Guiar transformações

 Ainda de "The “New You” Business" um trecho final sobre a subida na escala de valor à custa das transformações:

"Competing on transformations makes a company responsible for working with customers to define the transformation each one seeks, identify the barriers to success, and orchestrate all the goods, services, and experiences needed to support them during their journeys. Such business models will be much harder to imitate than those that offer only goods, services, or experiences. And they promise to generate handsome rewards—not only profits but also the knowledge that the company has truly made a profound difference in its customers’ lives."

"it is the situation and not the solution that drives the need for a job"

"Management guru Peter Drucker has said that "The customer rarely buys what the business thinks it sells him". Let’s see what this means by using the JTBD lens.
Consider this story:
A scuba centre advertised its dive-certification course in direct mailing lists purchased from diving magazines.
The assumed JTBD: an aspiring diver wanting to learn diving and having a certificate to prove it at the end.
But after gathering purchase stories from customers, the owner found that many were recently engaged couples planning wedding trips to the Caribbean.
The real JTBD: newlyweds wanting to spend quality time with each other by learning a new skill.
With this knowledge the owner advertised in bridal magazines and saw his classrooms filled during traditionally lull periods.
...
The reason people "rarely buy what the business thinks it sells them" is because it is the situation and not the solution that drives the need for a job. The newlyweds found themselves in a situation where the scuba centre was the best-fit solution for their job.
Note that there could have been substitute solutions—other solutions that could have been hired to do the same job, such as a skydiving centre—but scuba diving centre won, perhaps based on a set of success criteria the newlyweds had for the job."

Trechos retirados de "The Job-To-Be-Done Theory for designers"

"it is the situation rather than the customer" (parte II)

Escrevi há dias:

One of the important things I learned this year: It's the job that's important https://t.co/iqRNJtLOJt

— Carlos P da Cruz (@ccz1) November 13, 2016

Depois de ler "When Coffee Compete With Kale" e "Finding the Right Job For Your Product" escrevi "it is the situation rather than the customer".
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Quantas vezes me deparei com o desafio, semelhante ao do lojista, de ter identificado um cliente-alvo e, depois, descobrir que umas vezes actua de uma forma e outras vezes de forma diferente com diferentes critérios de escolha. E a hipótese de ser o trabalho, de ser a situação, o foco simplifica e explica muito melhor.
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Em "Two JTBD rules for customer motivation" encontro um bom exemplo:

"Growing up a friend of mine was forced by his father to mow the lawn. His father bought the lawn mower. My friend had to use it. The father may have had motivations around impressing the neighbors, fitting in with the rest of the community, or an obligation to have a cozy environment for his family. I’m not sure. I never talked the father about these things.
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What I do know, is what my friend told me. He told me his father wanted him to learn about responsibility, obligation, and discipline. This lawnmower wasn’t about lawn care. It was about being a good father.
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And guess what happened when my friend and I left home and went to college? My friend’s father hired a lawn care service. Circumstances had changed. His motivation for buying the lawnmower — his JTBD — no longer existed. He now he had a different JTBD. He developed a new set of criteria and had to make a decision. I don’t know what that criteria was. Nor do I know what JTBD he’s using the lawn care service for. I never talked to him about it."

Acerca da mineração (parte II)

Parte I.
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Na parte I sublinhámos:

"The system of progress allows customers to evolve. When we add this idea of an evolving customer who continues to want and make progress"

A verdade é que o JTBD depende também do contexto do cliente. A evolução do cliente altera o contexto, logo altera a forma como o cliente percepciona e avalia as soluções que tem pela frente para contratar.

"When you study customers’ stated preferences—wants, needs, or desired outcomes—you are studying the interactions between customers and the system only at that moment. All those wants, needs, and desired outcomes will change when the systems that customers belong to change. Yesterday, customers wanted gaslight mantles that wouldn’t set their houses on fire, cheap meat, and somewhere to get their film developed. Today, those same customers want environmentally friendly CFL lights, organic kale salads, and accumulating likes on Instagram. Why did those needs change? The systems that customers belong to had changed.
...
Innovators must understand what the customer does and doesn’t know. We must abandon the idea that customers have needs or wants. We need to replace it with the idea that all customers have only one need: to make progress within the systems they belong to. Any discomfort or frustrations they experience in making that progress should not be thought of as needs but rather descriptions of interactions between customers, their JTBD, and the product they’ve currently hired for their JTBD."

