"O que é melhoria? É o que te chateia, é o que te cria desconforto no trabalho"Logo na altura sorri ao ouvir a frase porque a associei logo a isto:
"I think I have as many jobs of not wanting to do something as ones that I want positively to do. I call them “negative jobs.” In my experience, negative jobs are often the best innovation opportunities."Trecho retirado de "Competing Against Luck"
"Exoskeletons are wearable robots designed to move or strengthen limbs. Already, lower-body models help paralysis patients in clinics around the world. As long as the devices can continue to shed weight and cost, they should become common as replacements for wheelchairs within five years, says Homayoon Kazerooni, founder of two of the companies below."Interessante e previsível que estes avanços sejam feitos por outsiders, Os gigantes do sector estão concentrados no produto, na solução, em vez de no JTBD. Imagino-os entretidos em jogadas de consolidação do mercado e em aperfeiçoamentos incrementais da herança.
"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.
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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."
"O britânico Barclays está a preparar-se para dizer a sete mil clientes para realizarem mais transacções com o banco ou procurarem outra instituição, de acordo com a Bloomberg. O objectivo desta medida é impulsionar as receitas.Quem lê estes trechos não pode deixar de sorrir e recordar marcadores que este blogue utiliza há quase uma década:
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O banco britânico lançou um novo sistema informático, o Flight Deck, que classifica cada cliente da sua unidade de "trading" de acordo com o retorno que gera para a instituição. Assim, o Barclays pode dar prioridade à relação com os clientes que são mais lucrativos e descartar aqueles que não dão grandes contributos para o retorno do banco, segundo a mesma fonte.
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A instituição financeira britânica eliminou, desde 2014, 17 mil clientes devido às regras mais duras no que diz respeito ao retorno de capital. Com este novo sistema agora implantado, mais sete mil clientes do Barclays podem ter de procurar uma nova instituição financeira, escreve a Bloomberg."
First-mover is not an unfair advantage, but an unfair disadvantage.— Ash Maurya (@ashmaurya) December 16, 2016
Em linha com uma opinião de anos. Recordar Abril de 2007:eheheh— Carlos P da Cruz (@ccz1) December 16, 2016
those concentrated on the technical side paving the road for those that care for the customer side https://t.co/vWyjA1DBFa
"Assim, se a novidade tiver realmente potencial, a ALTEX pode estar a abrir, a pavimentar o caminho, para terceiros. Alguém no mercado, pode aperceber-se da vantagem tecnológica dos novos produtos da ALTEX, mas como não os desenvolveu, pode sentir e praticar um espírito de humildade, e aparecer à posteriori no mercado, com um produto parecido com o inovador, e um serviço diferenciador!!!"Entretanto, ontem encontrei isto:
"we don’t believe there is any one right way to identify Jobs to Be Done. We’ve chosen to include here some ideas that may provide a different view through a jobs lens. As Amazon founder Jeff Bezos is fond of quoting, “Perspective is worth 80 I.Q. points.”Trechos retirados de "Competing against luck"
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A jobs lens changes what you see: the priorities and tradeoffs that customers are willing to make may look completely different, the competitive landscape shifts to a surprising cast of characters, and opportunity for growth appears where none might have seemed possible. Jobs are all around us, but it helps to know where to look and how to interpret what you find."
"Every organization needs what I call a “hierarchy of purpose.” Without one, it is almost impossible to prioritize effectively.
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Take another real example: a postal service company delivering packages to customers. Like many other postal services, the company has been struggling to survive in an era of increasing competition and digital substitutes. Senior leaders gathered employees together at a series of town hall events where the CEO asked them to focus on two operational priorities: efficiency (reducing delivery times) and customer satisfaction (ensuring customers had a good experience).
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One employee, Mary, got the message. And it worked fine until she was out delivering packages and was met at the door by an elderly man who asked her to come in and talk for a while. Mary’s natural inclination was to spend a little time with the lonely old man. It would be a kind thing to do, and surely it would also increase customer satisfaction. But then she froze. What about efficiency? If she spent even a few minutes chatting with her customer, her delivery times would suffer. What was she meant to do? Thousands of employees at this company were facing similar trade-offs every day."
"According to a U.S. Census Bureau report, within the next 15 years, the world will have close to a billion people over the age of 65, and for the first time in human history, people aged 65 and over will outnumber children under age 5 sometime before 2020."Depois:
"os idosos representarão mais de 30% da população à distância de uma geração,Como é que a sua empresa se está a preparar para este novo mundo? Recordar "Push + pull + habit + anxiety" e "O que afasta os clientes".
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[Moi ici: E algo a fazer pensar no JTBD] Proximidade › Transporte Com constrangimentos de mobilidade, consumidores seniores escolhem fazer compras perto de casa. Até pelas dificuldades com pesos. Preços › Quantidade Constrangimentos financeiros e a menor dimensão dos agregados explicam a opção por menores gastos. Vão mais vezes às compras, mas compram em pouca quantidade e à medida das necessidades Socialização › Personalização Lojas de cidade, de menor dimensão e com maior personalização funcionam melhor junto dos mais idosos."
"“Solutions come and go, but Jobs largely stay the same.”Trechos retirados de "The North Star of an Enduring Business"
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the main intention of JTBD is to explain what the customer feels like they need to do to make their lives better. Zooming out reveals a more timeless struggle, but it’s vague, while zooming in is a little more granular and actionable, but also a lot more prone to modernization.
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But the solutions we choose to help us get our jobs done come and go and vary depending on our situation.
