Yoshi Maeshiro-
“The customer is always right. Especially when it comes to innovation. Whether they know it or not, customers have the answers for where the next big breakthrough will be.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
“The problem is that customers are notoriously bad at imagining the product that solves their problems and conceptualizing how they would interact with true breakthrough solutions.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
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“As Henry Ford reputedly put it, “If I’d asked people what they wanted, they would have said faster horses.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
“The trick is figuring out how to unlock the right information that can get you to the winning solution without relying solely on asking people what they want. This critical step is where many innovation efforts fail.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
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“ More than 50 percent of newly launched products fall short of the company’s projected expectations.
Only 1 in 100 new products covers its development costs.
Only 1 in 300 new products has a significant impact on customer purchase behavior, the product category, or the company’s growth trajectory.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
“Fortunately, the Jobs Roadmap provides a systematic way to beat the odds. Many new product failures can be avoided simply by understanding what jobs customers want to get done. ”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
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“By being a coordinator for drivers who had their own cars, Uber could substantially reduce its up-front costs by avoiding the need to pay for cars and medallions. But simply starting a price war by introducing a lower-cost model wouldn’t have been enough to steer people away from traditional taxis. ”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
“Large incumbents—even in relatively low-margin industries—usually have the resources to weather the storm, even if things are a bit uncomfortable for a while.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
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“The key to Uber’s success is that its efforts rely on Jobs-based principles. It’s almost impossible to list all of the pain points associated with traditional taxis: Long waits while trying to find an empty cab, unfriendly drivers using every trick they know to drive up the fare, and “broken” credit card readers that force you to pay with cash are just a few of the difficulties.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
“Uber’s founders saw the problems that customers were facing and set out to offer a better alternative. Starting from the ground up, they produced a solution that would solve the most important jobs and alleviate as many frustrations as possible.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
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“The app’s interface allows you to summon a car on demand and know exactly when it will arrive. The interface provides fare quotes in advance, and back-end staffers will refund fare overages when drivers take overly long routes. Every ride is charged to a credit card on file, eliminating the need to deal with cash.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
“Beyond eliminating a number of important pain points, Uber focused on emotional jobs that the taxi industry had ignored, offering a sense of certainty and control that you simply don’t have as you stand out in the cold waving at passing flashes of yellow or sit in the back of a cab endlessly watching the fare tick up on the meter. By focusing on fundamental jobs and taking a customer-centric perspective, Uber has grown to a $50 billion valuation in a little over five years.”
Excerpt From: Stephen Wunker. “Jobs to Be Done.” Apple Books.