Assim, o cliente que nunca entraria num ginásio "tradicional" começa a sua jornada num ginásio low-cost e aí pode ficar ou ... progredir e aspirar a algo mais.
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Quem gere um ginásio "tradicional" tem de perceber que os clientes que capta poderão estar numa fase mais avançada desse progresso. Em boa verdade, não deve pensar em competir com o ginásio low-cost, deve antes aparecer como uma solução para quem está a namorar a ideia de que precisa de algo mais do que aquilo que tem actualmente.
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Recordo os meus primeiros tempos de birdwatcher. Na primeira vez que fui ao Douro Internacional, nas férias da Páscoa de 1983 passei tanto frio a dormir na minha tenda que logo percebi que o saco-cama que usava no campismo da praia não funcionava nas fragas de Lagoaça. A pessoa que precisava de um saco-cama para o Douro Internacional no Inverno não era mais a mesma pessoa que usava saco-cama no Verão, o contexto era diferente.

Acerca da mineração (parte I)

Ainda ontem em "Acerca da concorrência" escrevi, a propósito do nono capítulo do livro de Alan Klement "When Coffee and Kale Compete":

"não podia deixar de pensar nos ginásios que pensam que os ginásios low-cost são a sua concorrência quando eu os vejo como "mineradores" a construir mercado futuro."

Entretanto, ontem à noite li o capítulo 13, "The System of Progress":

"As we can see, improvement in one part of life often has effects elsewhere.
More often than not, when customers overcome a struggle, new ones arise.[Moi ici: Pessoa começa a ir a um ginásio low-cost e acaba por resolver o problema incial para passar a um novo nível de desafio e problema que a impele a querer algo mais]
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There are two groups of new struggles. New struggles could be related to ensuring that your chosen solution continues to deliver you value—for example, choosing the best insurance for your first car. Or the struggles could be related to new aspirations that have been unlocked.
...
The second set of struggles is what interests us. These struggles are not related to the solution itself; rather, they get unlocked when the customer uses a solution to make progress.
...
The system of progress allows customers to evolve. When we add this idea of an evolving customer who continues to want and make progress, we end up with a helical structure like in Figure 18 (imagine that the spiral builds up on itself).

The top part of the diagram illustrates how the forces of progress perpetually generate demand. The bottom part represents the interdependencies between producers and customers. Through these interdependencies, customers can make progress. The degree of success that customers make depends on how well the producer meets their demands.
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The expanding radius of the spiral movement represents the customers making progress. This system demonstrates how one or more solutions can work together, or in sequence, to deliver ongoing progress to customers."

Continua.

Abelhas e JTBD

Ontem a meio da manhã resolvi aproveitar um intervalo entre aguaceiros para fazer uma caminhada matinal de 7 km e aproveitar para mais uma dose diária do livro de Alan Klement,. "When Coffee and Kale Compete". A certa altura, no capítulo 10 apanho "Case Study: Omer and Transcendent Endeavors" onde sublinho:

"Omer believes that finding this energy is imperative to discovering a JTBD: When I interview potential customers, I look for evidence of a struggle. I’m looking for an energy to tap into. That’s how I know a struggling moment exists and that there’s an opportunity to create something. If a group of people is not struggling—if I can’t feel that energy—then there’s probably no opportunity there.
...
Begin by identifying a struggle. Start wide, and get progressively narrow."

Não adianta inventar um produto se não há problema, se não há ninguém que sofra com o problema, se não há motivação para resolver o problema, ou se existe uma solução alternativa que faz o JTBD melhor.
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Depois, já ao princípio da tarde li "Inovar antes da faculdade (e salvar as abelhinhas)". Foi muito interessante porque o artigo descreve muito bem o tema do capítulo 10 do livro de Klement:

"criaram uma solução tecnológica inovadora para um problema que identificaram bem perto — os ataques das vespas asiáticas às abelhas nas colmeias, no norte de Portugal.[Moi ici: Imaginei logo a quantidade de apicultores que sofrem com o problema e que gostariam de contratar uma solução que lhes melhorasse a vida]
...
 “o problema está a devastar completamente a apicultura, sobretudo em Braga“
...
Um dos professores das jovens é apicultor, o que facilitou o trabalho de campo. “Pudemos utilizar os apiários dele para as experiências e isso foi muito útil”, refere Francisca." [Moi ici: Outro ponto que Klement martela sem parar, falar com os potenciais clientes, falar com quem tem o problema e sofre com ele. E já agora, a força da interacção]

Acerca da concorrência

O 9º capítulo, "When You Define Competition Wrong", do livro de Alan Klement "When Coffee and Kale Compete" está cheio de pequenas pérolas.

