When one product is similar to another there is competition. Businesses which compete on price lead to low-cost-high-volume winners. Thankfully, being dissimilar isn’t difficult. Many brands (Advil, Coca-Cola, Harvard) differentiate commodities by framing the context.
Differentiation avoids the market mechanism. But that doesn’t mean things will be easy. Being the low-cost provider or being different both take extreme amounts of work. That said, jobs-to-be-done thinking may lead to a slightly easier slog
The JTBD idea is updated on Twitter, but Michael Horn’s TAG brought up an easy idea for escaping competition. Instead of asking who are your customers, ask what do customers want?
Typically businesses count things. This is easy data. Plus, the more math the less career risk: a bit of math in itself.
Through their book, Choosing College, Horn and Bob Moesta encourage people to think about new categories. To count less and consider more. Get past demographics (high school graduate) and to demands (level-up).
What is the demographic profile of someone who eats at Panera Bread? That’s a hard question. However, what’s the JTBD of someone who eats at Panera Bread? That’s easier. Ron Shaich explained that Panera is “the kind of space where you want to sit and do an interview, a place for a bible study group, for a team meeting.”
People hire Panera for group space and bagel spreads. That’s the JTBD. That’s the differentiation.
Being different is easier—though not easy—because it offers many directions. If a business competes on price, that’s it. If a business finds a new JTBD they might have that market all to themselves, temporarily.
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