JTBD

"By adopting to jobs-to-be-done theory, the role of marketing can move from passively pushing product information to an active and more integrated part of designing the service experience.
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The job is the single most important thing for a service  -  it’s the sun your touch points, products, features and marketing spin around.
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This changes marketing’s primary goal of passively telling about the product, to actively helping people solve their jobs
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Without a context, it’s harder for potential customers to relate.  ... Value is always relative to the context in which a job is done. Make sure your marketing is based on contexts discovered in research, so people can relate and understand your value proposition faster. Knowing the context is also crucial to design the whole service and develop products within.
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First off, never see your product in a vacuum  -  people don’t think in terms of products, they think about getting a job done. ... This changes marketing’s view of the ‘product as the sun’ to ‘the job as the sun’."

A mesma pessoa pode usar cada um destes sapatos numa mesma semana. Em função do contexto e do job to be done.
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E a sua empresa... trabalha para que clientes-alvo? Qual é o seu job to be done? Qual é o contexto em que vão usar a sua oferta?
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Que mensagens usa para lhes chegar ao coração?
Que canais usa?
Que prateleiras frequenta?
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Trechos retirados de "Evolving the role of marketing"

Ponto da situação

Ontem ao princípio da noite, um desafio do @pauloperes permitiu desenhar esta figura, para sistematizar o nosso progresso:

Um JTBD e vários contextos possíveis (recordar link "Não começar sem saber qual o trabalho e o contexto seleccionado")
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A unidade de análise é a combinação JTBD e um contexto concreto.
O serviço prestado por uma organização é contratado pelo cliente para realizar um trabalho na sua vida, no âmbito de um certo contexto, para atingir um resultado (outcome).
Falamos de resultado (outcome) como uma consequência na vida do cliente, como um benefício, como uma experiência procurada e valorizada. Não falamos de ouput, não falamos de uma coisa concreta que é transaccionada e que tem especificações independentemente do cliente concreto. O cliente não procura a coisa, o objecto, o produto! O cliente procura o que a coisa faz na sua vida.
A coisa, o objecto, o produto transaccionado, é um recurso processado pelo cliente na sua vida para produzir o benefício, a experiência procurada.
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Durante esse trabalho o cliente vai sentir resistências e problemas (barreiras). Por exemplo, porque não tem o know-how ou a paciência, para tirar o melhor partido dos recursos que lhe são disponibilizados. A monitorização do progresso, durante a realização do trabalho, pode dar força para seguir em frente, criando uma espécie de espiral de motivação positiva:

"People don’t want just the outcomes; they want the progress outcomes represent."

Recordei os objectivos proximais, para vencer as barreiras.
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O olhar para trás no fim é o sublinhado a amarelo daqui:

"When you design for outcomes, you’re designing for your customers’s future past — the moment, at some end, when they look back and evaluate."

Como Kahneman e Gigerenzer escrevem, o que recordamos das experiências não é o mesmo que o que sentimos durante a sua vivência inicial. Há aqui qualquer coisa de Damásio?

Falta incluir a co-criação na primeira figura.

Não começar sem saber qual o trabalho e o contexto seleccionado

"They have a job to get done.
Your product gets hired to solve that job. That’s what causes purchase and use.
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I am hungry and I have 15 minutes to eat lunch at work. That’s the job.
I hire a sandwich from the deli in the lobby of my building.
My hunger at work, with only 15 minutes to spare, caused me to purchase at the deli.
Did my age, martial status, viewing habbits, number of kids, gender, cause me to purchase? No. These are attributes of a buyer that might be correlated to purchase but don’t cause purchase.
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Same type of job, hunger, but different situation and different hiring criteria.
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For the job, the situation is critical. [Moi ici: O contexto] As Clayton Christensen says: “the customer is the wrong unit of analysis.” It’s the job in a situation.
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Also, the job is stable over time. I’m repeatedly hungry, but in different situations. The solutions you choose to hire change. This is critical to your differentiation efforts.
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There is a job that we want to get done. That causes us to purchase.
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Don’t start your segmentation, development, messaging or much of anything until you know the job to be done.
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emphasize the need to understand what will cause the customer to buy, not what is correlated.
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If you don’t know the job in the situation, stop. You are wasting time and money and you probably don’t even know it. You need to improve upon the job someone is trying to get done. Make it easier, more convenient or less expensive.
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How you frame a market determines how you serve it. The job to be done is the frame. That’s the market, the job in the situation. Getting it right will trim your list of features, relieve some of the pressure on the development team, and give you confidence to decide what NOT to include in the product.
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Understand and uncover the emotional jobs associated with a functional job. The Re-Wired Group calls this the “forces” and the emotional energy people use when using, buying or switching to a product/service. Progress hindering forces could include loss aversion, cognitive load (also called cognitive miser), sunk cost effect, social bias comparison, choice paradox, endowment effect (also called divestiture aversion) and many more.
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Deeply understanding the job to be done in that situation is the starting point for how to frame, design and deliver the complete solution….that will cause that person to buy."

