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The JTBD Growth Strategy Matrix

This article provides a new perspective on understanding innovation strategies and deciding with strategy (or strategies) a company should pursue for entering new markets as well as for growing in an existing market. Based on the Jobs-to-be-Done theory it reveals five different innovation strategies a company can pursue: a differentiated strategy, a dominant strategy, a disruptive strategy, a discrete strategy and a sustaining strategy.
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Liebherr-Transportation Systems Case Study

Learn how Liebherr-Transportation Systems, a manufacturer of heating, ventilation, and air conditioning systems for vehicles, successfully entered a new market that was dominated by two incumbent companies at the time. Although the market seemed saturated at first glance, outcome-based segmentation enabled Liebherr to identify two attractive customer segments, and to develop a solution that created enthusiasm among their B2B customers.

The case study illustrates Liebherr’s path from identifying most relevant customer segments and their needs, over developing a focused market entry and product strategy to developing a totally new solution concept.

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G. Steinwender, M. Pattera, R. Zehetner

Kundenzentrierte Ökosysteme mit der JTBD Theorie gestalten

Ökosysteme und Plattformen verändern die Regeln des Wettbewerbs und stellen die Art und Weise, wie Wert geschaffen wird, oft völlig auf den Kopf. Dort, wo Ökosysteme und Plattformen entstehen, werden bestehende Unternehmen und Branchen disruptiert, aber es eröffnen sich auch neue Opportunities zur Wertschaffung. Wie findet man nun seine Position in neu entstehenden Ökosystemen? Wie erkennt man die Bedrohung durch Plattformunternehmen aus unerwarteten Branchen? Wie kann man selbst ein Ökosystem aufbauen und gestalten? Mit Hilfe der Jobs-to-be-Done Theorie (JTBD) ist es möglich, diese Fragen zu operationalisieren und zu konkretisieren.

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Knowledge BaseTop DownloadWhite Paper
G. Steinwender, M. Pattera, R. Zehetner

JTBD Based Innovation Management System

Despite the enormous strategic relevance of innovations in terms of securing the future of the company, many innovation projects still perform surprisingly poor. Studies on innovation success factors show that a large part of the reasons, why innovation initiatives fail, are related to a lack of customer-centricity. When a company sets out to achieve innovation excellence, it is not enough to introduce new or change existing innovation processes.

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Gerald Steiner

Vice President / Digitalization Voith Paper GmbH & Co. KG

“Using the Outcome-Driven-Innovation® methodology to enhance innovation within a digital context enabled us to identify the basis for possible digital solutions. Accepting core needs in order to find either a digital or non-digital solution to get the Job-do-be-Done is the first step for a successful innovation process. With Edizon we found the right partner to identify and quantify unmet customer needs in a structured way!”

Simona Skerjanec

Life Cycle Leader / Ocrelizumab F. Hoffmann-La Roche AG

“I am a big fan of Outcome-Driven Innovation (ODI) as a methodology to help us better understand the customer needs. We’re asking them about what they truly know – their jobs. I’ve used it in different settings for various products and I was always able to uncover the important insights. These insights helped us develop more innovative solutions for our customers or position the product in the market segment with highly unsatisfied needs.”

Marco De Polo

Global Head Growth Acceleration - Insights & Open Innovation / Roche Diabetes Care

“Edizons’ Outcome-Driven Innovation approach finally allowed us to truly understand what customers are trying to achieve, independent of any solutions. Edizon opened our eyes regarding the ultimate unit of measure to identify growth opportunities and growth strategies: the jobs and outcomes customers are trying to get done that then define the opportunity landscape.”

Wolfram Nagel

Senior User Experience Designer / TeamViewer

“Visited one of Edizon’s workshops and absolutely enjoyed it. I learned a lot and got an even better idea of what ODI means and how to apply it in practice. Great discussions and insights – these were two very insightful days! Thank you for that.“

Andrea Wirth

Manager Product Planning & Market Research / Mitsubishi R&D Europe GmbH

“In more than 20 years of practice in (strategic market insights and) research targeted to product development I never came across such a valuable and constructive approach as Job-to-be-Done and Outcome-Driven Innovation. It is definitely a best practice to uncover actionable customer needs, to generate innovation and reveal business opportunities in the automotive industry.“

Mark Veldhoen

Innovation & Growth Analyst / Riwal

“Riwal wanted to understand the needs of construction site managers better when it comes to ‘enabling workers to work at height‘. We had a couple of learnings about planning, monitoring work progress and safety management. The ODI method really opened my eyes and with the information’s about our customers‘ needs we could address solutions to this needs in our digital rental platform.“

Dr. Henning Bork

Director Strategy / ASM Assembly Systems

“Job-to-be-Done methodology helps ASM to open the aperture and refocus from Equipment (Product) based thinking to customer (job) centric thinking.”

Robert Andexer

Leitung Geschäftsfeld Tür / Mayer & Co Beschläge GmbH

“ODI Studien sind nicht nur eine Momentaufnahme, sondern bieten Insights und Wissensvorsprung für lange Zeit. Jahre nach dem Projekt konnten wir aus einem Radikalkonzept von damals einen revolutionären Prototypen entwickeln, der bei der Branchen-Leitmesse sensationellen Zuspruch erhielt. So können wir nun auch noch Jahre später von der Studie profitieren, die Regeln in der Branche neu definieren und uns Innovationsvorsprung nachhaltig sichern.”

Zurich Insurance Company

Innovation Manager Customer Innovation / Zurich Insurance Company

“Wir sind mit den ODI-Ergebnissen und der gelieferten Qualität von Edizon sehr zufrieden. Die Ergebnisse haben uns geholfen, die Bereiche mit dem höchsten Innovationspotential zu priorisieren.“

Peter Höllerbauer

Kompetenzzentrum Innovation & Produktenwicklung / Linz AG

“Wir haben schon verschiedenste Marktforschungen durchgeführt, aber Outcome-Driven Innovation® hebt sich deutlich von diesen ab, was Insight und Ergebnistiefe betrifft. Darauf können wir unsere Innovationsstrategie perfekt aufbauen.”

Florian Dahm

Strategic Marketing / PERI GmbH

“Peri is strongly committed to a customer centric approach in business development. Edizon actively helps us to introduce Jobs-to-be-Done as a common needs language. The Outcome-Driven Innovation process puts Jobs-to-be-Done into action and guides our business development on a cross-functional level, from strategy to product management, marketing and sales.“

Karl-Heinz Mayer

Director of Innovation Management / Eaton Industries

“We had a product ready and suddenly ‘the market disappeared‘. To make sure this does not happen again we were looking for support and found Edizon. We already did some projects together and now we are doing internal trainings to implement ODI in our organization“

Timo Snoeren

Managing Director / Worthington Cylinders GmbH

“It’s easy to build a strategy once you have stable fundaments to build it on. Jobs-to-be-Done delivers those fundaments to build successful strategies.”

Florian Schütz

New Business Development / Borealis

“First, we applied ODI & JTBD in New Business Development and are now integrating it group wide as one part of a market-driven innovation initiative.“ 

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