In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.

1. Monday, September 02, 2013
JTBD
Adapted from What Customers Want by Anthony W. Ulwick
Strategy
Product/Service Innovation
Product/Service
Capturing Customer Inputs
JTBD
Identify Opportunity
5 - Steps
Components of Value
Segment the Market
Create a Unique set
Prepare Survey
Underserved
Functional
JTBD
Incremental
Social
Outcome
Sizable portion of population
Emotional
Constraints
Agreement within segment
Faster, Better for an existing JTBD
Operational
Efficiencies
Waste Reduction
Disruptive
Existing Technology
Lo end
Overserved market
Get more done
Important
Difficult to do
Outcome
Direction of improvement
Minimize
Increase
Which Job
Existing Customers
Get a job done better
Get more jobs done
New Customers
Get a job others are doing
Get a job nobody is doing
Focus on outcomes
Product/Service targets those outcomes
Has Sufficient Resources
Stay focused on 1 outcome at a time
Best chance for growth
Features Specifically Address Outcomes
Unrelated
Competitive recognition
Money
loses resonance
Understanding of Customers Outcomes
value migrates
Outcomes
Scale 1 to 5
5 being important
Ask to rate present solutions
Strategic Target Fit
your Philosophy
your competencies
Can be reached
Marketing Efforts
Sales Efforts
4-Step Method
Single Point Opportunity
Often >15 opportunity score
Pursue with new product
assisted w existing
Overserved, Overpriced
Select an evaluation team
Different Functions
Time
Outside Views
Money
Specific Outcome
Focus on true value of product
Evaluate projects
One underserved Outcome
High Opportunity Scores
One Feature
Base on Customer Satisfaction
Centering on Value
Group Outcomes
Functional
Large Segment
Earlier Killed, Easier accepted
Optimize the best idea
Emotional/Social
Based on Population it would satisfy
No cost increase
Does it exceed current satisfaction
Little effort to develop
Asses the results
Minimal technical risk
Best Fits
Single Platform for multiple-segments
Profile clusters
Customer Driven
Communication Preferences
Solutions
Characteristics
Specifications
Resulting solution
Recognize your existing Brand
Addressing target/underserved outcomes
Recognize existing Market
Single Opportunity w Single Outcome
Isolate Segments
Function 1st, Emotion 2nd
High Opportunity w only several Outcomes
Pursue Least Challenging first
Benefits
Develop Persona on Outcome
Choose existing Platform
Target attractive price points
W ho is most willing to pay
Job to be done
I hire you to help me do a job not I hire you to do a job for me
Evaluate Concepts
Outcome Based Scorecard
Fails to address targeted outcomes
Opportunity
Don't Address Outcomes
Satisfaction
unimportant
Importance
Review >Demand, not >need
JTBD: (Direction + or -) (the unit of measure) (outcome desired)
Example: Minimize the liklihood of scratching the surface
Difficult to copy (sustainability)
Isolate Outcomes
Needs
OEM
Outcomes
Skill
Group opportunities
Innovation inputs
Customer-Jobs Matrix
requires excessive resources
Conduct Cluster analysis
under certain conditions
Outcome Driven
Satisfy 80% of target customers
Use what you can measure
altogether
W hich features to ignore
Eliminate bad ideas quickly
Reduce opportunity analysis
Prevent from doing
W hich features to emulate
Identify and Target
Acronym Like
Span Multiple Outcomes
Outcome driven
Impose restrictions
Features added for select group
Segment Specific
Competitive Analysis
Identify market constraints
Least Satisfied
Choose segmentation criteria
Constraints
Below 10 unattractive
Constrain Thinking to enhance creativity
Diverse Views
Longer term
10 to 12 Opportunity
Shoot for high Satisfaction Scores (Double)
Most improtant
Around a Theme
Hi-level statement
Lateral Thinking
Collect Data from Opportunity
Outcome Desired
12 to 15 Low-hanging fruit
W inners/Losers
Messaging
Satisfies a # of related outcomes
TRIZ
Messaging Pillars
New Technology Advances
>15 New Markets
Skill
unneeded function
Simple product has opportunity
likelihood
Tools
Aim for Breakthrough Improvements
Combination of Opportunities
Opportunity Scores
Other
Multiple Outcomes create Central Theme
Constraints
Ask to Rate
Turning Current Message On or Off
Time
180 to 600
frequency
Channel Partner
Stay away from All
Once satisfied turn off
time
Buyer
Identify Outcomes Underserved
opportunity score high
amount
End User
Stay Focused on Targets
Outcome
Unit of Measure
Where in the Value Chain
Projects to consider
Target a population
Enter results in algorithm
lack money
Breakthrough Ideas
rare
5 totally satisfied
lack skill
Overserved
Related Themes
Review Current State
Prioritize Projects
JTBD
Administer
Scale 1 to 5
New Markets
Broad Stroke
Positioning
Central theme unifying
Improvement on existing
New Market
Target Opportunities
overserved
Competitive Concerns
W here to Lead
W hich Job
W hen to Follow
Constraints
W hen to run away
Algorithm: Importance + (Importance-Satisfaction, 0) = Opportunity
Regulation Concerns
Title
Monday, September 02, 2013
JTBD
Author
File
JTBD.twdx
Company
Joseph T. Dager
Date
Business901
9/2/2013