Many new products or feature ideas fail. They may catch consumers’ attention but don’t offer enough value, or they may be an innovation, but consumers perceive them as hard to use or are unwilling to pay for them.

In the quest for success, product and marketing teams tend to focus on improving user experience, assuming it guarantees adoption. However, they often overlook critical factors like price perception and adoption costs that have a strong influence on whether or not customers decide to switch.

This workshop aims to enhance participants’ toolkit, introducing a holistic approach to understanding human decision-making when shopping beyond comparing feature-sets and usability. Based on an evolved version of Jobs to be Done theory – refined through innovation projects with companies like Netgear, Miro and Candis – this workshop empowers participants (and their stakeholders) to determine consumers’ ‘Willingness to Hire’ a new product and decide whether or not they should launch, iterate or abandon the idea.

After attending this workshop, you will:

+ Be familiar with the fundamentals of an advanced version of the Jobs to be Done theory and its mental and data models that reveal the mechanisms that cause consumers to hire or not hire products.

+ Know how to apply the Simulated Selection method to identify and eliminate the risks associated with a new product or feature before building and launching it.

+ Enable your team and stakeholders to make well-informed decisions about building, iterating or abandoning new product ideas or features based on market data and theoretical knowledge of the ‘Hiring Process’ and shopping heuristics.

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