"the core user experience of a product"

Na linha do postal "Characters em vez de personas" este artigo delicioso "Why Product Thinking is the next big thing in UX Design":

"features are merely a small, fragile part of the product. They are only a few of many thinkable solutions for a user’s problem the product tries to solve. Thinking in products means thinking in specific user’s problems, in jobs to be done, in goals, and in revenues.
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The core user experience is not a set of features; in fact, it is the job users hire the product for.
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A product has a core user experience, which is basically the reason the product exists. It fulfills a need or solves a problem people have. By that, it becomes meaningful and provides a certain value.
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Products become meaningful when the provided solution fits the uncovered problem. This solution describes the way how a problem will be solved. Thus, the problem-solution-fit defines the core user experience of a product. The concrete features are extending this experience and support the core experience, but they cannot replace it.
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When thinking in products, UX designers should be able to answer the following questions first: What problem do we solve? (User problem). For whom are we doing this? (Target audience). Why are we doing this? (Vision). How are we doing this (Strategy) and what do we want to achieve? (Goals). Only then it makes sense to think about what exactly we are doing (Features)."

"uma oportunidade tremenda de se diferenciar" (parte III)

Parte I e parte II.
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Escrevi nas peças anteriores desta série:

"Quando uma empresa se concentra no que transacciona, perde uma oportunidade tremenda de co-criar valor e captar mais algum para si, perde uma oportunidade tremenda de se diferenciar, não pela oferta mas pela transformação na mente do cliente, não por produto/serviço mas pela experiência, pelo resultado."

Relacionar com:

"The digital economy will become the outcome economy – outcome as in the quantifiable output the company’s offerings help produce on the customer side."

O que a empresa transacciona com o cliente é um recurso que ele vai usar, processar, transformar, para produzir um resultado na sua vida.

"In the outcome economy the purpose of business is to help its customers produce measurable outcomes"

O que a empresa entrega são "outputs", o que o cliente procura são "outcomes".

Trechos retirados de "The Outcome Economy"

"uma oportunidade tremenda de se diferenciar"

Vamos recorrer a esta fórmula, "Replacing The User Story With The Job Story":

"When _____ , I want to _____ , so I can _____ "

"Quando estou em baixo de forma, quero inscrever-me num ginásio, para melhorar a minha condição física."
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"Quando tenho uma receita médica, vou à farmácia comprar os medicamentos, para melhorar ou controlar a minha saúde."
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O que é que o cliente procura?

• inscrição num ginásio?
• compra dos medicamentos?

Muitas empresas ficam pelo valor facial e pensam que é isto que o cliente procura, já que é o que ele pede.

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Vamos mais fundo. O que é que ele realmente procura e valoriza?

• melhorar condição física? (Outros podem procurar outro trabalho. Arranjar companhia, impressionar alguém em particular, melhorar saúde, ... Claro que isto implica perguntar e perceber qual o job-to-be-done)
• melhorar ou controlar a minha saúde?

Quando uma empresa se concentra no que transacciona, perde uma oportunidade tremenda de co-criar valor e captar mais algum para si, perde uma oportunidade tremenda de se diferenciar, não pela oferta mas pela transformação na mente do cliente, não por produto/serviço mas pela experiência, pelo resultado.

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Reflexão baseada no slide 44 de "Stop Selling Start Helping" 

Job-to-be-done

O que eu gosto neste título "Coletes antifacada reforçam protecção a polícias e militares" é a referência ao job-to-be-done.
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Recordei logo várias conversas, em várias empresas, com n técnicos, quase sempre engenheiros, sempre enamorados das especificações e dos limites técnicos de desempenho e, pouco receptivos a esta abordagem do JTBD.
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O que é que o cliente vai ganhar, vai experimentar, vai sentir na sua vida, na sua linguagem, do seu ponto de vista. Simples e directo!
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Depois, para os mais cépticos ou para os mais burocratas, temos as especificações e os resultados dos ensaios para corroborar a promessa.

Qual é o job-to-be-done?

Um avanço, este o de criar personas "Quem são os consumidores maiores de 45 que sustentam a economia?".
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No entanto, é preciso mais do isso: Qual é o job-to-be-done?
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Ás vezes penso que as personas são úteis para perceber quem são os clientes-alvo, para saber onde estão, onde compram, quem os influencia. No entanto, para satisfazer os clientes-alvo é mais vantajoso usar o job-to-be-done. O que é que procuram e valorizam?

Curiosidade do dia

Alguém contou-me o caso de um jovem que não conseguiu entrar para uma escola de polícia porque lhe faltavam 2 cm de altura. Então, o referido jovem terá começado a frequentar um consultório de fisioterapia para conseguir mudar de postura corporal e "crescer" os centímetros que faltam.
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Pensei logo no job-to-be-done do consultório, o resultado que o jovem pretende, entrar na escola de polícia, cumprir um sonho de criança(?), ...