Trechos retirados de "This Causes People to Purchase"

JTBD

Acerca do conceito "job-to-be-done" recomendo esta apresentação "A goal-driven solution framework".
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Alguns trechos:

Acho sempre a última frase:

"The product/service does not creat the job."

Uma espécie de afronta ao pensamento tão em voga junto da tríade keynesiana: a produção cria a sua própria procura.

O truque

Via Twitter, já não sei como, ontem cheguei a este artigo "From milkshakes to wine: the jobs that wine is hired for".
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Parece-me um bom exemplo, para concretizar a ideia de clientes-alvo.
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O truque não é concentrarmos-nos no produto (por isso é que não gostei das cinco primeiras regras aqui, demasiado enfoque no produto), não é concentramos-nos na demografia, ou no sector, ou ...
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O truque é tentar entrar na mente dos clientes e, recordando esta máxima, "Serving Experience As The Product", procurar identificar o job-to-be-done onde podemos fazer a diferença na mente dos clientes.
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Recordando "Tudo é Serviço" (aqui e aqui):

"A fundamental characteristic of services is that they create value only when we use them.
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Product-oriented organizations often fail to see the potential of using their customers to make a service more effective.
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The biggest missed opportunity in development is that organizations don’t think about their customers as valuable, productive assets in the delivery of a service, but as anonymous consumers of products."

Trecho retirado de "Service Design" de Andrew Polaine, Lavrans Løvlie, and Ben Reason

Preços e segmentação

Isto que se segue é precioso. Infelizmente pouca gente pensa assim!
O modelo do preço como o custo mais uma margem continua entranhado:

"The right place to start to set prices is to start with customers (Moi ici: Quem são os clientes-alvo?) and the reasons they buy the products. (Moi ici: Que experiências procuram e valorizam) Different customers – different reasons and you have customer segmentation. Another way to look at the reasons they buy a product as – “What jobs are different customers hiring a product for?”. That is customers have jobs to be done (needs to be filled) – they hire (which implies they can fire and switch to another) a product that best fills those needs.

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The needs could fall anywhere in the spectrum of perfectly utilitarian and perfectly emotional. But very few products get hired for purely utilitarian reasons and almost no product gets hired for purely emotional reasons. For the latter, the product should meet basic utilitarian threshold or given enough utilitarian reasons that will help rationalize the buying (hiring) decision."

Trecho retirado de "THE $100,000 PRODUCT’S CUSTOMER SEGMENTATION – PART 2"

Acerca da segmentação de clientes

"where we were finding an increasing disconnect between telling people about segmentation, targeting and positioning on the one hand, and about the increasing shift of control from brands to consumers, on the other.
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"we can't be all things to all people," while preaching the gospel of co-creation at firms,
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advocates a mindset shift away from selling products to "doing jobs" that solve customers' problems.
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We agreed to work on a new kind of segmentation based the combinations of jobs that customers need to get done. Here's how the "jobs done" segmentation works:
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Step #1: Identify the contexts in which customers are using the company's products.
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Step #2: Combine information about transactions and customer behaviour in the contexts to describe each of the jobs to be done.
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Step #3: Map individual customers to jobs, using the data. Each customer would be scored according to the relevance for him or herself of each of the jobs done. ... The customer profiles would be spread across all jobs. From there it's a simple step to cluster customers on their mix of jobs to be done rather than on their "raw" behaviour, demographics or attitudes. For each segment, there may be only three or four jobs to be done that are crucial.
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Setting the job done framework as a basis for customer segmentation allows us to use all the relevant data for customers in a meaningful and structured fashion. Firms can see how customers are hiring solutions for the jobs important to their lives and observe customers in the action of getting the job done (or in some cases, not getting it done)."

Trecho retirado de "A New Framework for Customer Segmentation"

Experiência, experiência, experiência

Via Paulo Peres (obrigado), cheguei a "Designing the business around the experience" que conjuga bem com "What 10-Foot Noodles Have to Do with Competitive Advantage":

"To find some measure of lasting advantage in today's markets requires companies to look for non-obvious ways to innovate. Competitive advantage from devising products and services that have more features or do more things fades seemingly overnight. Companies need, instead, to be on the lookout for innovative ways to wrap services around products, deliver unique customer experiences, or devise entirely new ways to deliver value."

