The Customer Job in a H2H World
The definition of a customer job is deliciously simple: the description of anything a human being wants to achieve in life and/or work. Mowing your lawn is a customer job, dressing up for a party is a customer job, implementing a state-of-the-art customer engagement platform is a customer job. Customer jobs range from simple to complex and are present in life and work. Forget about needs and wants, they are meaningless until a person has decided to do something.
Forget about B2B and B2C, instead think of work (B2B) and life (B2C) and of everything we try to achieve in both as human beings. The digital revolution rapidly fades the difference between online and life. The Italian philosopher Luciano Floridi and his team conclude in ‘The Onlife Manifesto, Being Human in a Hyperconnected World’ that eventually, the difference will disappear altogether. Analog and offline, and digital and online blend into what they call the ‘onlife experience’.
As offline and online continue to blend, we find it increasingly difficult to separate work from life and we evolve to new ways of working. As a consequence, the achievement of our customer jobs in work and life get entangled as well.
The fading difference between work and private leads to a change in behavior: it’s harder to separate the ‘private me’ from the ‘professional me’. This allows the ‘authentic me’ to submerge more and I’m all for that. Authentic people live and work in a human-to-human or H2H world. And living and working entail doing things: achieving customer jobs. Without people wanting to or having to achieve something, we’d all be unemployed.
What makes a human being decide to actually do something? Laila Pawlak and Kris Østergaard explain this crystal clear in their white paper ‘The Fundamental 4s: How to Design Extraordinary Customer Experiences in an Exponential World’. As the title hints, there are four fundamental forces that get us going. A human desire to BE better, to DO better, to FEEL better, and/or to LOOK better. Improvement is the keyword here, and Mrs. Pawlak argues that the desire to improve is embedded in every human individual. You. Me.
“Becoming better is what drives us as human beings to continuously develop the world we live in” Laila Pawlak & Kris Østergaard
Becoming better is what drives the human individual. And once that human individual decides to act upon the desire to become better, the customer job is a fact and things are set in motion. Note that becoming better does not automatically signify a ‘safer’, or ‘healthier’ world. In the weapons industry, people are also driven by the desire to become better and their developments, too, impact the world we live in. Albeit in a morbid and fatal way.
As a business or as an organization, we have to fully understand the customer jobs from the customer’s perspective. And then we have to ask ourselves if and how we can contribute to the achievement of the customer job. How can technology enable achievement? Because that’s what technology really is, an enabler to becoming better.
Every single customer job is defined by three parameters: (1) the job importance, (2) the pain severity, and (3) the gain relevance. Mowing the lawn may be important to one person, and insignificant to the other. The former may mow the lawn to look better (social status), the latter may not care because a wild garden makes him or her feel better and mowing the lawn is only done when the person can’t find his way back into the house. For some, mowing the lawn is a painful venture, others may just love the exercise. The gains from mowing the lawn will be essential for one person (recognition by the neighbors or avoid a row with the spouse) and just a nice to have for the other (it was getting kind of long). Both people in this example will mow their lawns. One does it every week, the other will only mow when it’s absolutely necessary.
A customer job in work has the same three parameters: implementing that customer engagement platform we talked about is evaluated in exactly the same way. It will help us become better, but how important is it? How difficult is it? What will we gain?
Whatever the business you’re in, make understanding the customer job of your primary customer from his or her perspective a priority. Understand the actuators of human behavior: what sets them in motion? Understand the importance of the customer job, the severity of the pains associated with performing the job, and understand the essential gains. Only then can we determine whether our offer has any relevance or not. Only then can we create real value and innovate. Only then can we truly manage our business.
If I had asked people what they wanted, they would have said faster horses. Henry Ford
Whether or not Henry Ford really said this or not, the quote is often used in arguments about how true innovation is created by visionaries who ignore customer input and instead innovate based solely on their vision for a better future. The other side argues the merits of innovating vis-à-vis customer feedback.
The point I’m trying to make is that if you do not ask what people want, but rather what they want to achieve -and thus think in terms of customer jobs- the answer is a lot clearer. Just consider the following:
Henry Ford: “What do you want?”
People: “Faster horses!”
Henry Ford: “What are you trying to achieve?”
People: “Get faster from A to B!”
For the record, Henry Ford did not invent the automobile. He adapted the car assembly line in such a way that he was able to manufacture at a much lower cost and thus sell cars at lower prices. What he enabled was the creation of a new and rapidly growing market. Today, Elon Musk is still in the business of getting people from A to B (among others). Only, just getting faster from A to B is not the customer job anymore. It’s getting from one place to the other traffic-jam free, effortless, always connected, clean. Everything aimed at becoming better.
Investing in fully understanding who your primary customer is, and what customer job she’s trying to achieve has significant returns: the ability to create true value and competitive. It can only be done through ongoing immersion in and observation of the customer, yet the rewards are worth it.