejas artesanais. Por outro lado, o mesmo conselho referido neste postal recente, "Olhar para os clientes-alvo":

"To find a solution, Sarah and her team reconnected with Gatorade’s core customer, the serious athlete. What they found was that these athletes did much more than just hydrate during athletic events"

Olhar para o cliente-alvo, para o seu contexto, para o seu dia e descobrir que há outros serviços que o espaço pode prestar.

No princípio do ano mudei de casa e antes de arranjar um espaço para escritório, enquanto tinha as minhas coisas num contentor (recomendo vivamente), usava o McDonalds do nó do Fojo em Gaia como base de trabalho, tirando a música muito alta para o meu gosto, tinha uma mesa, tinha internet e electricidade.

Depois de uma caminhada matinal, estabelecia-me e ficava por lá das 8h30 até às 13h30. Era interessante reparar como aquele espaço se mutava ao longo da manhã. Pequenos-almoços e cafés e pequenas reuniões para a fauna do início da manhã. Reuniões de trabalho, entrevistas de emprego ou entrevistas a traidores industriais, entrevistas a jornalistas, o advogado carregado de papéis e ainda com mais marcadores fluorescentes e post-its do que eu a meio da manhã. Depois, à hora do almoço os estudantes da secundária a 500 metros e toda a panóplia de gente que precisa de um almoço rápido, barato e sem receio da higiene.

Esta abordagem em torno do Job-To-Be-Done presente em "Breweries Find That Coffee Is Their Second Favorite Beverage".

BTW, eu que bebo café sem açúcar (que mascare a realidade) sei que há muito café horrível a circular por este país. Assim, quando o costume de usar açúcar ou adoçantes com o café cair, vai nascer a procura por melhor café. Procura essa que vai ser difícil de ser servida por empresas mais preocupadas com a eficiência do que atender às chamadas de atenção de uns consumidores-chatos. Nessa altura estará criada a oportunidade para alguém avançar com café artesanal.

Olhar para os clientes-alvo

"To find a solution, Sarah and her team reconnected with Gatorade’s core customer, the serious athlete. What they found was that these athletes did much more than just hydrate during athletic events. [Moi ici: Olhar para os clientes-alvo e para o seu contexto, e identificar os desafios que têm pela frente] They would load up with carbohydrates before (Gold-medal winning runner Usain Bolt ate Skittles candy), and drink protein shakes after to recover. The team saw an opportunity to expand beyond the hydration niche, and introduced the G-Series family of products. The G-Series family included three complementary products to help athletes: energy chews and carbohydrate drinks to “Prime” before an athletic event; the core hydration drink to help the customer “Perform”; and protein shakes and bars to “Recover” after an event. The team expanded the products around the hydration drink, but also cut back on the range of different versions of the core beverage.
...
What Robb O’Hagan did was to apply what we call the Third Way to innovate. Neither incremental improvement of current products, nor radical rethinking of the business, the Third Way focuses on innovating around the current product to make it more valuable. Robb O’Hagan turned around the product not by changing the product but by complementing it with sports bars, energy chews, and protein shakes. What her team did wasn’t an expansion or revision of the current product; in fact the team reduced the range and number of variants. It also wasn’t a radical rethinking of the product. The Third Way is a different approach to innovation.
.
What’s different? First, it’s not a “clean sheet” approach. It focuses on innovating around an existing product for an existing customer segment in a way that makes that product more appealing and valuable. Second, it’s not just a diversification approach – it’s not a search for random products that will appeal to the same customer segment. Instead, it focuses on developing a family of diverse innovations that are all focused on delivering a single business promise;
...
How do you get started with the Third Way approach to innovation? Here are three simple steps:
.
First, reconnect with your core customers, and understand what gets in the way of them getting value from your product. Follow them through their acquisition, preparation, use, and disposal of your product, and watch for frustrations, challenges, or other barriers they face.
Then, challenge your team to innovate around your customer’s value chain, not yours. What can you do to remove the barriers that prevent your customers from getting value from your products? These represent opportunities for complementary products."

Trechos retirados de "How Gatorade Invented New Products by Revisiting Old Ones"

No caminho da "magia" (parte II)

Parte I que cita "Conseguem imaginar os job-to-be-done?".

Apreciar esta inovação:

This glove can give the disabled working hands pic.twitter.com/kuEbPArfXL

— Vala Afshar (@ValaAfshar) October 15, 2017

Não consigo deixar de pensar nos Golias do sector, mais interessados em aumentarem a quota de mercado através de aquisições e fusões, mais interessados no output do que no input, incapazes de calçarem os sapatos do cliente e verem o mundo de oportunidades a partir dessa perspectiva. Recordar também este postal, "Cuidado com a absolutização do que a nossa empresa produz".

