Summary: In this week's episode of <a href="http://www.therewiredgroup.com/category/jobs-to-be-done-radio/">Jobs-To-Be-Done Radio</a> we examine energy-related jobs and the 5 Hour Energy Drink product through the lens of Jobs-To-Be-Done. Bob talks through how the <a href="http://en.wikipedia.org/wiki/Kano_model" target="_blank">Kano Model</a> can be used to categorize dimensions of value once the jobs have been defined, and the pitfalls that can be avoided by doing so (spending time and money optimizing around the wrong product attributes). We also discuss how to approach the identification of jobs that have a ritualistic or emotional aspect to them. Listen to the Show Coming Up Next Week Next week we'll have a special guest on the show to discuss how he has applied the Jobs-To-Be-Done Framework in his role as the platform manager at a software company. Make sure you don't miss upcoming episodes! Subscribe to Jobs-To-Be-Done Radio using <a href="http://feeds.feedburner.com/jtbd-radio">this feed.</a> iTunes/iPhone users can new subscribe to this Podcast in <a href="http://bit.ly/jtbditunes">iTunes</a>! Leave us your feedback and let us know what you think about the show! In Case You Like Reading More than Listening All right this is Douglas Crets. We're back with Re-Wired Radio or as we like to call it at the Re-Wired Group, Jobs-To-Be-Done Radio, and we're talking with Bob Moesta and Chris Spiek, two of the partners at Re-Wired Group. We're doing another Jobs-To-Be-Done discussion about competitive sets involving things that consumers choose to get jobs done for them. The last time we talked we were talking about LinkedIn and Quora and the competition for the Q&A for consumers. Sort of like what are those two things doing to get the consumers Q&A job done. Now we're talking about the difference between competitors in the energy drinks space. The ones that come to mind are Red Bull and 5-hour ENERGY® and coffee. Bob, why don't you bring us into this little set up here? Why are these things different? And why are we trying to search for the difference here? Bob: I think part of it gets back to how do you take a very powerful thing like 5-hour ENERGY® and walk into a space where there are very big competitors and literally disrupt it? It's to really articulate the different thinking that 5-hour ENERGY® from the outside and throwing the Jobs Framework on it, how it actually becomes so successful despite the fact that if you were to look at the category you'd say, "We don't need another energy drink." Yet it's there. Part of it is to realize how do you look at spaces and find those cracks were things like 5-hour ENERGY® can go in and have a very dominant position despite the fact that Red Bull and Monster and Rip It®, there's all these different kinds of energy drinks that are out there and literally they've got a very solid position in the market. Most people would say there would be no opportunity, yet 5-hour ENERGY® has come up to say, "There is a way to get to it." Doug: Okay. Is there a way to just… I would like to make sure that people listening maybe for the first time or even people who have come back. Can't you just briefly, Bob, tell people why do we use Jobs-To-Be-Done? Is it specifically to find room for competition or is it room to find innovation? Help people to understand that and then we're going to figure this energy drink thing. Bob: The Jobs-To-Be-Done Framework really is about almost taking the telescope and looking through the other end. Most of the time when you are developing products you look through your product out to the market and say, "Who needs this product? Who needs this software?" Then you basically ladder and connect based on looking through the product lens. The Jobs-To-Be-Done lens really is irrelevant to the product form that you're looking at and irrelevant of the set.
