Autres vendeurs sur Amazon
+ 0,01 € (livraison)
+ 0,01 € (livraison)
What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services (Anglais) Relié – 1 septembre 2005
|Neuf à partir de||Occasion à partir de|
- Jusqu'au 31 décembre, la livraison est GRATUITE sans minimum d'achats (0,01€ pour les livres, articles Panier Plus exclus). Les membres Amazon Prime bénéficient de livraisons gratuites illimitées toute l'année.
- Choisissez parmi 20 000 points retrait en France et en Belgique, incluant points relais et consignes automatiques Amazon Lockers
- Trouvez votre point retrait et ajoutez-le à votre carnet d’adresses
- Sélectionnez cette adresse lors de votre commande
Les clients ayant acheté cet article ont également acheté
Description du produit
Quatrième de couverture
From the Back Cover
"Ulwick's outcome-driven programs bring discipline and predictability to the often random process of innovation."
--Clayton Christensen, author of The Innovator's Solution
"We are institutionalizing across the entire company desired outcomes as the essential form of customer input we collect in research, and we've seen the powerful results it's had in our product development, marketing, and sales groups."
--Jeff Baker, Senior Market Research Manager, Corporate Market Research, Microsoft
"Outcome-driven thinking made it possible for us to hit a home run in the mature and competitive circular saw market. The Bosch CS20 is a breakthrough innovation and a hit with both users and our channel partners."
--Jason Schickerling, Product Manager, Bosch CS20
"Being outcome-driven enabled us to grow our market share in the angioplasty balloon market from less than 1 percent to over 20 percent and to create the stent, which became a billion-dollar business in less than two years."
--Rick Faleschini, Vice President of Marketing, Johnson & Johnson
"This approach enabled us to devise breakthrough Web-based service solutions and to make valued operational process changes. Knowing where to focus our creativity made all the difference in the world."
--Paul Zarookian, Executive Vice President, Financing Division, A. I. Imperial
"This methodology was used to create the PRO7150 and the TalkAbout--two of our best-selling radio products to date. It was also used to build a valuable patent portfolio in the fuel cell market without making a large investment in technology."
--Dr. Robert Pennisi, Director, Advanced Product Technology Center, Motorola
Biographie de l'auteur
Anthony Ulwick is the CEO of Strategyn, a pioneer and world leader in outcome-driven innovation. Since 1991 he has served as a consultant to Johnson & Johnson, Microsoft, Hewlett-Packard, AIG, Chiquita Brands, and dozens of other leading corporations. Mr. Ulwick's innovation practices were recognized by the editors of the Harvard Business Review as some of the best business ideas of 2002.
Détails sur le produit
Si vous vendez ce produit, souhaitez-vous suggérer des mises à jour par l'intermédiaire du support vendeur ?
|5 étoiles 69% (69%)||69%|
|4 étoiles 16% (16%)||16%|
|3 étoiles 5% (5%)||5%|
|2 étoiles 5% (5%)||5%|
|1 étoile 4% (4%)||4%|
Meilleurs commentaires internationaux
As a very analytical evidence-based Product Manager in a company who's innovation strategy has to this point be chaotic and mostly based on gut-feel, it gives a concise, logical, almost irrefutable technique that covers almost every aspect of the strategic portion of my job.
Converting an entire organisation to Outcome Driven Innovation is no-doubt a daunting task, but taking the advice given in the epilogue of starting with a small internally-facing project I have no doubt that the benefits can be extolled.
The book itself is wonderfully structured, breaking the theory down into 8 elements with easy-to-understand examples and a short re-cap at the end of each chapter. A must read for anyone involved with or interested in Product Strategy.
Mit Hilfe diese Buches ändern sich ihre Kundengespräche nachhaltig. Sehr empfehlenswert.
In What Customers Want, author Anthony Ulwick crisply captures this idea, expressing it as the capability to “Get a job done better” and “Get more jobs done”. As he writes: “the process of innovation is the set of steps that people and companies take to create products and services that customers value”. He then explains that his approach, named Outcome-Driven Innovation, begins by understanding the customer’s jobs to be done. Some jobs are traditional (think building a staircase) and other jobs are emotional (think creating a reputation as a master carpenter). Anytime we can help someone, or some group, accomplish its jobs faster, more conveniently, less expensively, we are creating customer value.