"Now we need to be focused on the state of the customer"

"In the Age of the Product, customer service ensured that the product lived up to its specifications. Everything after that was the customer’s responsibility, not the vendor’s. In the Age of the Customer, the bar has been raised. Now it is the outcome that must live up to the customer’s expectations, else it is the vendor who is left holding the bag.
...
First of all, we still need customer service. Products still break, implementations still go awry, and parts still wear out, and they all need to be attended to. The traditional CRM customer service model is admirably suited to the task. It is organized around a trouble ticket generating a case which is managed through to a resolution with the data captured in a knowledge base to better inform the next case.
...
What this system does not measure well is the customer side of the equation. In a B2C world we call this the customer experience. In a B2B world, the critical variable is the customer outcome. In both cases it is the reason the customer bought the product in the first place. The problem with this variable is that it is, well, so variable. Experiences and outcomes are in the eye of the beholder, and there can be as many as you have beholders—even more if some of your customer tend toward schizophrenia as they so often seem to do.
...
The point is, in the past we were focused on the state of the product. Now we need to be focused on the state of the customer. That means there is market both for programs that can help change state and for systems that can help maintain state."

Trechos retirados de "From Customer Service to Customer Success: Taking the Next Step"

"going to help them make progress"

"Customers come to your website or read the label on your package because they want to know if your product is going to help them make progress against the situation they are in. That’s a big part of what’s going on in the customer’s brain:
.
“Will this product fix the problem I have,
and will it get me to where I want to be?”  
.
Focusing on customers’ situations and how they can make progress is what Jobs-to-be-Done thinking is all about. It’s different from more traditional product and marketing thinking that focuses on customer attributes and abstract goals (e.g., personas) or product categories (e.g., we make drills, so we compete with other drill companies).
...
To create kick ass products and copy, we need to understand moments of struggle that have led our customers to hire our product or a competing product.
...
We want enough detail so we can film a documentary about our customer as they struggle with the situation our product is going to solve."

Trechos retirados de "And You Thought “Jobs to Be Done” Was Just for Product Development…"

Prefere gasolina no Intermarché ou na BP?

Prefere gasolina no Intermarché ou na BP?

A pergunta faz tanto sentido como a pergunta "Prefere um voo barato ou… um voo pontual?"

A resposta é: depende?

Tudo depende do contexto, tudo depende do objectivo que se pretende atingir.

Costumo ir a Guimarães uma vez por semana, trabalhar numa empresa. Prefiro ir de comboio ou de carro?

Pela poupança, pela comodidade, pelos minutos "com mãos" ganhos vou quase sempre de comboio. Também vou de carro quando tenho um horário apertado e conciliar uma ida a Guimarães com uma ida a Felgueiras.

Por isto é que a caracterização dos clientes com base na idade e noutros atributos independentes do contexto não são muito úteis para prever comportamentos.

"associar-se a um propósito"

Ontem, quando li o título "As marcas já não querem só vender produto, querem vender um propósito." lembrei-me logo de dois postais:

• "you need to enter their personal story"
• Mambo jambo de consultor ou faz algum sentido?

E lembrando-me do job to be done e "Your customers care about the progress they will make" escrevi no Twitter:

"As marcas já ñ querem vender só um produto. Querem vender um propósito"

IMHO ñ é bem isto.

Creio q é +: Querem associar-se a 1 propósito

— Carlos P da Cruz (@ccz1) August 3, 2017

Em vez de querer vender um propósito, associar-se a um propósito que o cliente já persegue e valoriza

"It begins when the customer becomes aware of the possibility to evolve"

"a JTBD describes how a customer changes or wishes to change. With this in mind, we define a JTBD as follows:
A Job to be Done is the process a consumer goes through whenever she evolves herself through searching for, buying, and using a product.
It begins when the customer becomes aware of the possibility to evolve.
It continues as along as the desired progress is sought.
It ends when the consumer realizes new capabilities and behaves differently, or abandons the idea of evolving.
...
A consumer goes along his life as he’s come to know it. Then things change. He is presented with an opportunity for self-betterment — that is, make changes so he can grow. When or if he finds a product that helps him realize that growth opportunity, he can evolve to that better version of himself he had imagined."

Trechos retirados de "What is Customer Jobs? What is a Job to be Done (JTBD)?"