000			03559nam a2200325 4500
003			MIUC
005			20200312102719.0
008			170511s2016 nyu||||| |||| 001 | eng d
020			_a9780062565235
020			_a9780062435613
040			_aMIUC _beng _cMIUC
082	0		_a658.4
245	0	0	_aCompeting against luck : _bthe story of innovation and customer choice / _cClayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan.
250			_a1st ed.
260			_aNew York : _bHarperBusiness, _c2016.
300			_axix, 262 p. ; _c23 cm.
336			_2rdacontent _atext
500			_aIncludes index.
505	0		_aIntroduction: Why you should hire this book? -- Pt. 1. An introduction to jobs theory -- Ch. 1. The milk shake dilemma -- Ch. 2. Progress, not products -- Ch. 3. Jobs in the wild -- Pt. 2. The hard work – and payoff – of applying jobs theory -- Ch. 4. Job hunting -- Ch. 5. How to hear what your customers don’ä΂t say -- Ch. 6. Building your r’ÛΩsum’ÛΩ -- Pt. 3. The jobs to be done organization -- Ch. 7. Integrating around a job -- Ch. 8. Keeping your eye on the job -- Ch. 9. The job ’¢Î—Ζ focused organization -- Ch. 10. Final observation about the theory of jobs.
520			_aThe foremost authority on innovation and growth presents a path-breaking book every company needs to transform innovation from a game of chance to one in which they develop products and services customers not only want to buy, but are willing to pay premium prices for. How do companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights. After years of research, Christensen has come to one critical conclusion: our long held maxim – that understanding the customer is the crux of innovation – is wrong. Customers don't buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, he argues. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world’s most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes – it's about predicting new ones. Christensen contends that by understanding what causes customers to "hire" a product or service, any business can improve its innovation track record, creating products that customers not only want to hire, but that they'll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts. This book carefully lays down Christensen's provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world – and, most importantly, how not to squander the insights it provides.
650		0	_9336 _aSuccess in business
650		0	_92344 _aCustomer services
650		0	_92275 _aCreative ability in business
700	1		_4aut _93549 _aChristensen, Clayton M.
700	1		_4aut _93550 _aHall, Taddy
700	1		_4aut _93551 _aDillon, Karen
700	1		_93552 _aDuncan, David S.
740	0		_aChildren's crusade.
942			_2ddc _cBK