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JTBD is not about an individual. JTBD is about a market opportunity. ... But if there’s a market with that struggle today, it’s a pretty good bet there’s a market of people with that struggle tomorrow and a couple of years from now.
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when we’re doing our research when we’re trying to apply the theory to innovation, we’re trying to build what I call a vector of progress. The whole idea is that we have to create an appropriate model of customer motivation that helps us predict what customers will buy in the future.
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This thinking helps us understand what kind of data we need to gather, but also how we should model those data. Once we model those data, we can then figure out how to change the systems customers belong to. Not only that, but we need a model that helps us change those systems in an evolutionary way. What I mean by that, is that if you don’t think in this evolutionary way, you can get too far ahead of your customers. This is what we call “out innovating” or building products that are ahead of their time."
"Every time I’ve traveled since Lyft and Uber achieved near ubiquity — whether for work or pleasure, trips long or short — I’ve tried my level best to avoid renting a car. And there’s no better way to explain why than to catalog every negative feeling the industry inspires on any given itinerary."
"Tie investments to outcomes. When you speak about your outcomes, tie the investment they are making to those outcomes. Explain exactly how the greater investment is necessary to producing the greater outcomes. Also, explain how a smaller investment puts those results at risk. Investments equal outcomes.Recordo logo um caso com bombas centrífugas.
Help justify your price. If you want to protect your pricing, provide your contacts with the ability to justify the pricing inside their own organization. Give them the tools, the rationale, and the language to speak intelligently as to why your price is the right price to deliver the outcomes they need."
"Most purchases are made through habit, with no real consideration of alternatives. People order the same type of coffee, in the same coffee shop, every morning, because the cost of reassessing their options every day isn’t worth it. In short people rarely switch, but when they do, there’s an interesting set of dynamics at play. Whether it’s coffee or software most companies take the myopic route, and simply try to make their product look better than everyone else’s. That’s only ever one part of what makes people switch.
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Switching is also about removing fear or hesitation associated with trying out your product and making sure you remind them of the problems with their current solution.
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The way you motivate somebody to make a switch is the same for a friendship, a relationship, or a software product – identify the struggling moments your customers are experiencing and build around that. Emphasize why the existing way does not make sense, why it’s safe to switch to your product, and why they don’t need to worry about leaving the existing way behind. If you can solve all those things, you’ll get customers to switch.
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People don’t hate progress, they just prefer inertia. This stops them from buying your product, even when it’s the logical choice.
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Switching is a big deal, you see. Customers don’t buy a product, they switch to it from something else. Most businesses try to motivate a switch by having the best design, the best performance, or the most features. That only affects your product quality, one piece of the puzzle."
"The push of what is happening currently: “This mattress is prettyJulgo que é mais rico e intuitivo que:
uncomfortable. I’m waking up multiple times in the night with back
pain.”
The pull of a new solution: “If I get a new mattress, I can sleep better.
I’ll be in a better mood at home and at work.”
The anxiety of what could happen: “What if the new mattress turns
out to be just as bad as the old one? I can only try it out for a few
moments in the store.”
The attachment to what you currently have: “I’ve had this mattress
since college.”"
"The growth strategies introduced in this framework are defined as follows:
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Differentiated strategy. A company pursues a differentiated strategy when it discovers and targets a population of underserved consumers with a new product or service offering that gets a job (or multiple jobs) done significantly better, but at a significantly higher price.
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Dominant strategy. A company pursues a dominant strategy when it targets all consumers in a market with a new product or service offering that gets a job done significantly better and for significantly less money.
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Disruptive strategy. A company pursues a disruptive strategy when it discovers and targets a population of overserved customers or nonconsumers with a new product or service offering that enables them to get a job done more cheaply, but not as well as competing solutions.
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Discrete strategy. A company pursues a discrete strategy when it targets a population of “restricted” customers with a product that gets the job done worse, yet costs more. This strategy can work in situations where customers are legally, physically, emotionally, or otherwise restricted in how they can get a job done.
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Sustaining strategy. A company pursues a sustaining strategy when it introduces a new product or service offering that gets the job done only slightly better and/or slightly cheaper."
"As Peter Drucker pointed out, the customer rarely buys what the business thinks it sells him. Sometimes the type of customer will define the job they need done. Sometimes the job itself is the only driving factor. It’s often hard to spot the difference.
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Jobs-to-be-Done gives you a much better lens to think about your true competitors. It gives you the situational context that triggers people to use products.
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When you’re blinded by thinking your competitors only exist in the exact same tool category you’re in, disruption or destruction will come from oblique angles.
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So when you’re thinking about competitors, it’s best to ignore product categories and instead ask yourself who else is fighting for that same job.
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The point is, customers don’t experience your product in a vacuum. They experience it alongside every other product, service, and idea fighting for their attention."
"It’s easier to make things people want, than it is to make people want things. The challenge for any company is to understand what products are currently serving those needs, and improve upon that.
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products don’t match people; they match problems.
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We learned early the outcome a person wants is much more important than the person themselves.
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By focusing on the job and the context of customers, you can develop and market products well-tailored to what customers are already trying to do.
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Some products are better defined by the job they do than the customers they serve.
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when you’re thinking about competitors, it’s best to ignore product categories and instead ask yourself who else is fighting for that same job."
"Jobs theory essentially transforms products into services. [Moi ici: O mesmo que a Service Dominant Logic, ou tudo é serviço e o produto não passa de um avatar do serviço] "What matters is not the product attributes you rope together, but the experiences you enable to help your customers make the progress they want to make,"
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jobs are discovered, not created.
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Or consider things people don't want to do ("negative jobs" in the language of the book), such as taking a sick kid to the pediatrician on a busy workday."
