What Customers Want from Your Products 고객 은 귀사 의 제품 에서 무엇 을 원하 는가 ? by Clayton M . Christensen Professor , Harvard Business SchoolJanuary 16 , 2006 Marketers should think less about market segments and more about the jobs customers want to do . 마케팅 담당자 는 시장 계층 보 다는 고객 의 사용 용도 에 대해 숙고 하 라 . Editor ' s note : Marketers have lost the forest for the trees , focusing too much on creating products for narrow demographic segments rather than satisfying needs . Customers want to " hire " a product to do a job , or , as legendary Harvard Business School marketing professor Theodore Levitt put it , " People don ' t want to buy a quarter - inch drill . They want a quarter - inch hole ! " 편집 자주 : 마케팅 담당자 는 나무 만 보 다가 수풀 을 잃 어 버렸 다 . 즉 필요 를 만족 시키 기 보다 는 협소 한 인구 계층 을 겨냥 한 제품 생산 에 너무 치중 해 왔 다 . 고객 은 어떤 일 을 하 기 위해 제품 을 " 고용 " 하 기 를 원한다 . 환언 하 면 Harvard 경영 대학원 의 전설 적 Theodore Levitt 교수 가 말 한 바 있 는 " 사람 들 은 1 / 4 인치 드릴 을 사 려는 것 이 아니 고 1 / 4 인치 구멍 을 원한다 . " 이 다 . With Levitt ' s words as a rallying cry , a recent Harvard Business Review article , " Marketing Malpractice : The Cause and the Cure , " argues that the marketer ' s task is to understand the job the customer wants to get done , and design products and brands that fill that need . In this excerpt , Professor Christensen looks at designing products that do a job rather than fill a product segment . Levitt 교수 의 말 을 구호 로 삼 은 Harvard 경영 학술지 의 " 마켓 팅 의 과오 : 원인 과 그 해법 " 의 최근 논문 은 마케팅 관리자 의 과제 는 고객 이 성취 코자 하 는 작업 을 이해 하 는 것 과 그 필요 를 충족 시키 는 제품 과 브랜드 를 설계 하 는 것 이 다 라고 주장 한다 . 이 발췌문 에서 Christensen 교수 는 제품 의 고객 계층 면 보 다는 사용 목적 을 성취 하 는 제품 설계 를 고찰 한다 . Designing products that do the job 일 을 성취 하 는 제품 의 개발 With few exceptions , every job people need or want to do has a social , a functional , and an emotional dimension . If marketers understand each of these dimensions , then they can design a product that ' s precisely targeted to the job . In other words , the job , not the customer , is the fundamental unit of analysis for a marketer who hopes to develop products that customers will buy . To see why , consider one fast - food restaurant ' s effort to improve sales of its milk shakes . Its marketers first defined the market segment by product — milk shakes — and then segmented it further by profiling the demographic and personality characteristics of those customers who frequently bought milk shakes . Next , they invited people who fit this profile to evaluate whether making the shakes thicker , more chocolaty , cheaper , or chunkier would satisfy them better . The panelists gave clear feedback , but the consequent improvements to the product had no impact on sales . A new researcher then spent a long day in a restaurant seeking to understand the jobs that customers were trying to get done when they hired a milk shake . He chronicled when each milk shake was bought , what other products the customers purchased , whether these consumers were alone or with a group , whether they consumed the shake on the premises or drove off with it , and so on . He was surprised to find that 40 percent of all milk shakes were purchased in the early morning . Most often , these early - morning customers were alone ; they did not buy anything else ; and they consumed their shakes in their cars . The researcher then returned to interview the morning customers as they left the restaurant , shake in hand , in an effort to understand what caused them to hire a milk shake . Most bought it to do a similar job : They faced a long , boring commute and needed something to make the drive more interesting . They weren ' t yet hungry but knew that they would be by 10 a . m . ; they wanted to consume something now that would stave off hunger until noon . And they faced constraints : They were in a hurry , they were wearing work clothes , and they had ( at most ) one free hand . The researcher inquired further : " Tell me about a time when you were in the same situation but you didn ' t buy a milk shake . What did you buy instead ? " Sometimes , he learned , they bought a bagel . But bagels were too dry . Bagels with cream cheese or jam resulted in sticky fingers and gooey steering wheels . Sometimes these commuters bought a banana , but it didn ' t last long enough to solve the boring - commute problem . Doughnuts didn ' t carry people past the 10 a . m . hunger attack . The milk shake , it turned out , did the job better than any of these competitors . It took people twenty minutes to suck the viscous milk shake through the thin straw , addressing the boring - commute problem . They could consume it cleanly with one hand . By 10 : 00 , they felt less hungry than when they tried the alternatives . It didn ' t matter much that it wasn ' t a healthy food , because becoming healthy wasn ' t essential to the job they were hiring the milk shake to do . The job , not the customer , is the fundamental unit of analysis . 