productcamp austin - looking for innovation in all the wrong places
DESCRIPTION
Designing Products and Services Customers Want To Buy Why is the batting average for product development approximately 20%? Why should you re-look at the traditional “voice of the customer” approach? If the traditional approach worked, then why do you have such a low batting average? If we had an accurate method of defining product requirements, then why do we call the product definition phase, the “fuzzy front end?” The primary reason is that companies are looking for innovation in the wrong places. This session will discuss what it takes to look for innovation in the right places and in the right way by taking a concern oriented rather than a solutions oriented approach. Customers know what job they want to get done, its importance, and their level of satisfaction with the current approaches. Approached this way developers can do what they do best. Provide innovative solutions.TRANSCRIPT
Denary Corporate Development
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Looking For InnovationIn All The Wrong Places
Richard Eppel(512) 522-1371
www.revenueintensity.com http://blog.revenueintensity.com
Denary Corporate Development
© Copyright - This is protected by the copyright laws of the U.S.A. It may not be reproduced, copied, published or loaned to other parties without our express written consent.
Denary Corporate Development
My Background
• Engineering– Systems Engineer– Product Manager– Product Line Manager– Engineering Executive
• Business– General Manager– CEO
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Agenda
• Setting A Context for Innovation
• Exploring the Job-Needing-Done (JND) Approach
• Practice Session
• Application Example
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What Are You Up Against
3,000 Raw Ideas
100 Exploratory Projects
10 Well-Developed Projects
2 Full-Fledged Product Launches
1 Successful ProductStevens, G A. and Burley, J.“3,000 Raw Ideas = 1 Commercial
Success
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How Can We Improve Our Odds?
By Looking For Innovation
In The Right Places
And
In The Right Way
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Customers As A Source Of Innovation
• What questions do you ask your customers?
• What answers to you get?
• Do the answers help you target innovation?
• Do the questions and answers produce insight:
– To make powerful offers
– In your customer’s language
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Typical Customer Feedback
• Vague statements
• Their solution
• Desired outcomes tainted with their solution
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Two Key Questions
• How might we better utilize our customer’s knowledge to generate innovations that will accelerate our growth?
• How might we formulate the questions such that the answers are actionable?
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• Their world
• What they are attempting to accomplish
• What works well
• What doesn’t work well
• What doesn’t work at all
For the Job They Need To Get Done
What Do Customers Know?
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How To Provide Innovative Solutions
For The
Job They Need To Get Done
How To Provide Innovative Solutions
For The
Job They Need To Get Done
What Do You Know?
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What Do You Need To Do Your Job?
• The jobs the customer needs to get done
• The outcomes they want to produce
• The level of importance of the job
• Their current level of satisfaction with their outcomes
In A Precise And Disciplined Fashion
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Job Needing Done Approach
All Jobs Needing Done Start With A Verb
For Example:• Managing• Determining• Capturing• Cutting• Repairing • Diagnosing
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Job-To-Be-Done Examples
• Starting a corporation – Preparing a Living Trust– On-line or discount legal services
• Selling a house– You Sell It
• Preparing my taxes– On-line/Software/H&R Block
• Managing my checkbook– Quicken
• Buying vintage cars– On-Line Vintage Car Bluebook
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Job Needing Done Approach
Action Verb
Managing
Determining
Action Object Value Metrics
personal finances
the value of vintage cars
Context/Circumstances
at home
during anauction
with theseoutcomes
with theseoutcomes
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Job Needing Done Outcomes
Functional Job Statement
Outcome Statement
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Job Needing Done Outcomes
Functional Job Statement
Action Verb
Determining
Action Object Value Metrics
the value of vintage cars
Circumstances
during anauction
with theseoutcomes
Outcome Statement
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Practice
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Practice Example
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Practice Worksheet
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Example
• You are in the business of selling:
– Guitar amplifiers
– Special guitars
– A full range of accessories
• Do you think you understand your customer?
• Are their customers you not serving?
• How do you find out?
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Ask Guitarists
• Find out the job they are trying to get done– Uncover the functional jobs
– Uncover the emotional jobs
• Survey a larger population to prioritize the level of importance and satisfaction
• Determine the parts of the job that are underserved
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Formulate Strategic Alternatives
Importance
Satis
facti
on
1
10
1 10
Opportunity = Importance + max(Importance-Satisfaction,0)
Overserved
Adequately ServedUnderserved
>15>12
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Develop A Market Category
Customer Circumstances/Situation
Who: Amateur to semi-professional guitarist.
Who want to get a job done and will pay to get it done?
What: Capture music without having to be technicians.
Play without interruption.
What are their existing solutions and what do these solutions required?
Where: Anywhere – rehearsals and venues.
Where do they do the job?
When: Anytime. When do they do the job?
Why: Capture inspired music without having to plan or think.
What is the reason – functional, personal, social?
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Results
Capture what you play Capture what you play, sing and hear
An easy-to-use portable digital recorder that provides total inspiration control for musicians
• Easy to use
• Always on, and always listening
• When inspiration strikes, you capture it
Result
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Innovation Options Strategy
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© Copyright - This is protected by the copyright laws of the U.S.A. It may not be reproduced, copied, published or loaned to other parties without our express written consent.