The Five Cs of Opportunity Identification

Customers

The Five
Identification Cs of Opportunity
by Scott D. Anthony
October 26, 2012

Simply asking “what job is the customer trying to get done?” can be a
powerful way to enable innovation, because it forces you to go
beyond superficial demographic markers that correlate with purchase
and use to zero in on frustrations and desires that motivate purchase
and use.
Seductive simplicity hides a rich, robust set of opportunity
identification tools. Through our experience utilizing the “jobs-to-be-
done” concept in a range of settings, my colleagues and I have
developed five tips for would-be innovators: the five Cs of
opportunity identification (modeled after marketing’s famous four Ps
— price, product, place, and promotion).
1. Circumstance. The specific problems a customer cares about and
the way they assess solutions is very circumstance contingent. A
parent looking for a convenient way to diagnose whether their child
has an ear infection thinks and acts very differently from someone
who suffered a broken arm. In the first circumstance, MinuteClinic
and other convenience-oriented, kiosk-based solutions work
wonders; in the second they clearly fall short. Create a simple “job-
circumstance” matrix that has primary jobs-to-be-done on one axis
and common circumstances on the other axis. It is a simple way to
visualize opportunities for innovation.
2. Context. Ask a customer to report what they did in the past and
you are likely to get something that bears only a loose resemblance to
reality. Ask a customer to describe what they will do in the future and
you are going to get guesses that are less than accurate. As innovation
thought leader and former Procter & Gamble executive Karl Ronn
puts it, “You have no conscious memory of how you do routine tasks.”
The trick is to get to context — to find a way to be with the customer
when they encounter a problem and watch how they try to solve it.
Ronn, who helped P&G turn Swiffer and Febreze into billion-dollar
brands, believes that small-sample contextual research is much more
valuable than larger sample focus groups.
3. Constraints. One of the time-tested paths to growth is to develop
an innovative means around a barrier constraining consumption.
Southwest’s discount airline service, which attracted people who
might otherwise take the bus or not travel at all, and Nintendo’s Wii
gaming console, which appealed to families looking for simple
entertainment, are but two examples of companies reaping the
rewards of this strategy. One warning: understanding why a customer
doesn’t consume is critical. If it is because existing solutions are too
expensive, require specialized skills, or are inconvenient, then
innovate away. If it is because of basic indifference, be careful.
Success might not be quite as attainable as you thought.
4. Compensating behaviors. One of the biggest challenges facing
the would-be innovator is determining whether a job is important
enough to consider targeting. One clear sign is a customer spending
money trying to solve a problem. After all, it is easier to shift
spending then to create it. Even if customers aren’t spending money
on a comparable product or service, they may be spending time by
following a compensating behavior. That is, a customer using a
product or service in an unintended way to try to solve a problem.
A classic example of an innovation springing from a compensating
behavior is Intuit’s popular QuickBooks product. About 20 years ago,
Intuit noticed that a number of customers of its personal financial
software package Quicken self-identified as small business owners.
That couldn’t be right, Intuit thought, because Quicken lacked the
ability to do dual-entry accounting, the cornerstone of any robust
financial system. It turned out small business owners had a very
simple job to do: make sure I have enough cash to meet payroll at the
end of the month. Professional packages were too complicated, so
they used Quicken instead. Intuit quickly developed accounting
software that hid the accounting, and took over the market lead in a
month.
5. Criteria. Customers look at jobs through functional, emotional,
and social lenses. Quality is a relative term; you can only determine if
a solution is good by first understanding the criteria that matter to a
particular customer. Have a look at my picture in my bio below, and
ask yourself what matters to me when choosing a barbershop. I don’t
care about the ability to do fancy styles, shampooing, or hair coloring.
I want something simple, reliable, and cost-effective.
QB House, a business with branches in Singapore and other regional
markets, nails these criteria. The company has designed a set of
processes to deliver simplicity and reliability. Its tagline is “10
minutes, just cut.” QB House isn’t for everyone — you don’t see many
people with perfectly coiffed hair when waiting there — but it does a
wonderful job of appealing to customers like me who are looking for
the basics.
Finding the job not done well that serves as a platform for innovation
need not be guesswork. Methodically looking for the five Cs can bring
clarity to the search for innovation opportunities.

Scott D. Anthony (@ScottDAnthony) is a senior

partner of the growth strategy consulting firm
Innosight and co-author of Eat, Sleep, Innovate.

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Scott D. Anthony (@ScottDAnthony) is a senior

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