"Just because consumers aren’t using your product, or another product of same type, doesn’t mean they are nonusers. This is another big difference between JTBD and other approaches to markets and innovation. JTBD insists that if consumers have a JTBD, they must be using something for it.
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Here’s the twist: that “something” that consumers use for their JTBD doesn’t include products that one can only buy. It includes any compensatory behavior, paying someone else for help, making one’s own solution, or combining solutions. Each counts as a solution for a JTBD.
...
there are two mistakes I sure as heck wouldn’t have made: 

• Limiting my definition of competition to products that look and function similarly

• Not making sure a real struggle was taking place and that customers were willing—and able—to pay for a solution

These are common mistakes when you don’t apply a JTBD view to competition. But they aren’t the only ones.
.
A less common mistake—but just as dangerous—is to believe that products are competitors when they are not. One example of this is the widespread belief that PCs and mainframes are (or were) competitors.
...
Don’t restrict competition to products with similar functionality or physical characteristics. Don’t assume two products are competitors because they look or function similarly. There are two related mistakes people make about what is and isn’t competition for a product.
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Thinking that two solutions compete against each other because they share similar characteristics. Even though PCs and mainframes are both computers, they don’t compete in the slightest."

Enquanto lia isto não podia deixar de pensar nos ginásios que pensam que os ginásios low-cost são a sua concorrência quando eu os vejo como "mineradores" a construir mercado futuro.
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Na outra vertente, Klement frisa muitas vezes que o concorrente da nossa oferta pode ser uma outra oferta de um sector económico completamente diferente. Por isso, o título do livro "When Coffee and Kale Compete"

"Do you think you’re creating a new market? Think again. For too long, businesses have created, and been encouraged to create, their own definitions of markets—that is, which products do and do not compete against each other. JTBD offers us a way to rethink how we define markets.
.
If you think you’re creating a new market, then you probably haven’t done enough research. Have you explored all the options that customers consider as competition for a JTBD solution? Perhaps customers are solving their problems in ways that don’t require the purchase of a physical product.
...
If you don’t have a clear picture of what customers are going to give up when they start using your product, either you haven’t done enough research, or no JTBD exists and you’re creating a solution that no one will buy."[Moi ici: Esta pôs-me a pensar a sério em porque não faço tantos projectos balanced scorecard quanto gostaria]

Push + pull + habit + anxiety (parte II)

Parte I.
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Na semana passada fui a Bragança em trabalho. Resolvi testar as várias alternativas para lá chegar sem usar o carro. Tento evitar o uso do carro sempre que vou para longe (pull: "(2) a preference for a particular product")
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Quando decidi ir de autocarro começou a ansiedade:

• (anxiety-in-choice): será que arranjo um horário que me permita chegar a horas decentes para trabalhar?
• (anxiety-in-use): onde é a paragem? Será que o horário na net está actualizado? Será que têm wifi a bordo? Será que se atrasam muito?

A empresa que escolhi, a Rodonorte, foi a única que atendeu o telefone para responder às minhas questões.
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E a sua empresa, que forças geram procura e que forças negativas geram resistência à procura?
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Como é que a sua empresa trabalha para diminuir a resistência à procura?

Push + pull + habit + anxiety

Outro bocado muito bom do livro de Alan Klement, "When Coffee and Kale Compete":

"The forces of progress are the emotional forces that generate and shape customers’ demand for a product. They can be used to describe a high-level demand for any solution for the customers’ JTBD or the demand for a specific product.
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Two groups of forces work against each other to shape customer demand. The first group is push and pull, or the forces that work together to generate demand. The other group is habit and anxiety, or the forces that work together to reduce demand. In the middle, you have the customer, who experience all these emotions at once.