고객 이 아니 고 , 일 ( 작업 ) 이 분석 의 기본 요소 이 다 The researcher observed that at other times of the day parents often bought milk shakes , in addition to complete meals , for their children . What job were the parents trying to do ? They were exhausted from repeatedly having to say " no " to their kids . They hired milk shakes as an innocuous way to placate their children and feel like loving parents . The researcher observed that the milk shakes didn ' t do this job very well , though . He saw parents waiting impatiently after they had finished their own meals while their children struggled to suck the thick shakes up through the thin straws . Customers were hiring milk shakes for two very different jobs . But when marketers had originally asked individual customers who hired a milk shake for either or both jobs which of its attributes they should improve — and when these responses were averaged with those of other customers in the targeted demographic segment — it led to a one - size - fits - none product . 고객 들 은 쉐이크 를 두 가지 다른 목적 으로 고용 ( 구입 하 고 ) 하 고 있 었 다 . 그런데 마케팅 담당자 가 처음 에 한 가지 목적 또는 목적 두 가지 다 를 위해 쉐이크 를 고용 한 각 고객 들 에게 쉐이크 품질 의 어느 쪽 을 ( which of its attributes ) 개선 할까요 라고 물 었 을 때 -- 그리고 이 응답 들 을 목표 고객 층 내 의 다른 고객 들 응답 과 평균치 를 산 촐 해 보 았 을 때 -- 그 결과 는 단일 품질 제품 으로 는 않 된다는 결론 에 도달 했 다 . Once they understood the jobs the customers were trying to do , however , it became very clear which improvements to the milk shake would get those jobs done even better and which were irrelevant . How could they tackle the boring - commute job ? Make the milk shake even thicker , so it would last longer . And swirl in tiny chunks of fruit , adding a dimension of unpredictability and anticipation to the monotonous morning routine . Just as important , the restaurant chain could deliver the product more effectively by moving the dispensing machine in front of the counter and selling customers a prepaid swipe card so they could dash in , " gas up , " and go without getting stuck in the drive - through lane . Addressing the midday and evening job to be done would entail a very different product , of course . By understanding the job and improving the product ' s social , functional , and emotional dimensions so that it did the job better , the company ' s milk shakes would gain share against the real competition — not just competing chains ' milk shakes but bananas , boredom , and bagels . This would grow the category , which brings us to an important point : Job - defined markets are generally much larger than product category - defined markets . Marketers who are stuck in the mental trap that equates market size with product categories don ' t understand whom they are competing against from the customer ' s point of view . Notice that knowing how to improve the product did not come from understanding the " typical " customer . It came from understanding the job . Need more evidence ? Pierre Omidyar did not design eBay for the " auction psychographic . " He founded it to help people sell personal items . Google was designed for the job of finding information , not for a " search demographic . " The unit of analysis in the work that led to Procter & Gamble ' s stunningly successful Swiffer was the job of cleaning floors , not a demographic or psychographic study of people who mop . Why do so many marketers try to understand the consumer rather than the job ? One reason may be purely historical : In some of the markets in which the tools of modern market research were formulated and tested , such as feminine hygiene or baby care , the job was so closely aligned with the customer demographic that if you understood the customer , you would also understand the job . This coincidence is rare , however . All too frequently , marketers ' focus on the customer causes them to target phantom needs . WRITING ( Write well , speak well ! ) Summarize the above article by Professor Christensen . Your Writing : My Writing : Keywords : marketers , market segments , a job of a product , brand , product segment , think less to fill product segment , think and design more to o do a job , satisfying needs , job is the fundamental unit of analysis This article compares the designing a product based on a market segment versus designing on the job needs of customers . The professor presents that marketing professionals should consider more for their products to do a job than traditional market segmenting . Market segmentation refers to putting buyers into a group that has common needs . For example , a geographical segment , demographic segment or tennis players and golf players . On the other hand , a product to do a job means to fill the need of customers by providing function , purpose and roles . This business school professor uses a simple everyday product , a milk shake , in explaining his points . As a segment marketing , milk shakes have a single thickness . As a " doing job " designing and branding , milk shakes have varying thicknesses and additional ingredients to satisfy customers . In summary , the professor concludes that the job , not the segmented customers , should be the fundamental unit of analysis for marketers and product designers . 최강 영어 포털 카페 웰컴 영어 http : / / cafe . daum . net / WelcomeEnglish