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.
Ecosystems and platforms are changing the rules of competition and often completely upending the way value is created. Wherever ecosystems and platforms are created, existing companies and industries are disrupted, but new opportunities for value creation also open up. How do you find your position in emerging ecosystems? How do you recognize the threat of platform companies from unexpected industries? How can you build and design an ecosystem yourself? With the help of the Jobs-to-be-Done theory (JTBD), it is possible to operationalize and concretize these questions.
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.
“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.”
“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.”
“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.”
“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.”
“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.”
“We are very satisfied with the ODI results and the quality delivered by Edizon. The results have helped us to prioritize the areas with the highest innovation potential.
“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.”
“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”
“Job-to-be-Done methodology helps ASM to open the aperture and refocus from Equipment (Product) based thinking to customer (job) centric thinking.”
“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.”
“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.”
“Outcome-Driven Innovation® offered a whole new perspective on market definition, strategy building and innovation. An exact understanding of the actual customer needs on the basis of the ‘job’ of the customer is the heart of the procedure and the starting point for all decisions in the innovation process. That convinced us.”
“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!”
“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.”