Additional information
by Clayton M. Christensen (Author), Taddy Hall (Author), Karen Dillon (Author)
The foremost authority on innovation and growth presents a path-breaking book every company needs for sustainable business growth, transforming innovation from a game of chance to one in which they develop products and services customers not only want to buy, but are willing to pay premium prices for.
How do companies know how to grow? How can they create products that they are sure customers want to buy? Can predictable innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.
After years of research, Christensen has come to one critical conclusion about customer behavior: our long held maxim--that understanding the customer is the crux of innovation--is wrong. Customers don't buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, he argues. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world's most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes--it's about predicting new ones.
Christensen contends that by understanding what causes customers to "hire" a product or service, any business can improve its product development and innovation track record, creating products that customers not only want to hire, but that they'll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts.
This book carefully lays down Christensen's provocative framework, a revolutionary approach to business strategy that provides a comprehensive explanation of the theory and why it is predictive, how to use it in the real world--and, most importantly, how not to squander the insights it provides.
This book provides a clear, actionable framework for leaders, managers, and entrepreneurs ready to compete against luck.
- Jobs to Be Done Theory: Learn the groundbreaking framework that shifts the focus from customer demographics to the core "job" they hire a product or service to do--the true driver of their purchasing decisions.
- Innovation Success: Move beyond correlation and guesswork by understanding the causal mechanism behind why customers make the choices they do, turning innovation into a reliable engine for growth.
- A New Marketing Strategy: See why companies like Amazon, Intuit, and Uber thrive by focusing not on what customers say they want, but on the progress they are trying to make.
- Actionable Framework: Discover a comprehensive and predictive theory that provides clear guidance on how to create products customers will not only buy, but also pay premium prices for.
Front Jacket
How do leaders know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of chance? The foremost authority on innovation and growth, Harvard Business School professor Clayton Christensen and his coauthors Taddy Hall, Karen Dillon, and David S. Duncan have the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruption--a way to predict how competitors will respond to different types of innovation. In this book he examines the other side of the puzzle: what causes growth, and how to create it.
After years of research, Christensen, Hall, Dillon, and Duncan have come to one critical conclusion: our long-held maxim--that the crux of innovation is knowing more and more about the customer--is wrong. Customers don't simply buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, the authors argue. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world's most respected companies and fast-growing startups, including Amazon, Intuit, Uber, and Airbnb to name just a few. But this book is not about celebrating these successes--it's about predicting new ones. Christensen and his coauthors contend that by understanding what causes customers to "hire" a product or service, any manager can improve their innovation track record, creating products that customers not only want to hire, but that they'll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit-or-miss efforts.
This book carefully lays down the authors' provocative framework, providing a comprehensive explanation of the theory, why it's predictive, and, most important, how to use it to improve innovation in the real world.
--Sal Khan, Founder & CEO, Khan AcademyBack Jacket
How do leaders know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of chance? The foremost authority on innovation and growth, Harvard Business School professor Clayton Christensen and his coauthors Taddy Hall, Karen Dillon, and David S. Duncan have the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruption--a way to predict how competitors will respond to different types of innovation. In this book he examines the other side of the puzzle: what causes growth, and how to create it.
After years of research, Christensen, Hall, Dillon, and Duncan have come to one critical conclusion: our long-held maxim--that the crux of innovation is knowing more and more about the customer--is wrong. Customers don't simply buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, the authors argue. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world's most respected companies and fast-growing startups, including Amazon, Intuit, Uber, and Airbnb to name just a few. But this book is not about celebrating these successes--it's about predicting new ones. Christensen and his coauthors contend that by understanding what causes customers to "hire" a product or service, any manager can improve their innovation track record, creating products that customers not only want to hire, but that they'll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit-or-miss efforts.
This book carefully lays down the authors' provocative framework, providing a comprehensive explanation of the theory, why it's predictive, and, most important, how to use it to improve innovation in the real world.