In his studies, Ulwick found that what we tend to consider a single job is actually around 100 to 150 slightly different jobs and all of them create the opportunity to create customer value. Because of the large number of choices, Ulwick describes his methodology (outcome-driven segmentation) to set priorities and focus on a few of the potential jobs that have the greatest likelihood of success for the seller.
Throughout this book, Ulwick includes both how-to guides and case studies describing the results of following his methodology. This makes for an easy read of what could have been a very boring subject.
This book not only defines customer value but, unlike other articles and books I have read, shows how to identify and prioritize value creation opportunities. Once this is done we can then articulate the value created in financial terms and show the difference between cost and benefits.
Mr. Ulwick does an excellent job explaining the jobs-to-be-done framework and how it truly uncovers the jobs people want a product or service to do for them and their underserved needs. Along with explaining the framework, reasoning behind it, and research methods to employ with it, he also explains how to model your strategy and marketing based off of it. The framework is clearly reasonable, repeatable, and proven. Everyone involved in product or service design needs to understand the jobs-to-be-done framework. Simply put, it's immensely useful and will lead to increased success.
Beyond the utility of the framework, this book is very readable. Mr. Ulwick writes in a very accessible manner and he does so in such a way that you really get the key points he wants to make. He introduces high-level points, unpacks them for you in detail, then summarizes everything at the end. This method ensures that you don't miss anything meaningful. It drives it all home.
If you can't tell, I highly recommend this book!
Buyers have a job that needs doing .
They have multiple metrics they use to see if the job is done to their satisfaction.
Ulwick maintains, and I agree , that the bulk of the innovation failures and monstrous dissipation of capital in the pursuit of it , is due to not really knowing what job the customer needs to do and how they will measure success. (And then not delivering a solution) . Through the many examples given, Ulwick lays out how the market research and strategy work should done, how to choose between alternatives and the degree this will impact different industries. His clear examples run from very mature industries through to the most cutting edge ones. I agree with his supposition as in our practice we all to often are called into clients to help , and find that the troubles come from them just do not knowing enough about their customers. Too often both sales and marketing are looking at the wrong things to help the company. He repeats the key role that ongoing market research needs to play.
this is the truth. and Tony has perfectly outlined how bringing innovation to market involves understanding Customer's ultimate goal.
his definition of "job-to-be-done" perfects what the best copywrighters and marketeers have Always preached and used as a compass for the route to market.
Customer wants to achieve Goals ... or solve a problem contingent to that goal.
Innovation respond to his need of help.
To be read in cojunction with Clayton Christensen Innovators DNA and innovator Solution, and some of the best copywrighter books as Bob Bly's Copywrighter handbook or Truoth "positioning" and "differentiate or die".
Let me try to explain how Ulwick frames his thinking. Generally speaking, innovation is the process of finding solutions that address the customer's unmet needs. Most companies agree that they should first uncover and prioritize the customer's unmet needs and then devise solutions that address them - but, as Ulwick explains very well, although companies think they understand this concept, they continue to get it so very wrong - to the point where their customer-driven, "voice of the customer" led efforts are causing the failures they are trying to avoid!
This book makes it clear that because companies are focused on customers and products (and not the job the customer is trying to get done), they are simply getting the wrong inputs into innovation, and incredibly, they don't know it. In my experience, this is exactly right. Ulwick contends that to truly succeed at innovation companies must understand just what a customer "need" is. Ulwick's notion that different innovation strategies require different customer inputs (needs) was an epiphany for me.
In his books and articles on innovation, Clayton Christensen mentions the jobs-to-be-done theory, but Ulwick turns this theory into a science by making the job the customer is trying to get done - not the customer or competition - the focal point of innovation. Ulwick provides ample evidence that the customers desired outcomes are the building blocks of innovation - the customers' measures of value - but they are rarely the company's focus of capture when using traditional "voice of the customer" techniques. In fact, Ulwick suggests that companies should "silence the literal voice of the customer", an argument that I now understand and agree with. His argument that there is no such thing as a latent, unarticulated need is also quite compelling.
Rarely does a book offer such new insight and theory along with practical ideas for execution and implementation. I have since read other articles on their web site (strategyn.com) and have become a fan. This sounds like the future of innovation to me.