Customers experience some combination of these forces before they buy a product, as they search for and choose a product, when they use a product, and when they use that product to make their lives better.
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Demand isn’t spontaneously generated. … Some combination of events always comes together to generate that demand. We call those forces push and pull.
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Push. People won’t change when they are happy with the way things are. Why would they? People change only when circumstances push them to be unhappy with the way things are. These pushes can be external or internal.
…
Pull. If a push is the engine that powers customer motivation, the pull is the steering wheel that directs motivation. Customers experience two kinds of pulls: (1) an idea of a better life and (2) a preference for a particular product.
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The pull for a better life. People don’t buy products just to have or use them; they buy products to help make their lives better (i.e., make progress).
…
The pull toward a solution. The pull for a better life is what motivates customers to begin searching for and using a solution against their struggle.
…
There are many known and unknown factors to consider about why customers choose one solution over another. However, when we focus on the forces that generate demand, we see that the context of the customer’s push shapes his or her struggle. This affects the criteria used to choose one solution over another.
…
Variations in the pushes that customers experience also explain why the same customer might go back and forth between different products for the same JTBD.
…
There is no demand—and therefore no JTBD—unless push and pull work together.
…
If your product doesn’t help customers make progress, price doesn’t matter.
…
Demand-reduction forces are just as important to understand as demand-generating forces.
…
For example, a struggling customer may be willing to buy your product but doesn’t because he fears that it’s too hard to use. Instead, he sticks to an old way of doing things, even though he’s unhappy with it. In this example, the result for you is the same, regardless of whether the customer stays with the current way of solving problems or buys a competitor’s solution. You miss out on a paying customer.
Two examples of demand-reducing forces are anxiety and habit.
…
Anxiety-in-choice. We experience anxiety-in-choice when we don’t know if a product can help us get a Job Done. It exists only when we’ve never used a particular product before.
…
Anxiety-in-use. After customers use a product for a JTBD, the anxiety-in-choice largely disappears. Now their concerns are related to anxiety-in-use. For example, “I’ve taken the bus to work several times. But sometimes it’s late, and other times it’s early. I wish I knew its arrival time in advance.” In this case, we know a product can deliver progress, but certain qualities about it make us nervous about using it.
…
Habit. Just as customers experience different types of anxieties, customers experience different types of habits: habits-in-choice and habits-in-use. Understanding customers’ habits plays an important part in your ability to offer innovations.
Habits-in-choice. These are the forces that exist at the moment of decision and prevent a customer from switching from one product to another.
…
Habits-in-use.
…
Habit and anxiety are your silent competitors. At its core, innovation is about helping customers make progress. Get them to that better version of life that they aspire to. It’s not just about helping customers break constraints by pulling them with flashy, new features. A lot of not-so-sexy work is involved.
…
I ferociously attack habits as I would any competing product. I recommend you do the same. You can lose revenue because you haven’t accounted for people’s habits, or you can lose revenue because your product is inferior to a competing one. In both cases, the result is the same: you lose revenue."

"It was the customers’ situation that determined why they bought."

"WHAT’S THE JTBD?
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From the data Morgan has given us, I’d say that the struggle for progress is:
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More about: My family having quality food, taking away the stress from grocery shopping, more family time, convenience
Less about: Grocery shopping online / supermarket / local shop, supporting the local community
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Again, any kind of task or activity associated with grocery shopping is just a solution for a JTBD - it's not part of the JTBD itself.
...
The progression of solutions in this case study helps us understand what customers do and don’t value. In the beginning, parents were fine visiting multiple shops. They were willing to trade convenience for food quality. But when their family grew, saving time and reducing stress became more important to them. This is how we know that their struggle, their JTBD, is heavily related to finding a way to solve that stress and to save time.
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This case study also demonstrates how customer needs or wants change over time, and don't belong to the customer. We may think we’re measuring a need, but we’re really just measuring what a customer does or doesn’t like about a particular solution. We must keep in mind that a “need” is represents an interaction between the customer, their struggle, and whatever product they’ve hired for their JTBD. If one of those parts changes, then customers’ needs will change along with it.
...
Don’t depend on demographics. At first, Morgan thought he was making a product for young, urban professionals. This demographic certainly did represent some of his customers. However, it turned out that his most dedicated customers were families. Not only that, they almost always had two or more young children.
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We can learn from this that demographic thinking can be misleading. It was the customers’ situation - not personal characteristics - that determined why they bought.
...
Know the difference between customers who switch because they are unhappy with your solution and those who switch because changing life circumstances prompt a redefinition of progress."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

"Don’t focus solely on functionality"

