When Coffee and Kale Compete: Become great at making products people will buy

I might be attracted to the idea of owning an electric car from Tesla, but I won’t buy one unless I need a car. I have no push. Likewise, unless an electric car comes along that is attractive to me—it generates pull—I will accept that owning a car with an internal combustion engine is “just the way things are.”

There is no demand—and therefore no JTBD—unless push and pull work together. A powerful step in understanding customer motivation is to study and appreciate the interdependencies between push and pull. They need each other. I might be attracted to the idea of owning an electric car from Tesla, but I won’t buy one unless I need a car. I have no push

The desire every customer has to improve themselves and their life-situations. How customers imagine their lives being better when they have the right solution.

A Job is the progress that an individual is trying to make in a particular circumstance.

Reduce anxiety-in-choice with trials, refunds, and discounts. “Buy one, get one free!” “Lifetime guarantee!” “Free shipping!” “Thirty-day refund!” These are probably the most obvious and widely practiced techniques of managing cost/value expectation. We’re all familiar with them and have heard enough about discounts in Anthony’s case study on theat

Customer Jobs doesn’t tell me what kind of innovation I should make or how to build it. Instead, its restricts itself to (1) what customers are struggling with, (2) how they imagine their life being better when they have the right solution, and (3) what they do and don’t value in a solution.

Harvard professor Theodore Levitt once pointed out, “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!” Levitt’s example of the drill implying that the goal is really a hole is only partially correct, however. When people go to a store to buy a drill, that is not their real goal. But why would anyone want a quarter-inch

Very often, innovators think they are studying customers’ needs – when in fact they are studying what customers don’t like about the products they use today, or what customers currently expect from a product.

Design your product to deliver customers an ongoing feeling of progress.

I struggled with innovation for many years. I finally made progress when I focused on two things: The desire every customer has to improve themselves and their life-situations. How customers imagine their lives being better when they have the right solution.