Recordar:

• O importante é a experiência
• Mais do que um produto, uma experiência, uma relação
• Commodity ou experiência?
• Desenhar experiências

Por onde começar

Quer lançar um novo produto no mercado?
Quer lançar uma nova marca no mercado?
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Talvez a leitura desta reflexão, "The $10,000 Smartphone" ajude.
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Reparar nos conselhos que não andam muito longe dos que damos aqui:

"You should consider the possibility Vertu understands:

• Who their target customers are? 

• What job are they hiring the luxury phones for? 

• What is their phone’s competition? 

• What their willingness to pay and wherewithal to pay are? 

• What budget will customers pay from? 

• How to reach them?"

E o final, em grande estilo, está cheio de sumo:

"The moral of the story is, your understanding of business opportunity, market size, market share, competition, pricing and likelihood of success will all be wrong if you do not start with customer segment and what they are trying to get done."

Ambiente, emprego, impostos, mobilidade e JTBD

Mais um exemplo de novos modelos de negócio que vão transformar a nossa vida futura, o "BMW's DriveNow".
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Mais um exemplo em que se deixa de vender um produto físico e se passa a vender o serviço proporcionado por um produto, em linha com o conceito "job-to-be-done" (JTBD). Os clientes não compram um produto, compram um recurso, um recurso usado pelos clientes para executar um serviço que vai colmatar uma necessidade na sua vida e originar toda uma experiência (ex-ante-transacção; ongoing e pós-transacção).

"The business model of companies in the car industry that want to make a difference, is not about selling cars anymore. Car2Go sells mobility, Tesla offers a personalized buying and electric driving experience, ZipCar offers an alternative to car rental and car ownership (which Avis Budget is to acquire for about $500 million!).
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BMW DriveNow’s proposition is the ultimate all-electric driving machine by the minute. DriveNow offers you hassle-free mobility. You can drop the cars at any station. You have no expenses for car ownership. Also, DriveNow guarantees you’ll find a parking spot anytime. The DriveNow car sharing service is delivered through apps that show you where available cars, parking spots, and charging stations are. DriveNow customers get self-service with the premium quality that BMW stands for. Customers pay a registration fee of $39 and driving a car costs 32 cents per minute or $90 per day."

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Modelos de negócio baseados na partilha, no aluguer e não na posse.
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Consequências:

• mais amigo do ambiente (menor pegada ecológica);
• menos empregos nas fábricas massificadas do século XX;
• menos impostos a serem arrecadados pelos Estados que crêem que consumir é pecado;
• JTBD realizado com mais eficácia.

BTW, os jogadores de bilhar amador jogam para a jogada actual, os jogadores profissionais jogam para as jogadas seguintes.
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Os mesmos que protestam contra a produção massificada, são os mesmos que protestam porque desapareceram os empregos do século XX nas linhas da produção massificada.

Sintoma de uma nova economia

Recordando que o mercado interno não está morto, recordando o conceito de Job to Be Done (JTBD), recordando Mongo e o Estranhistão, interessante este festival de serviços "Do spa ao peixe fresco. Saiba tudo o que lhe podem levar a casa" sintoma de uma nova economia.

Customer's Job

Em vez da segmentação dos clientes por regiões geográficas, por idades, por produtos,... prefiro trabalhar com o conceito de proposta de valor.
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Proponho que identifiquemos o cliente-alvo, que lhe dêmos um nome e o interroguemos, o que o leva(rá) a ficar satisfeito com o fornecedor?
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"The process that marketers call market segmentation is, in our parlance, the categorization stage of theory building. Only if managers define market segments that correspond to the circunstances in which customers find themselves when making purchasing decisions can they accurately theorize which products will connect with their customers. When managers segment markets in ways that are misaligned with those circumstances, market segmentation can actually cause them to fail - essentially because it leads managers to aim their new products at phantom targets."
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"... customers "hire" products to do specific "jobs," can help management segment their markets to mirror the way their customers experience life. In so doing, this approach can also uncover opportunities for disruptive innovation."
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Foi deste trecho, retirado de "The Innovator's Solution" de Clayton Christensen e Michael Raynor, que me lembrei quando li este artigo da revista Harvard Business Review de Maio de 2008: "The Customer-Centered Innovation Map" de Lance Bettencourt e Anthony Ulwick.
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"We all know that people “hire” products and services to get a job done. "
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"“job mapping,” breaks down the task the customer wants done into a series of discrete process steps. By deconstructing a job from beginning to end, a company gains a complete view of all the points at which a customer might desire more help from a product or service—namely, at each step in the job. With a job map in hand, a company can analyze the biggest drawbacks of the products and services customers currently use. Job mapping also gives companies a comprehensive framework with which to identify the metrics customers themselves use to measure success in executing a task."