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Jobs To Be Done Analysis Outcome Expectations and Value Quotients

Jobs To Be Done Analysis Outcome Expectations and Value Quotients. Robert Monroe Innovative Product Development January 30, 2012. By The End Of Class Today, You Should:.

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Jobs To Be Done Analysis Outcome Expectations and Value Quotients

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  1. Jobs To Be Done AnalysisOutcome ExpectationsandValue Quotients Robert Monroe Innovative Product Development January 30, 2012

  2. By The End Of Class Today, You Should: • Understand the concept of 'hiring' a product to do a job, and use the technique of identifying and understanding the Job To Be Done as a way to uncover new Product Opportunity Gaps • Be able to use Outcome Expectations analysis to identify important Jobs To Be Done that are not being done in a way that meets customers’ needs and expectations • Be able to use Value Quotient Analyis to identify product opportunity gaps

  3. Phase 1: Identify The Opportunity Identify Understand Conceptualize Realize Launch* • Goals: • Identify and evaluate a set of promising Product Opportunity Gap (POG’s) • Choose the most appropriate POG to move forward with • Primary results: • Product opportunity statement (hypothesis) • Initial scenario that illustrates the opportunity • Methods • Brainstorming, observing, researching Social, Economic, and Technology (SET) factors • Generating POGs based on SET factors • Evaluating and filtering POG ideas generated • Scenario generation, feedback, and refinement Source: Cagan and Vogel, Creating Breakthrough Products, [CV02] Chapter 5.

  4. Jobs To Be Done Analysis “People don’t buy quarter-inch drills, they buy quarter-inch holes. The drill just happens to be the best means available to get that job done.” • Ted Leavitt of Harvard Business School [SSD09] p 10.

  5. Jobs To Be Done (JTBD) Analysis • Goal: identify the human need you are trying to meet • Focus on the outcome that your customers want to achieve, not on the product that you want to sell to them • JTBD analysis steps • Identify a focus market • Identify jobs customers are trying to get done • Categorize the jobs to be done • Create job statements • Prioritize JTBD opportunities • Identify Outcome Expectations regarding the job Source: [SSD09] pages 1-8.

  6. Different Types of Jobs To Be Done: • Functional jobs describe the task that the customers want to achieve • Emotional jobs relate to feelings and perceptions • Personal jobs relate to how customers want to feel about themselves • Social jobs relate to how customers want to be perceived by others • Ancillary jobs are other jobs that customers want to get done before, during, or after they get their main job done Source: [SSD09] pages 1-8.

  7. Job Statements • Express the JTBD with a Job Statement, which usually takes the form: • <Action verb> <Object of Action> <Contextual Clarifier> • Examples • Listen to music in the car with friends • Allow the kids to listen to different music in the car than their parents • Travel from home to work comfortably and quickly without the stress of driving in traffic • View pictures at home that were taken with a digital camera • Satisfy appetite for ice cream without becoming overweight Source: [SSD09] pages 1-8.

  8. Exercise: Describe The Job(s) To Be Done By…

  9. Exercise: Describe The Job(s) To Be Done For…

  10. Outcome Expectations Analysis

  11. Outcome Expectation Analysis • Goal: list desired and undesired outcomes of a product that addresses a Job To Be Done to identify places where current solutions fall short • Focus on broad benefits and drawbacks, not features or performance characteristics for specific products • Outcome expectation analysis steps • Identify the Job To Be Done • List the JTBD’s related Outcome Expectations • Create Outcome Statements • Determine high-priority Outcome Expectations Source: [SSD09] pages 10-13.

  12. Outcome Expectations Grid Source: [SSD09] page 10.

  13. Outcome Expectations Grid Job statement: Prevent other people from seeing the private information stored on my smartphone

  14. Outcome Statements • Clearly and precisely state desired/undesired outcomes • Structure: • Direction of action (decrease, increase, maximize, etc.) • Unit of measurement (time, length, weight, cost, etc.) • Object of control (what it is you are influencing) • Context (where or under what circumstances) Source: [SSD09] pages 11-13.

  15. Outcome Statement Examples • Minimize the difficulty of installing on phone • Minimize the technical knowledge required of phone user • Minimize the likelihood that the customer will lose data • Increase the “invisibility” of protecting the data • Reduce development and maintenance costs for supplier • < other examples? > Source: [SSD09] pages 11-13.

  16. Exercise: Outcome Expectations • Create an Outcome Expectations grid for the following JTBD Job Statement: • Share experiences from your vacation with friends and family • Create outcome statements for this job statement and prioritize them based on importance and the level of consumer satisfaction with current solutions

  17. Exercise: Outcome Expectations Grid

  18. Value Quotient Analysis

  19. Value Quotient • Key Idea: start from ‘perfect’ and work backwards • To improve Value Quotient look for places to improve desired outcomes or reduce undesired outcomes Source: [SSD09] pages 14-20.

  20. Value Quotient Analysis Steps • Identify the Job To Be Done • Identify the desired and undesired outcomes • Plot the ideal innovation • Plot existing solutions • Identify opportunity value gaps • Close the value gaps Source: [SSD09] pages 14-20.

  21. Value Analysis Plots: Perfect World • Job To Be Done: Share experiences from your vacation with friends and family Source: [SSD09] pages 14-20.

  22. Step 5: Identify Opportunity Value Gaps • Where to look for value gaps: • Dimensions with high customer importance and low customer satisfaction • Dimensions that customers report as not very important and they are satisfied • This may present an opportunity to ‘lower the bar’ to produce a cheaper, simpler, alternative for the low end of the market • Dimensions for which there is currently no good solution Source: [SSD09] pages 14-20.

  23. Value Quotient Exercise • For the identified Job To Be Done: • Share experiences from your vacation with friends and family • Select three different solutions currently on the market for this JTBD. • Plot the existing solutions on your value analysis graph • Identify opportunity value gaps that this analysis exposes • Propose different ways that you might close these gaps

  24. Wrap Up

  25. Challenge Problem #1 • Challenge Problem #1 posted to the wiki • Wednesday will be our first ‘workshop’ class • First half of class will be time for group work and discussion on the challenge problem • Second half of class you will present your preliminary findings and get feedback from the class and instructor • Written proposal/solution due on week from today • You will get a lot more out of Wednesday’s class if you have done a nontrivial amount of preparation prior to class, as outlined on the wiki.

  26. References [CV02] Jonathan Cagan and Craig M. Vogel, Creating Breakthrough Products, Prentice Hall, 2002, ISBN: 0-13-969694-6. [SSD09] David Silverstein, Philip Samuel, Neil DeCarlo, The Innovator’s Toolkit, John Wiley and Sons, 2009, ISBN: 978-0-470-34535-1.

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