The better you understand the job(s) of your customers the easier it is to design new products, services and even business models. 'When I am in a rush, starving, on the go and need something I can eat while driving my car.'įast-food restaurant with drive-through and packing that can be handled with one hand 'When I am in a rush, starving and on the go.' The following picture may illustrate how different levels of details in a 'job' statement lead to to different solutions or offerings: Add as many details as possible to the context of your customers’ situation to design offerings that really help them getting their job(s) done. Keep in mind that different job(s) need different solutions.

A good 'job(s) to get done' statement is usually structured as follows:

If marketers understand each of these dimensions, then they can design a product that's precisely targeted to the job. In other words, the job, not the customer, is the fundamental unit of analysis for a marketer, who hopes to develop products that customers will buy.Ĭlay Christensen provides a wonderful explanation of a 'job to get done' in this little video. With few exceptions, every job people need or want to do has a social, a functional, and an emotional dimension. Clay Christensen, a professor at Harvard Business School, who coined the term the first time described it like this: The term 'job(s) to get done' is the fundamental unit of analysis for customer-centered innovation management to build products, services or even business models that fit to the world of customers. It consists of a ' job(s) to get done' statement for a primary target group, 'Core value' of the offerings and the 'unfair advantage' of the organisation incl. It is the essence of your business model. Business DNAĪ very important aspect of every business model is the so called 'Business DNA'. For additional inspiration, we sometimes refer to so called business model patterns that highlight certain business model principles that might help a team to spice up their models. After the selection of one of these options, we extend ideas to a complete business model. Use simple 'Idea Cards' with these elements. Here we focus on the elements from the list above that are written in bold. However, we usually don't start this way but use a reduced version of that template to create a variety of options that can be discussed, compared and evaluated in a team. We use the Business Model template to quickly visualise such models in a Business Design project.

Business modelling tools