So what is JTBD mode?
JTBD's full name is "Jobs? Where to? Is it? Done ",this concept was developed by Professor Clay of Harvard University. Christensen? What was gradually put forward around 2003 refers to the tasks to be completed, and the most essential thinking when we do user demand analysis is to force us to pay attention to the results, that is, what tasks users want to accomplish with this product, rather than specific functions or trivial experiences.
Apply for Theodore? Levitt's famous saying: "People don't want to buy a 1/4 inch drill, they want a 1/4 inch hole."
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The first thing we need to understand here is what is the internal core driving force of users.
We calm down and think back, whether it is driving us to make changes or buying a product, it is often because we have expectations in our hearts or are anxious about the present, so as to finally satisfy our sense of accomplishment by realizing what we want.
For example, when summer comes, girls start to apply for fitness cards and go to the gym to lose weight. As the saying goes, "If you don't lose weight in March, you will be sad in April." Girls often apply for a fitness card because they want to be thinner, so that they can be more beautiful, and then they can put on beautiful skirts and take beautiful photos.
Just like Charles, the founder of the internationally renowned makeup brand Revlon? Revson said a word, which perfectly explained JTBD (Jobs? Where to? Is it? Done) concept:
What we make in the factory is cosmetics; What we sell in the cosmetics store is hope.
For another example, social animals like me who have graduated for many years will be tempted by the spread of online courses, such as "you should learn leadership" and "learn to speak in three minutes" ... and then they often spend money on impulse, chop up orders, and code words are as hard as they are now, not only because of the midlife crisis, but also because of anxiety &; Bald? @ #￥& amp； #……
Okay, take it!
When we recall that we often make changes because of our inner expectation or anxiety, we usually buy products to achieve this goal. Therefore, when we product people develop products, what we need to think about is what kind of purpose users want to achieve and what kind of tasks they want to accomplish through these products.
The next thing to think about is how to help him complete the task and achieve his goal. In this process, what kind of functions should this product involve, that is, the way to solve the problem.
Then, with a solution, we must have the efficiency of the solution and the experience in the process, and this is where we can usually make cool or itchy points. ?
Take 100 years as an example. "If I ask customers what they want, they will tell me' a faster horse'." ? Then if Ford tries to solve the problem according to the "faster horse" that users want, it is likely to become a story of a herder.
Therefore, behind Ford is precisely the insight into the needs of users. In fact, it is not that he wants a faster horse, but that he wants to get from A to B faster.
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Therefore, if users buy products to complete a task, then we need to have a deep understanding of the word "task".
We need to know clearly what tasks users want to accomplish. What kind of purpose is achieved?
Maslow's hierarchy of needs can be combined here.
When users choose products that meet their own needs, they usually involve one or more of physiological needs, safety needs, social needs, respect needs and self-needs. Moreover, the needs to be met and the tasks to be completed are similar to some extent.
Therefore, the tasks to be completed are usually divided into functional tasks and emotional tasks, and emotional tasks can be divided into internal satisfaction of personal emotions and external social emotions:
Functional task: I hope to accomplish a specific job or functional goal.
Personal emotional work: how to feel or what kind of feelings you want to satisfy yourself.
Social emotional work: what kind of feelings do you want to give others?
It is worth noting that in the same product, not only one type of task can be completed, but one or even all of them can be completed.
In the previous article, I mentioned whether Tesla is a good product or a bad product. It is mentioned that good and bad are not the standard concepts for evaluating a product, because there is no way to summarize "good" or "bad" for different user types or even under different circumstances.
But you can give an example of a scene: Suppose A is a die-hard fan and likes the products of Musk and Tesla very much, then when he is happy to drive the Model? s？ When going out, at the crossroads, when the red light turned green, he stepped on the accelerator deeply, and the car roared out, and the driver in the road looked at himself enviously.
In this scenario, driving out may be to solve the functional purpose of going from place A to place B, and when you step on the accelerator deeply, you will not only satisfy your own "cool" experience, but also satisfy the social emotion that others admire (here will involve a new technology stage model that spans the gap, that is, users at different stages hold different attitudes, and then introduce it specifically).
And this is like Kathy, the author of User Thinking+? Sierra's point of view: users don't care how great the product itself is, but how great it is when using it.
Therefore, a good product enables users to achieve self-achievement. Just like the most fundamental emotional desire of people who drive Tesla, it is not to tell everyone how great Tesla is, but to satisfy their inner pride through word of mouth. Tesla is very powerful. And this pride is nothing more than: "I am so good, driving a Tesla that everyone thinks is excellent."
So, is Tesla a good product? At least in this scenario, it is a good product, satisfying the user's great feeling of owning a Tesla.
