Alan Klement

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

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    Леночкаhas quoted6 months ago
    Push. People won’t change when they are happy with the way things are. Why would they? People change only when circumstances push them to be unhappy with the way things are. These pushes can be external or internal.
    Леночкаhas quoted6 months ago
    New Jobs arise as customers make progress.
    Леночкаhas quoted6 months ago
    a mediocre product that customers know about, can buy, and can use will beat out a perfect product that customers don’t know about, can’t buy, or can’t use.
    Леночкаhas quoted6 months ago
    He began interviewing his customers to learn more about their struggle: “I started asking my customers questions in a very deliberate way. I talked to people about why they joined.” Justin asked customers questions such as the following:
    How did you first hear about PPC?
    When did you first think about getting involved with PPC?
    Did you do any research before joining?
    What was going on in your life when you signed up?
    Леночкаhas quoted6 months ago
    People don’t buy products just to have or use them; they buy products to help make their lives better (i.e., make progress). When they have the right product for their problem, they are able to do things they couldn’t before. The idea of this better life is what pulls them to act.
    Леночкаhas quoted6 months ago
    Pull. If a push is the engine that powers customer motivation, the pull is the steering wheel that directs motivation. Customers experience two kinds of pulls: (1) an idea of a better life and (2) a preference for a particular product.
    Леночкаhas quoted6 months ago
    We may think we’re measuring a need, but we’re really just measuring what a customer does or doesn’t like about a particular solution. We must keep in mind that a “need” represents an interaction between the customer, their desire for progress, and whatever product they’ve hired for their JTBD. If one of those parts changes, then customers’ needs will change along with it.
    Леночкаhas quoted6 months ago
    I think the biggest thing that Jobs [JTBD] encourages people to do, which I’m a big fan of, is to stop spying on customers and start talking with customers. I feel that way especially with software because we have the analytics and the geeks who are building the software; they’re all about tracking and logging and all these data…I always give the analogy of being a retail shop owner and hiding in the back room and trying to learn from your customers by watching the closed-circuit television.
    You could watch [customers] come in, walk around your store, pick up things, put them down, try things on…or you could just walk out and ask them, “Hey, what brought you in here today? What are you looking for? What other places did you try in the past?” Talking to customers about their motivations is where you’re going to learn the most.
    Леночкаhas quoted6 months ago
    To help guide him through these interviews, Dan kept asking himself a few simple but powerful questions:
    What do customers see as competition to Clarity?
    What would they spend their money on if they didn’t spend it on Clarity?
    Have customers set aside a budget for using Clarity or some other solution?
    He then asked customers questions such as the following:
    What other solutions did you try before deciding on Clarity?
    What did, and didn’t you like about other solutions you had tried?
    If you could no longer use Clarity, what would you use instead?
    These questions helped Dan learn what his customers considered as competition to Clarity. He learned that before ending up with Clarity, customers had tried solutions such as joining entrepreneur groups, hiring individual advisers (who take equity), using LinkedIn, and attending conferences. “Understanding how people thought about our product and its competition helped us position it to be different,” Dan said. “A lot of people had tried LinkedIn before coming to Clarity. Whereas LinkedIn connects people, it doesn’t let them call in real time. It was also interesting to hear that customers considered Clarity as an alternative to attending a conference.”
    How do you learn what pushes customers to make a change? Dan began to learn two important observations as he talked with customers about the solutions they had used: what his customers did and didn’t value in a solution, and what was pushing them to make a change. He found these data by comparing and contrasting all the solutions they had used and asking himself, “What do these solutions have (or what do they not have) in common?” Dan realized that the solutions “use LinkedIn,” “hire an adviser,” and “attend a conference” had an important aspect in common: entrepreneurs were trying to make a connection with a specific person.
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