Who or what is my competition? Which product categories am I competing against? Could my own customer even be a potential competitor for the “job” at hand? Defining our “competitors” too narrowly does not provide a true reflection of the competitive landscape, nor does it help to explain why customers switch from one solution to another. So, how do we define our competitors accurately?
No matter how much effort we put into segmenting or describing the persona – nothing really tells us why customers choose certain products. That’s where Jobs to Be Done can help.
When developing new products and services, situations can arise in which the team feels insecure: In which direction should we develop? Shall we take route A or route B? How much potential lies in each different idea? What does the market really need? This uncertainty about the development path in one of our product teams has led to a design sprint.
At //SEIBERT/MEDIA, we’ve been developing and creating software for years. During this time, we’ve discovered some basic elements that are vital to building products that gain wider marketplace acceptance and are, ideally, exciting.
When I hear about dissatisfied customers or projects that failed, it’s usually because we’ve neglected to consider at least one of the following “three pillars of successful product innovation.” I now regard them as essential to our success as a product provider.