How to get a handle on customer needs is an unsolved mystery—and that mystery is killing innovation. Before a company can succeed at innovation, managers must agree on what a need is—and the types of needs that customers have.
The key to solving this mystery lies in Jobs-to-be-Done Theory.
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JOBS-TO-BE-DONE NEEDS FRAMEWORK
Imagine the implications of knowing all your customer’s needs. How many people in your organization today know all your customer’s needs? Imagine if they all shared a common understanding of what a need is. How would decision-making improve if everybody in your organization had knowledge of all your customer’s needs? How much more effective would your product and marketing teams be if it were possible to determine with a high level of confidence exactly what customer needs are underserved? What possibilities would arise if it became possible to discover segments of customers with unique sets of unmet needs?
Knowledge of all the customer’s needs changes everything. So how can it be achieved?
Harvard Business School marketing professor Theodore Levitt said, "People don't want to buy a quarter-inch drill. They want a quarter-inch hole!" Clayton Christensen said, “People buy products and services to get a job done”. In his most recent book he says, “Customers don’t buy products; they pull them into their life to make progress.”
These are the basic constructs of Jobs-to-be-Done Theory, but these constructs are only the tip of the iceberg. Jobs-to- be-Done Theory has a game-changing implication:
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