"Here are some suggestions to help you get started today with applying JTBD thinking. Ask customers about what they’ve done, not just what they want. Confirm it if you can. Customers will often tell us what we want to hear, even if it’s partially (or completely) untrue. Customers may tell you that they use your product “all the time,” but they really use it only intermittently. Also, people build easy-to-remember narratives between themselves and the products they use. Phenomena like this are why it’s tricky to ask customers, “What do you want?” and “How can we make things better?”
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The answer for these problems is to talk with customers about what they actually did, not just about what they say they want. What were their revealed preferences, not just their stated preferences? Even the answers about actual action taken won’t be 100 percent accurate, but they will be a great deal more reliable than their answers to what-if questions.
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Understanding how customers have solved problems is a crucial part of understanding their JTBD. Not only does it help you understand what customers expect from a product, it also helps you design features for new products.
...
Learn what kind of progress customers are seeking. What’s their emotional motivation (JTBD)? Use that to segment competition.
...
Focus on delivering emotional progress (getting a Job Done). Don’t focus solely on functionality."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

"products as part of a system"

Gostei deste exemplo retirado de "When coffee & kale compete" de Alan Klement.

"Grill manufacturer Weber understands the idea of products as part of a system. Weber doesn’t sell only grills. It offers educational materials, recipes, party-planning guides, grilling accessories, and even a free phone hotline for grilling advice. Weber offers all these additional products because it understands that the customers’ JTBD isn’t about owning a grill that functions to cook things; it’s about being someone who can use a grill to make tasty food and becoming a better griller. For many grillers, the JTBD is also about entertaining friends and family with cooking theater, as well as tasty food. In this case, it’s about becoming a better host and entertainer. Weber understands that no matter how well its grills function, if customers can’t use them to make progress against their JTBD, the grills are worthless.
The understanding that customers are buying a better version of themselves is why Weber delivers a constellation of products that work together—as a system—to help customers make progress. This is why Weber has been a successful, profitable company since 1893."

"Solutions come and go, while Jobs stay largely the same"

"Solutions come and go, while Jobs stay largely the same. JTBD is about understanding human motivation as a problem to be solved. Human motivation changes slowly. Therefore, Jobs change slowly.
...
Solutions, on the other hand, constantly change because technology enables better ways of creating solutions that solve our Jobs. This is why we focus on the JTBD and not the product itself or what the product does.
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Favor progress over outcomes and goals.
...
Over time, you will notice that you need to change the outcomes and goals you deliver to customers. Why? A successful product and business will continually improve customers’ lives. As customers use your product to make their lives better, they will face new challenges and desire new goals and outcomes."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

"Customers don’t want your product or what it does"

"JTBD Principles
Customers don’t want your product or what it does; they want help making their lives better (i.e. they want progress).
...
Focusing on the product itself, what it does, or how customers use it closes your mind to innovation opportunities.[Moi ici: E condena as empresas ao cost+plus pricing]
...
JTBD is laser focused on describing customer motivation.
...
“Jobs were never intended to explain what the product must do. They stand for what the customer must do.” And what must customers do? They must overcome their struggles and make their lives better.
...
Solutions come and go, while Jobs stay largely the same. JTBD is about understanding human motivation as a problem to be solved. Human motivation changes slowly. Therefore, Jobs change slowly.
...
Solutions, on the other hand, constantly change because technology enables better ways of creating solutions that solve our Jobs. This is why we focus on the JTBD and not the product itself or what the product does."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

O que prejudica a inovação

"I struggled with innovation for many years. I finally made progress when I focused on two things: (1) the customers’ struggle to make life better and (2) how customers imagine their lives being better when they have the right solution. This understanding has helped me become a better innovator.
...
Creative destruction is accelerating. The average time a company spends on the S&P 500 continues to drop. ... This happened for numerous reasons. A big one is that it has never been easier to create a product and get it to customers.
...
even though solutions and technologies come and go, human motivation changes very slowly. In some cases, human motivation hasn’t changed at all. The focus on customer motivation is the key to successful, ongoing innovation and business."