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Kathy. Sierra has another sentence: "Please upgrade your customers, not your products. Don't build a better camera, please build a better photographer. "
Therefore, when we use a product to help a user complete a task, we hope that he can solve his current anxiety or achieve his expectations through this task, so as to achieve self-achievement.
That's why the advertisements of brands like Apple and Nike don't say how good their products are, but describe a scene for you when you use their products.
Speaking of which, do you think of Coca-Cola advertisements? After you opened the bottle and drank it, you shook your sweaty hair and couldn't help but "ha ~", which even sounded cold.
Then we need to reflect on whether the products we create can help users meet their own self-realization or just meet a functional requirement.
"People don't want to be great because they are good at using a product. What they want is the sense of accomplishment brought by using a product. "
Looking back now, why can't GM successfully subvert EV 1 electric vehicles like Tesla in the early years? Apple's mobile phone only became popular after Apple 3 and 4, and the earliest iPhone used Saipan system. Why didn't HTC become a product that subverts traditional mobile phone brands like Nokia? And the early Android system was always spit out by everyone, not as good as Apple's iOS system?
However, these two cases support this argument from different dimensions.
For example, even then, 1996 John? McCormick once spoke highly of its test drive EV 1. "When stepping lightly, EV 1 moves slowly, and only a muffled sound can be heard from under the hood. When pedaling violently, EV 1 will react instantly. At this moment, you will fully believe that GM claims that the 100-meter acceleration will not exceed 9 seconds. Even if the car is driven to the highest speed, the wind noise is basically not felt. That's all.
But it is still because it can't meet the functional requirements as a car, or it is close to the most basic transportation needs of fuel vehicles, just like Top? Gear's evaluation of it is poor, even full of ridicule.
On the other hand, on the basis of satisfying the basic telephone as a communication tool, Apple can satisfy users' sense of accomplishment when using such products through extreme experience, simple design and more technological functions, and show their own taste, economic strength and the label image of technology enthusiasts, thus replacing Nokia's traditional mobile phone dominance. This is why so many enthusiasts are willing to cut their kidneys to buy apples. The virtual images they created satisfied their vanity and sense of accomplishment and bathed in the eyes of others.
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But it is worth noting that since we have realized that users use a product to complete a task, we should know that there is not only one way to complete the task. Users don't care what solution you provide, they only care whether they can complete tasks with it, whether they can complete more tasks with it, and complete tasks with faster speed, better quality and lower cost.
So this is an opportunity for innovation, and we can provide users with better products.
However, when we try to create such products to win users with these needs, we should pay attention to that at this time, in the minds of users, the value of your products is not only what tasks you can help them achieve, but also the conversion cost of users.
Here is a formula of product value:
Product value = (new experience-old experience)-? processing costs
How to understand this formula?
For example, why do many people disapprove of cars at this stage, preferring to put a mobile phone bracket on the car and insist on CarPlay?
The main reason is that the car experience at that time was not good, such as stuck, slow response, black screen, and user-friendly interface interaction. Compared with the previous mobile phone, it doesn't necessarily experience value-added, but it makes people feel bigger. In addition, this "conversion cost" is not limited to "price", users also care about whether new things are easy to learn and whether they need high learning costs; Is it convenient to operate, expensive to use and so on.
So in this case, users can't find any reason not to use mobile phones or CarPlay, but to use the big screen of the car.
This is why the UI/UX design of Tesla, Weilai, Tucki and other products all adopted the UI/UX of Apple's mobile phone to a certain extent, because users have long been accustomed to Apple's design style and operation logic, which makes the conversion cost of users' experience very low, and they can get started quickly without deliberate learning.
Write it at the end
The automobile industry used to be an incremental market, and many products were developed. What kind of products were developed, someone would always pay the bill. After all, demand exceeds supply.
However, when the market turns to stock competition, users have many choices. How to get into the minds of consumers and attract them to buy, which requires us to think in a more professional way and from the perspective of consumers, what kind of products can meet their needs and help them better complete their tasks.
JTBD has always been a highly recommended user demand insight analysis model, which is similar to the "first principle" to some extent. Help our product people think fundamentally, instead of blindly benchmarking and then developing their own products.
At the same time, it can also explain to a certain extent that the subversive innovation achieved by Tesla did not start from thinking about how to make those early adopters willing to buy through a more efficient and better experience. Even many car owners are reluctant to drive back to the tanker after experiencing Tesla.
Figure | Network and related screenshots
About the author: Shi, who has been engaged in product planning for many years, currently works in the product management department of a joint venture car company.
This article comes from car home, the author of the car manufacturer, and does not represent car home's position.