1) The document discusses how to influence customer acquisition and retention by understanding the four forces that drive or stop customer progress: the pull of new solutions, the push of present solutions, anxiety around new solutions, and habit of present solutions.
2) It explains that customers switch to new solutions when the pull and push outweigh the anxiety and habit, and provides examples of product initiatives like pain relievers, gain creators, catalysers, and placebos to influence these forces.
3) The key takeaway is that grounding product initiatives in an understanding of the four forces helps link them to acquisition and churn, improving ROI.
1. #jtbd @madeinlafrance @mcsaatchi @brainmates
INFLUENCING PRODUCT
ACQUISITION & RETENTION
WITH THE 4 FORCES OF
CUSTOMER PROGRESS
SYDNEY JOBS-TO-BE-DONE MEETUP
CHRISTIAN LAFRANCE
4. #jtbd @madeinlafrance @mcsaatchi @brainmates adapted from UserOnboard.com
+ =
Potential
customer
Your
product
Awesome person
who can do rad shit
PEOPLE ‘HIRE’ YOUR PRODUCT TO GET A ‘JOB’ DONE
This isThis isn’t what you sell
5. #jtbd @madeinlafrance @mcsaatchi @brainmates
Stimulate my mind during a
boring commute
http://i.telegraph.co.uk/multimedia/archive/02474/stereoCUT_2474932b.j
pg
Get in the mood for work
Get up-to-date
Feel connected to my community
Impart good musical taste to my kids
Radio is hired to…
6. #jtbd @madeinlafrance @mcsaatchi @brainmates
“
#jtbd @madeinlafrance @mcsaatchi @brainmates
The switch: the moment where there is
an explicit choice to a new solution.
Bob Moesta & Chris Spiek, The Re-Wired Group
7. #jtbd @madeinlafrance @mcsaatchi @brainmates
PEOPLE SWITCH TO GET A ‘JOB’ DONE BETTER
adapted from UserOnboard.com
- =
Old
product
Awesome person
who can do rad shit
+
New
product
Awesome person who can do
rad shit even better
8. #jtbd @madeinlafrance @mcsaatchi @brainmates
TAKEAWAYS
– Making progress implies switching
> Evidences customer needs & goals
– The switch highlights the criteria important to
customers & crystalises tradeoffs
> Avoids feature bloat & helps prioritisation
– Is what people have done, not aspirations
> Is reliable data
10. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
THE 4 FORCES THAT DRIVE OR STOP PROGRESS
Uncertainty
surrounding
new solution
Outcomes of
new solution
Problem with
existing situation
Tug of historical
allegiances
11. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
CUSTOMERS SWITCH WHEN THE BALANCE TIPS
PUSH + PULL > ANXIETY + HABIT
New
behaviour
13. #jtbd @madeinlafrance @mcsaatchi @brainmates
A: PUSH of the present B: PULL of the new solution
C: HABIT of the present D: ANXIETY of the new solution
@madeinlafrance @mcsaatchi #jtbd#jtbd @madeinlafrance @mcsaatchi
“I installed this podcast app to listen to
mentally stimulating content during my
commute”
B: PULL of the new solution
14. #jtbd @madeinlafrance @mcsaatchi @brainmates
A: PUSH of the present B: PULL of the new solution
C: HABIT of the present D: ANXIETY of the new solution
@madeinlafrance @mcsaatchi #jtbd#jtbd @madeinlafrance @mcsaatchi
“When uni started again,
I got bored with my music during the
45min bus ride”
A: PUSH of the present
15. #jtbd @madeinlafrance @mcsaatchi @brainmates
A: PUSH of the present B: PULL of the new solution
C: HABIT of the present D: ANXIETY of the new solution
@madeinlafrance @mcsaatchi #jtbd#jtbd @madeinlafrance @mcsaatchi
“I read the negative reviews to check if
the problems they mentioned could
apply to me”
D: ANXIETY of the new solution
16. #jtbd @madeinlafrance @mcsaatchi @brainmates
A: PUSH of the present B: PULL of the new solution
C: HABIT of the present D: ANXIETY of the new solution
@madeinlafrance @mcsaatchi #jtbd#jtbd @madeinlafrance @mcsaatchi
“I have my favourite Radio National
programs...”
C: HABIT of the present
17. #jtbd @madeinlafrance @mcsaatchi @brainmates
A: PUSH of the present B: PULL of the new solution
C: HABIT of the present D: ANXIETY of the new solution
@madeinlafrance @mcsaatchi #jtbd#jtbd @madeinlafrance @mcsaatchi
“I emailed some questions to my bank
manager about a home loan.