Segue-se uma série de ideias sobre o que prejudica a aposta na inovação:

"“Sunk costs” keep us from creating new products.
...
It’s a mistake to focus on our customers’ physical characteristics.
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We don’t take into consideration how customers see competition.
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We myopically study and improve upon customers’ “needs” and expectations of today; instead we should study and improve the systems to which customers belong.
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We may think only about the upsides of product changes, ignore the downsides, and fail to embrace new ways of solving customers’ problems.
...
Our decision making can be misled when we manage by visible figures only, and don’t appreciate the context surrounding them."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

O foco

Excelente resumo do que está em causa em termos de mudança de perspectiva:

"Customer-dominant logic (CDL) is a perspective on business and marketing based on the primacy of the customer. Adopting this view means shifting the focus from how (systems of) providers involve customers in their processes to how customers in their ecosystems engage different types of providers. In other words, emphasizing how customers embed service in their processes rather than how firms provide service to customers.
...
In the service field, service-dominant logic (SDL), service logic (SL), and CDL in particular have emerged as service perspectives. These have different foci but explain the characteristics of service in society and business today. SDL focuses on systems and the co-creation between generic actors on a societal level, whereas SL emphasizes the interaction between the provider and the customer.  CDL focuses on customer logic and the customer’s constellation of activities,
actors, and experiences and the role of providers in this context."

Trechos retirados de "Customer-dominant logic: foundations and implications" de Kristina Heinonen e Tore Strandvik, publicado por Journal of Services Marketing em· Setembro de 2015

JTBD conjugado com value based pricing

"Com 200 centímetros de comprimento e 75 de altura, está à venda por 344 euros em tons de vermelho e branco e 423 euros em preto e branco. Um preço que pode parecer demasiado elevado para um lenço, mas que muitas figuras públicas estão dispostas a pagar, principalmente se lhes proporcionar a tão desejada privacidade."

Um exemplo do job-to-be-donne e do value based pricing.
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Os clientes não compram um produto, um lenço, compram o resultado do serviço que o produto realiza: privacidade. Os clientes não pagam custo mais margem, pagam pelo valor que percepcionam, que experienciam na sua vida.
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Qual o serviço?

"Anti-paparazzi. Faz "desaparecer" quem o usa quando um flash lhe é apontado. É este o lenço que está a conquistar o mundo das celebridades. O ISHU, assim se chama esta peça, é composto por partículas de cristais reluzentes, o que faz com que absorva a luz que lhe é dirigida - como a dos flashes das máquinas fotográficas -, deixando o que está à sua volta na escuridão."

Trechos retirados de "O "manto da invisibilidade" que está a deixar as celebridades loucas"

Acerca do JTBD

"According to “jobs” theory, people do not buy products or services—they hire them to do a job.
...
At a deeper level, what this means for innovators and marketers is that they must replace a customer-need and product-benefit mindset with a “circumstance of struggle” mindset.
...
The product was placed where we experienced the struggle—like at a convenience store,
...
Of course, customer needs and product features factor into the success of 5-hour Energy. However, those needs and features are clearer and easier to specify when framed from a jobs-first perspective."

E na sua empresa, também se usa esta abordagem?
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Por exemplo, criar calçado de caça.
E a caça é toda igual? É caça aos patos, zona húmida, ou caça ao coelho, ou caça de espera ao javali?
Diferentes tipos de caça, diferentes exigências, diferentes contextos. O que serve para uma não serve para outra.
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Trechos retirados de "Its packaging is weird, it tastes bad, and it dominates its market"

Subir na escala da abstracção (parte III)

Parte I e parte II.
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Da leitura do texto sobre a Wlrod fico com a ideia que o fulcro do seu modelo de negócio assenta nas máquinas, um recurso-chave.

IMHO, a empresa devia aproveitar esta vantagem competitiva para desenvolver a relação com os clientes-alvo, para se tornar conhecida e fazer parte da mística da tribo das motas. A empresa devia trabalhar com calma, com autenticidade, com profundidade na transferência do fulcro do modelo de negócio para a concentração nos clientes-alvo:

Baseado na service dominant logic, mais importante do que o produto é o serviço que o cliente contrata ao integrar o recurso (o produto) na sua vida. 
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A Wlrod pode usar o produto como alavanca para entrar mas não perder de vista que há muito mais oportunidades quando se entra no domínio do JTBD.

No caminho da magia

Mais um tijolo "Scientists Connect Brain to a Basic Tablet—Paralyzed Patient Googles With Ease" para o muro de uma nova realidade "No caminho da "magia"" (parte II).
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Onde andam as empresas ligadas à mobilidade reduzida?
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Tão preocupadas com as suas cadeiras do século XX que não vêem o mundo de oportunidades à volta.