声音简介
The job-to-be-done theory began to coalesce in a project that I worked on with some friends for one of the big fast-food restaurants. The company was trying to ramp up the sales of their milkshakes.The company had spent months studying the issue. They had brought customers in who fit the profile of the quintessential milkshake consumer and peppered them with questions: “Can you tell us how we can improve our milk- shake so you'd buy more of them? Do you want it chocolatier?Cheaper? Chunkier?”The company would take all this feed back, then go off and improve the milkshake on those dimensions.They worked and worked on making the milkshake better as a result—but these improvements had no impact on sales or profits whatsoever.The company was stumped.
My colleague Bob Moesta then offered to bring a completely different perspective to the milkshake problem:“ wonder what job arises in people's lives that causes them to come to this restaurant to ‘hire' a milkshake?”
That was an interesting way to think about the problem.So they stood in a restaurant hours on end,taking very careful data: What time did people buy these milkshakes? What were they wearing? Were they alone? Did they buy other food with it? Did they eat it in the restaurant or drive off with it?
Surprisingly, it turned out that nearly half of the milkshakes were sold in the early morning. The people who bought those morning milkshakes were almost always alone; it was the only thing they bought;and almost all of them got in a car and drove off with it./
更便宜?巧克力?更短圆?
待办工作理论从一个项目开始的,这个项目是我和一些朋友为一家大型快餐店做的。此时公司正试图增加奶昔的销量。公司花了几个月的时间研究这个问题。他们请来了符合典型奶昔消费者特征的顾客,并问了他们许多问题:“你能告诉我们如何改进我们的奶昔,让你买更多吗?你想要巧克力口味的,更便宜的还是杯子更短圆的?”公司考虑这些反馈,并且在这些方面进行了改进。他们努力的工作,努力使奶昔变得更好——但这些改进对销售或利润没有任何影响,公司被难倒了。
我的同事鲍勃·莫斯塔(Bob Moesta)接着用完全不同的视角来看待奶昔问题:“人们生活中到底出现了什么问题,才导致他们来餐厅‘雇佣’奶昔?”
那是思考这个问题的一种有趣的方式。于是他们连续几个小时站在一家餐馆里,非常仔细地记下数据:人们什么时候买的这些奶昔?他们穿着什么衣服?他们是一个人吗?他们同时买了其他食物吗?他们是在餐馆吃的还是开车带走的?
令人惊讶的是,竟然有将近一半的奶昔是在凌晨售出的。买那些早间奶昔的人几乎总是独自一人;他们只买奶昔;几乎所有的人都直接上车,然后开车走的。
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