O que procuram e valorizam?

Daqui:

"In software development and product management, a user story is one or more sentences in the everyday or business language of the end user or user of a system that captures what a user does or needs to do as part of his or her job function.
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User stories are written by or for the business user as that user's primary way to influence the functionality of the system being developed.
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"As a , I want so that "
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"In order to as a , I want ""

Considerar "The new user story backlog is a map".
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Daqui:

"It Starts With A Job To Be Done.
Your customer has a job to do. And I don’t mean the 8-5 job they work at every day to pay the bills. The job I’m referring to is the specific task, goal or need your customer is trying to fulfill with your product. Your job is to help them get that job done better, faster, cheaper and/or in a more pleasant manner. It doesn’t matter if you’re a waitress in a restaurant or a research engineer for a manufacturing company, you need to help your customer get the job done.
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Think of a job to be done as your fundamental need that is independent of how you get the job done. Over time, these needs rarely and sometimes never change. Even though how you get the job done can change frequently.
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Outcomes Are the Metrics Behind the Job to Be Done.
Use Outcomes to Understand Your Customers Specific Problems

Daqui:

"Communicate function, appeal to emotion
The goal of product positioning is to present a product or service to the customer in a way that effectively communicates its value. When looking at product positioning through a jobs-to-be-done lens, we see that the best way to communicate value to customers is to explain (1) how the product helps them execute the functional job better than competing solutions, and (2) how it satisfies the emotional jobs that are associated with getting the functional job done.
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To position a product effectively, we must know how the product helps customers get the job done better and what emotional goals the customer will achieve by doing so."

Aqui, "People don’t buy products, they buy better versions of themselves"
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Aqui, "Collecting and analyzing jobs-to-be-done"
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Aqui, "The new user story backlog is a map"
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Aqui, "Pricing Thoughts - Going beyond Features and Benefits"

Leituras para reflexão

Um conjunto de textos interessantes que merecem ficar no meu arquivo:

• "You better not bake your costs into pricing" - um texto em sintonia com a mensagem deste blogue e em contramão, face à maioria dos economistas, políticos e comentadores (a tríade):

"customers are not paying to offset your costs. They are paying to fulfill their needs –utilitarian or hedonistic. It does not matter to them what your costs are or how you are allocating them. When was the last time you were at a coffee store and paid separately for employee salary or the decorative lighting?
It is not the cost that comes first, it is the price that comes first."

Enquanto os membros da tríade só pensam nos custos, este blogue pertence ao clube da minoria que prefere falar do preço, que prefere falar do valor co-criado. Por falar em valor co-criado:

• "What Really Replaces Marketing (Madness).." - texto curto mas cheio de sumo, tenho de exercer uma forte contenção para não o colocar quase todo aqui: 

"The bottom line in my thinking is that, since Value is dominantly created in-use and is a result of co-creation between company and Customer, marketing strategies should shift their focus from creating momentum for value exchange (the sale) to creating momentum for interactions that support Customers in creating value for themselves. And since value is something that can only be defined by its beneficiary we need to understand what outcomes Customers desire when they hire a company’s resources to get their jobs done. The Customer’s journey towards that outcome is where opportunity for marketing lies to design service that support Customers, employees and partners to co-create more (or better?) value together."

"Service Dominant Logic, Customer Jobs-to-be-Done, Service Design" - BTW, ando a aprender umas coisas muitos interessantes sobre Customer Jobs-to-be-Done com Anthony Ulwick.
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Outro tema recorrente neste blogue é a tareia ao "eficientismo" acima de tudo, por isso:

• "Wrangling complexity: the service-oriented company" - texto que merecia uma reflexão séria pelos gestores da coisa pública, claro que deliro. Sobretudo, na área da Saúde, ou na área da Justiça, ou na área da Educação, com as suas instituições gigantes, lentas e comandadas a partir de Lisboa:

"Most businesses today are not designed with agility in mind. Their systems are tightly coupled, because their growth has been driven by a desire for efficiency rather than flexibility.
Consider the difference between a car on a road and a train on a train track. The car and the road are loosely coupled, so the car is capable of independent action. It’s more agile. It can do more complex things. The train and track are tightly coupled, highly optimized for a particular purpose and very efficient at moving stuff from here to there – as long as you want to get on and off where the train wants to stop. But the train has fewer options – forward and back. If something is blocking the track, the train can’t just go around it. It’s efficient but not very flexible.

Many business systems are tightly coupled, like trains on a track, in order to maximize control and efficiency. But what the business environment requires today is not efficiency but flexibility. So we have these tightly coupled systems and the rails are not pointing in the right direction. And changing the rails, although we feel it is necessary, is complex and expensive to do. So we sit in these business meetings, setting goals and making our strategic plans, arguing about which way the rails should be pointing, when what we really need is to get off the train altogether and embrace a completely different system and approach."