Post by account_disabled on Dec 26, 2023 2:29:53 GMT -5
Has not yet been formed: new with the types of recurring tasks that create processes, and their profit formulas are still in their nascent and exploratory stages. This gives businesses incredible flexibility as they grow and the language shifts from questions to answers. This flexibility will disappear. Watch Video In this webinar, authors Clayton M. Christensen and Derek van Bever discuss how executives can improve the odds of success with business model innovation. Watch now » 2. Continuous Innovation Business units lucky and skilled enough to discover an unfulfilled job and develop a product or service that addresses it enter the sustaining innovation phase of the business model journey. At this stage, customer demand reaches the point where the greatest challenge the business faces is no longer determining whether the product fulfills a job, but rather scaling operations to meet growing demand.
Whereas in customers, in the sustaining innovation phase it is building these customers into a reliable, loyal base and building the organization into a well-oiled machine that delivers the product or service flawlessly and repeatedly. The innovations characteristic of this phase of the business Job Function Email List model journey are what we call sustaining innovations — in other words, better products that can be sold for higher prices to the current target market. A curious change sets in at this stage of the journey, however: As the business unit racks up sales, the voice of the customer gets louder, drowning out to some extent the voice of the job. Why does this happen? It's not that managers to intend lose touch with the job.
But while the voice of the job is faint and requires interrogation to hear, the voice of the customer is transmitted into the business with each sale and gets louder with every additional transaction. The voice of the job emerges only in one-to-one, in-depth conversations that reveal the job's context in a customer's life, but listening to the voice of the customer allows the business to scale its understanding. Customers can be surveyed and polled to learn their preferences, and those preferences are then channeled into efforts to improve existing products. The business unit is now no longer in the business of identifying new unmet.
Whereas in customers, in the sustaining innovation phase it is building these customers into a reliable, loyal base and building the organization into a well-oiled machine that delivers the product or service flawlessly and repeatedly. The innovations characteristic of this phase of the business Job Function Email List model journey are what we call sustaining innovations — in other words, better products that can be sold for higher prices to the current target market. A curious change sets in at this stage of the journey, however: As the business unit racks up sales, the voice of the customer gets louder, drowning out to some extent the voice of the job. Why does this happen? It's not that managers to intend lose touch with the job.
But while the voice of the job is faint and requires interrogation to hear, the voice of the customer is transmitted into the business with each sale and gets louder with every additional transaction. The voice of the job emerges only in one-to-one, in-depth conversations that reveal the job's context in a customer's life, but listening to the voice of the customer allows the business to scale its understanding. Customers can be surveyed and polled to learn their preferences, and those preferences are then channeled into efforts to improve existing products. The business unit is now no longer in the business of identifying new unmet.