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Using Visual and Narrative Methods to Achieve Fair Process in Clinical Care

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Published on: February 16, 2011

Marketing malpractice: the cause and the cure.

Clayton M Christensen¹, Scott Cook, Taddy Hall

¹Harvard Business School, Boston, USA. cchristensen@hbs.edu

Harvard Business Review

|December 13, 2005

Summary

Marketers should focus on customer "jobs to be done" rather than products. Understanding these core needs helps create purpose brands and unlock significant market growth opportunities.

Area of Science:

Marketing Strategy
Consumer Behavior
Brand Management

Background:

Traditional marketing often focuses on products and demographics, overlooking the fundamental customer need.
The "jobs to be done" framework posits that customers "hire" products or services to fulfill specific needs.

Purpose of the Study:

To reframe market analysis from a product-centric to a job-centric perspective.
To illustrate how understanding customer jobs can lead to the creation of successful purpose brands and identify new growth markets.

Main Methods:

Conceptual analysis of market structures and brand evolution.
Examination of historical brand success stories (e.g., FedEx, Starbucks) through the lens of 'jobs to be done'.

Main Results:

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Purpose brands emerge when a product optimally addresses a specific customer job.
Extending a purpose brand to new jobs can dilute its power unless new purpose brands are created.
Job-based market segmentation reveals larger market sizes and untapped potential compared to product-based segmentation.

Conclusions:

Shifting from product to job-based market segmentation is crucial for sustainable growth.
Companies must develop distinct purpose brands for each core job to maintain market relevance and capture new opportunities.