He took 2 days to respond with vague
information”
A: PUSH of the present
18. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
FOCUS PRODUCT INITIATIVES BASED ON THE 4
FORCES
19. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
MAXIMISE ACQUISITION
GAIN CREATORS
PLACEBOS CATALYSTS
PAIN RELIEVERS
YOUR
CUSTOMER
NOT YOUR
CUSTOMER
20. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
MINIMISE CHURN
PAIN RELIEVERS
ADDICTIONS
GAIN CREATORS
New
behaviour
ANXIETY
of the new solution
YOUR
CUSTOMER
NOT YOUR
CUSTOMER
21. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
PAIN RELIEVERS
Address the issues that trigger customers to start
looking passively or actively
22. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
GAIN CREATORS
Deliver the product/service in a way which is more
aligned to customer’s Job-To-Be-Done
23. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
Catalysers
Alleviate uncertainty regarding the new solution
24. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
Placebos
Onboard customers and minimise effort to sever ties with
competitors
25. #jtbd @madeinlafrance @mcsaatchi @brainmates
PULL
of the new solution
PUSH
of the present
ANXIETY
of the new solution
HABIT
of the present
Business
as usual
New
behaviour
adapted from The Re-Wired Group
Addictions
Embed product in people’s life, deliver increased value
with history & relationships
26. #jtbd @madeinlafrance @mcsaatchi @brainmates
TAKEAWAYS
– Best ROI is achieved by grounding product
initiatives on the 4 forces
> Switchers help you to get to priority initiatives quickly
– The 4 forces help you to link initiatives to
acquisition and churn
> Easier to demonstrate ROI
27. #jtbd @madeinlafrance @mcsaatchi @brainmates
“
#jtbd @madeinlafrance @mcsaatchi @brainmates
We only talk to people who have bought
[switchers] because embedded in their
choice set is the value code of what
they’re willing to switch from and to, so
we don’t over-engineer the product.
Bob Moesta, The Rewired Group, aka ‘Milkshake Man’
28. #jtbd @madeinlafrance @mcsaatchi @brainmates
REVERSE ENGINEER HOW CUSTOMERS MAKE PROGRESS
- =
Old
product
Awesome person
who can do rad shit
+
New
product
Awesome person who can do
rad shit even better
Don’t reverse engineer your
competitors’ products
29. #jtbd @madeinlafrance @mcsaatchi @brainmates
References
User Onboarding
Features vs. Benefits
www.useronboard.com/features-vs-benefits/
The Re-Wired Group
Unpacking the Progress Making Forces Diagram
www.jobstobedone.org/radio/unpacking-the-progress-making-forces-diagram/
The Re-Wired Group
The Interview Timeline
www.jobstobedone.org/radio/the-mattress-interview-part-one/
Notes de l'éditeur
I’ve always been a bit vary of CX mottos like “consistently exceed customer’s expectations”
I’ve always been intrigued by the airline industry.
(Beyond offering countless examples of bad CX).
On the bottom end, it’s as if CX doesn’t matter,
on the upper end it’s great cx and ... unaffordable!
(It makes me feel like a fraud, i advocate good cx as a professional and I’m not paying for it when I travel. )
So as a CX professional it raises some fundamental questions:
It’s easy to find ways to make the experience better.
How do I make sure CX delivers real value that people find worth paying for,
How do I avoid bloating the experience with
How do I make sure it actually delivers ROI for the organisation?
That’s the kind of questions I faced when I started at ABC radio and I was wondering we can’t fix everything where should we start?
The key to that is looking at a very specific type of customers: the switchers. The people that recently adopted your service or product or the ones that churned off.
They evidence how CX, $ & features are traded off in relation to each other.
It helped me define a clear focus, engage the organisation around it and transform the way we deliver our audio content online
If radio customers only pay us with their time rather their hard cash, this framework still applies to your customers
As CEMs, we aim at loyal customers. Paradoxically, Ill argue today that the customer that you should pay attention to seed and prioritise you cx initiatives are the disloyal ones: the switchers. The reason for that is that, they are the ones who by their actual behaviour demonstrate how customer experience, price and product features are traded off in relation to each other. And by understanding these trade offs, you are in a better position to ensure the best ROI from your cx initiative.
I’m always a bit warry of exceeding customer expectations. Does it generate real value?
What can I learn from a non commercial media organisation that doesn't have any customer relationships!
Using an outside in view to bust silos.
Focusing our research effort on switchers, the people actively looking for new ways to listen to radio & music, we were able to refine our value proposition and in what features to invest in.
Today I'll mix a bit of theory and
The switchers are the ones who evidence these trade offs and demonstrate how CX impacts acquisition and churn.
