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• Module Note | August 2010 (Revised July 2019)

  Integrating Around the Job to Be Done

  Clayton Christensen, Rory McDonald, Laura E Day and Shaye Roseman

  Unlike traditional market segmentations that are based on a correlation of product sales or service with the attributes of the purchaser (such as age, gender, income level, and education level), jobs-based segmentation seeks to understand the causal roots of purchase—when a buyer needs to "hire" a product or service to get a "job" done. This note details the thought process and the methodology behind a jobs-based segmentation and provides numerous examples. It highlights three levels in the architecture of a job: 1) What is the fundamental job or problem the customer is facing? This includes political, functional, emotional, and social dimensions; 2) What are the experiences in purchase and use that, if all provided, would sum up to nailing the job perfectly? (The "hiring criteria"); and 3) What do we need to integrate, and how must we knit those things together, so that we can provide these experiences?

  Keywords: Integration planning; Jobs; Market segmentation; Customer Satisfaction; Marketing; Marketing Strategy; Problems and Challenges; Integration; Segmentation;

  Citation:

  Christensen, Clayton, Rory McDonald, Laura E Day, and Shaye Roseman. "Integrating Around the Job to Be Done." Harvard Business School Module Note 611-004, August 2010. (Revised July 2019.)  View Details

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• Module Note | June 2019

  Purpose Brands

  Rory McDonald, Clayton M. Christensen and Shaye Roseman

  Citation:

  McDonald, Rory, Clayton M. Christensen, and Shaye Roseman. "Purpose Brands." Harvard Business School Module Note 619-075, June 2019.  View Details

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• Article | Harvard Business Review | January–February 2019

  Cracking Frontier Markets

  Clayton M. Christensen, Efosa Ojomo and Karen Dillon

  Executive Summary:
  With emerging-market giants such as Brazil, Russia, India, and China experiencing slowdowns, investors, entrepreneurs, and multinationals are looking elsewhere. They’ve been eyeing frontier economies such as Nigeria and Pakistan with great interest—and enormous trepidation. Can one find serious growth opportunities amid extreme poverty and a lack of infrastructure and institutions?
  The answer, the authors argue, is yes. The key lies in market-creating innovations: products and services that speak to unmet local needs, create local jobs, and scale up quickly. Examples include MicroEnsure, which has made insurance affordable for 56 million people in emerging economies, and Galanz, which has brought microwave ovens to millions of Chinese consumers previously considered too poor to buy such an appliance.
  What’s more, the essentials of development can be “pulled in” by market-creating innovators—and over time, governments and financial institutions tend to offer their support.

  Keywords: Emerging Markets; Market Entry and Exit; Growth and Development Strategy; Demand and Consumers; Innovation and Invention; Development Economics;

  Citation:

  Christensen, Clayton M., Efosa Ojomo, and Karen Dillon. "Cracking Frontier Markets." Harvard Business Review 97, no. 1 (January–February 2019): 90–101.  View Details

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