Customer Outcome Expectations Technique

For the job of cleaning clothes at home, Exhibit 3.2 lists a sampling of expected outcomes, desired and undesired, from both the provider s and customers perspective. See Outcome Expectations (Technique 2) for more guidance on how to identify and document desired and undesired outcomes, as well as how to determine their relative importance. 

To ensure that your innovation will provide real value to customers, it s important to understand the major outcomes that are not currently satisfied by existing solutions. Use Outcome Expectations (Technique 2) to generate a list of expectations associated with the JTBD. Then, on the Project Charter, list the key unmet expectations. Use the format direction (minimize), measurement (time needed to acquire), object of action (breakfast), and context (in the busy morning). 

You don t have to be an expert on the items you select. However, it is important to understand the customer expectations associated with each item. For more information, see Outcome Expectations (Technique 2). 

Use Paired Comparison Analysis when you need to compare either more upstream innovation ideas or more downstream design concepts. This technique is especially helpful when you don t have objective data regarding how different ideas could meet your customers outcome expectations (see Technique 2), or when you re uncertain about how different design concepts could meet customer performance and perception expectations (see Technique 30). 

Prioritizing JTBDs is a function of how important they are, how satisfied customers are with existing solutions, the general potential for developing new (or more ideal) solutions, and the specific potential of the provider for creating new solutions that better meet outcome expectations (see Technique 2). The importance-satisfaction dimensions establish priority from the customers perspective, while new-solution potential forms the basis for prioritization from the provider s perspective. 

It s important to define any outcome expectations associated with a JTBD when pursuing an innovation based on that JTBD. Understanding these expectations, and knowing how satisfied (or unsatisfied) customers are with current solutions, helps you identify unidentified market space and possibly fill that space with better solutions than what exists today. You may need light survey design and sampling help from a statistician to apply this technique, but for the most part it requires no expert assistance. 

What job, problem, or task creates the focus for your innovation effort What are its associated customer and provider outcome expectations Have you already created a project statement or job statement See Jobs To Be Done, Outcome Expectations, and Project Charter (Techniques 1, 2, and 10 respectively). 

Customers have three types of expectations—outcome, performance, and perception. Outcome expectations (see Technique 2), are specific to the/oZ the customer wants to get done. Performance and perception expectations,... 

Each subfunction should fulfill a customer need—either an outcome expectation (see Technique 2) or a performance or perception expectation (see Technique 30).). 

---