When people switch from one product to another there are 4 factors at play: 2 that drive the switch to the new solution, 2 often neglected that stop and maintain the status quo. This is how you can model and link for CX initiatives to customer behaviour, qcuisition and churn. I’ll argue that the CX initiatives with best impact on acquision and churn are the ones that have a direct effect on these factors.
Finally I’ll give you a few tips on how to research switcher so that you can gain these invaluable insights.
Let’s look at why switchers are so good
Don’t focus on your loyal customers, they don’t tell you how CX is traded against other components of the product mix such as price and features.
- We usually have no idea of what we actually sell to people. Particularly for products, but even in services.
- People don’t buy stuff, they buy what stuff does for them
For those who aren’t familiar with mario bross
He consumes flowers to be able to do rad shit and fend off obstacles to deliver his princess
The “jobs to be done” is the outside-in view on the product/service
The term has been coined by Professor Clayton Christensen from HBS
What People measure satisfaction according to the JTBD, not the CX per se
CX is how you connect the product or service to the JTBD
These are the ‘jobs’ that radio is hired for.
Each of these jobs define a market in which that radio is competing in: each with a different set of competitors that go beyond radio
This helped us reframe and justify how we should breakdown the silos of stations & programs to make it easy for people to find the kind of audio that will fit the job.
When a customer purchases or changes from 1 product to another: when you capture a customer or when they churn
When a customer ‘fires’ an old solution to ‘hire’ a new product to get a ‘job’ done
Switching unique because the difference between the new solution and the old one justifies the switching costs
The key takeaway here is that people abandon something to buy something new, and tghe reason for that is that they see some sort of progress
Stop listening to your itunes library and subscribe to Spotify to get you going on your way to work
Stop listening to radio and put podcasts
Stop reading book to watch TED talks to stimulate your mind during your commute
Competing solutions
Think about ‘competitors’ beyond your product category
Innovation: what workarounds are used now (eg. pen & paper)
Highlights the important criteria customers use to ‘hire’ or ‘fire’ a product
Avoids feature and CX bloat
Crystallises tradeoffs
Helps feature CX prioritisation against other product parameters
Is what people have done, not aspirations
Is reliable data
The 4 switch forces to anchor CX initiatives with best ROI
PUSH:
all about me the customer/prospect
What’s going on in my life that makes me think this isn’t good enough, I need to change
I can stay there infinitely in that state telling I need to do something different
until something comes in my life something that introduces a new possibility, a better future
PULL: the magnetism of the new solution
Right when I discover a new product and service, I have anxiety about it:
All the things I might not be able to accomplish with it
Will it deliver on its promisses
Will I be able to use it effectively, do i have the skills
And finally the habit:
To do this new thing, I have give up things I do right now. It’s going to cost me to switch over
Investment current solution
PULL
Magnetism of new solution the job to be done
E.g.-Stimulate my mind, get some insights”
-Uninterrupted distraction on my way to work”
-Arrive to work in a good mood”
-I can exercise better”
-Easy access to content”
> marketing
> Cx messages
PUSH
Struggle with current situation (no pain no gain)
e.g.
“New commute habit Bored during commute”,
“Tram/train too crowded to read”
“blackspots on my journey”
“App doesn’t work with new bluetooth headset”
“Advertising interferes with usability”
“Doesn’t resume listening to episode where I left at”
“No access to my favourite shows”
INERTIA
Cost to abandon current habit
eg
Effort to transfer my library of trusted sources
Listening history
More PULL
Radio
Going beyond just putting the live streams online:
> Focus on ondemand delivery to address the issue of people not finding desirable content when they needed it
Communicate to the pain / where the pain is felt
YOU
Address customer service issues
Reduce customer effort
Radio
Making our content accessible intuitively (break down our content production silos)
Offline mode
YOU
What customer outcomes doesn’t your product/service deliver on?
Coaching staff to recognise the customers’ Job-To-Be-Done and adapt their delivery to it
Radio
- Data control
YOU
Remove features, simplify
Recommendations/reviews (NPS helps)
Trials & returns policy
Pre-empting ‘gotchas’
Radio
Favoriting programs from live listening
Considering enabling peoiple to import external podcasts
YOU
Data import
Breaking fees offset
-Bundling services (apple switch campaign)
Radio
- none
YOU
Network platform effects
Data history, ecosystems
Forming a habit
Switching unique because the difference between the new solution and the old one justifies the switching costs
The key takeaway here is that people abandon something to buy something new, and tghe reason for that is that they see some sort of progress
Stop listening to your itunes library and subscribe to Spotify to get you going on your way to work
Stop listening to radio and put podcasts
Stop reading book to watch TED talks to stimulate your mind during your commute
Competing solutions
Think about ‘competitors’ beyond your product category
Innovation: what workarounds are used now (eg. pen & paper)