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Zbignev是一位经验丰富的产品设计师,受到初创公司的信任, fintech公司, 像MTV这样的品牌, 宜家, 宝马, 和美国运通.
以前在
关于战略的重要性有很多可说的, 但是聪明的策略, 先进的技术, 有才能的人也有他们的极限. Companies succeed because they offer products that people find irresistible. 是什么促使顾客购买? 的 要做的工作 framework helps organizations identify the unmet desires that motivate all purchases.
没有人一觉醒来就想着“我想买一个任务管理系统”,或者“我需要聘请一位用户体验顾问。.“人们真正想要的是产品承诺的结果. 这是销售任何东西的秘诀.
人们想要结果. 的y envision how products will improve their lives, search for perfect solutions, and purchase.
If products don’t make promises, customers are confused, and buying decisions are compromised. 在 要做的工作 框架, 工作 are fundamental tasks that people hope to accomplish when they buy something. 所有客户都有 工作 并希望聘请最好的产品来帮助, but few customers take the time to clarify the underlying desires that make 工作 有意义的.
例如, most people would say that they buy a lawnmower to “cut the grass.“真正的, but if a lawnmower company examined the higher purpose of grass cutting, 它可能会发现,真正的 工作 是“始终保持草的低矮和美丽?.” Utility (cut the grass) is subordinate to the ideal outcome (low and beautiful).
这就是“待完成工作”框架的力量所在. 它面对组织和 设计师 客户真正想要的结果. 顾客不会购买产品和服务. 他们雇佣解决方案.
西奥多•莱维特, 现代营销之父, 他的名言是, “人们不想买一个四分之一英寸的钻头. 他们想要一个四分之一英寸的洞!” 的 first step of the 要做的工作 (JtBD) framework is to identify the 工作 that customers actually want to do, even those they aren’t able to articulate. 寻找 工作 with piecemeal solutions or no solutions at all, as these are ripe for innovation.
克莱顿•克里斯坦森, creator of JtBD, claimed that all products, even the seemingly insignificant, are hired to fulfill 工作. 他用奶昔证明了自己的观点.
一次, Christensen’s team was commissioned by a fast food chain to research people’s milkshake buying habits. Despite the chain’s extensive market research and advertising efforts, shake sales slumped. 口味的变化和较低的价格也无济于事.
在观察和采访了购买奶昔的顾客之后, 克里斯滕森和他的团队有一个有趣的发现. 人 hired milkshakes to break up the boredom of their morning commutes不是因为它们便宜或巧克力味.
如果我们看看其他成功的产品,同样的逻辑也适用:
在JtBD框架中, 工作 是多方面的. 首先,有两个 工作 类型:
在每一个里面 工作 类型,有:
最后,情感 工作 方面进一步细分为:
这一切如何转化为现实世界的人和产品呢? Let’s apply the classifications to someone searching for a new pair of running shoes.
如果一个人 工作 is to quickly satisfy their hunger on the go, they might consider pizza.
或者三明治.
或者墨西哥卷饼,寿司,士力架.
Or nothing at all—preferring to wait for another opportunity to eat.
It’s important for companies to understand the full scope of potential competitors. 对于任何给定的 工作,有一系列的产品,客户可能会雇用 它们并不都属于同一个产品领域.
士力架的竞争比糖果棒更大.
布鲁克斯的竞争对手并不局限于其他跑鞋品牌.
Many products satisfy hunger on the go or help people get fit and look great.
有些人两者都做.
在JtBD框架中, 工作 语句与解决方案无关. 这是什么意思?? 继续说鞋子,看看这个例子: “我需要一双跑鞋来帮助我保持体形.”
在 short term, such a statement might result in customer satisfaction, but 它不太可能带来创新的设计或营销. 为什么? 的 工作 and all potential solutions are tied to an existing product (shoes).
在这里,重新审视客户的主要和相关内容是有帮助的 工作.
Following a simple formula (Action + Object + Context), it’s easy to write an effective 工作 声明: “通过定期跑步来改善我的健康和外表.”
This statement is built to last because it’s untethered to a product, 然而与永恒的欲望和活动联系在一起.
在每个市场,都有几十个 工作 that customers want to accomplish and even more products to choose from. 李克特量表是一种很有用的方式,可以询问客户某件事的重要性 工作 他们对现有产品的满意程度.
After the data is collected, it can be used to evaluate the effectiveness of 工作/product pairings and prioritize which opportunities are worth pursuing:
很容易看出公司什么时候会使用 JtBD框架 because their products fulfill needs and are often quite innovative.
Consider recent developments in self-cleaning glass for cars and high-rise buildings, 或者在汽车漆中可以自愈. 有人可能会认为“绘画划痕”是一个 工作,但它实际上是 工作 “保持车辆无瑕疵”.”
每一个 工作 has outcome expectations—broad benefits and drawbacks that aren’t tied to specific features or performance metrics. 例如, a drawback “保持车辆无瑕疵”” would be “requires constant upkeep.”
结果预期有四种类型:
一次 identified, it’s helpful to visualize desired and undesired expectations within a grid.
期望结果声明附在 工作 并定义客户如何评估价值. Outcome statements intentionally omit specific solutions in favor of 常绿的激励因素.
的 contents of desired outcome statements are gleaned from interviews and observational research. 虽然定性研究倾向于得出短期结论, 期望的结果陈述提供组织和 设计师 对客户最看重的东西有着持久的洞察力.
语言, desired outcome statements use unambiguous language and follow a predetermined syntax: 改进+措施+控制对象.
克莱顿·克里斯滕森说, “在基本层面上, the things that people want to accomplish in their lives don’t change quickly.这个概念是“待完成工作”框架的核心. 即便如此, products should improve at strategic intervals as companies and 设计师 strive to provide ever-increasing value.
最终,人们购买的不是产品,而是解决方案. 产品s come and go, but the underlying desires that motivate purchases endure.
要做的工作 methodology may be applied to an infinite number of tasks that humans want to accomplish. 其核心是, the framework challenges companies to think about products and services in terms of ideal outcomes and desires met, 而不是特性和功能.
的 要做的工作 framework was created by Harvard Professor 克莱顿•克里斯坦森 and first published in an article of Harvard Business Review in 2005. 克里斯腾森写道, “当人们发现自己需要完成一项工作时, 他们雇佣产品来为他们完成这项工作.”
的 要做的工作 framework is a way for companies to identify the 工作 that customers hire products to accomplish. 例如, people hire deodorants because they want to smell fresh and feel clean (ideal outcome), 不是因为它能中和体味(实际功能).
维尔纽斯,维尔纽斯县,立陶宛
2020年5月7日成为会员
世界级的文章,每周发一次.
世界级的文章,每周发一次.