Jobs-to-be-done theory (also known as jobs theory) is touted as bringing a high chance of success in the development process of the new product. Do you agree? Why or why not? Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Developed as a complement to disruptive innovation, which predicts and clarifies the characteristics of companies at risk of disruption and helps them understand new products that pose the greatest challenge, the work-to-be-done theory focuses on enabling companies to create what consumers are interested in buying. The theory transforms companies' understanding of consumer choices in one sense by identifying the contributing factor or driver behind purchases. The theory proposes a solution that can be used to curb the low success rates of innovations in companies around the world. The theory increases the probability of success of a new product development process fivefold (Christensen et al., 2016, p4). As highlighted by Christensen et al. (2016), understanding the various jobs that need to be done by customers allows the company to differentiate what it offers in ways that other companies cannot copy, a situation that could result in a company's sales and success plummeting. new innovation, resulting in business growth (Christensen et al., 2016, p6). Furthermore, jobs-to-be-done theory provides a wonderful lens through which innovation prospects can be thoroughly examined, exclusively for product designers and innovators rather than for marketers. Through an in-depth look at the jobs most requested by customers, a company's marketing department may be able to propose new innovations aimed at satisfying this need. Such products are very likely to be successful innovations (Stinson, 2017). It can therefore be concluded that the jobs-to-be-done theory has revolutionary effects on the probability of success in a company's new product development, particularly in cases where the company knows the objectives to be achieved. What does this mean for a customer profile and a value proposition to be “aligned”? How do you determine whether or not they are aligned? According to Osterwalder et al. (2014), a “value proposition” is two-sided: the customer profile in which the understanding of the customer is clarified and the value map that describes the strategies that a company or enterprise intends to use to create value for that customer. Achieving fit between these two occurs when these two sides meet each other (Osterwalder et al., 2014). Therefore, the customer profile and the value proposition are said to be aligned if the company or business creates products and services aimed at satisfying the needs of each customer and the products they need. A "value proposition" is a clear and conscious statement aimed at identifying and expressing the remuneration or benefits that a customer could have or experience following the purchase of a particular product or service. Developing a value proposition means that the company will provide “superior and profitable value to the customer” (Lanning, 2000). In case the company's value proposition aligns with the customer profile, the company is very likely to experience increased sales and profits which would result in business growth in the long run. A company that has its customer profile aligned with its value propositions will likely have an advantage in terms of competitioncompared to other companies in the market, especially through customer value. A company that emphasizes the value proposition is likely to take into consideration the customers (customer profiles), to whom the solution has potential capabilities when it comes to providing value. Such customers are likely to give the firm a competitive capability in the marketplace if such firms can employ customer value information in devising strategies that contribute to “marketing theory and practice” (Parasuraman, 1997). Additionally, a company with an aligned customer profile and value proposition will likely experience better customer “understanding and engagement.” Alignment of customer profile and value proposition offers a company an engaging and effective way to interact with customers, an alignment without which a company may pander to customers in ways that could lead to misunderstandings (Bruderer, 2013 ). What are the different ways you can determine whether the business model for your new product is likely to be successful before your product launches? A rationale for how companies create, capture and transmit value to customers in different social, cultural or economic contexts is what is called a "business model". A “business model” is said to be successful before a product launch if it explicitly describes the design, delivery, and distinct acquisition mechanisms the company will use. A successful business model, as highlighted by Teece (2010), reflects the hypothesis developed by management about what different customers want and how the company can prepare to adequately satisfy those needs, make sales and earn profits (Teece , 2010). , a business model that leaves room for further innovation in the future is considered to be successful. Customer tastes and preferences often vary and are not static. This will give space for implementing further necessary changes depending on the customer's needs at that time (Teece, 2010). Furthermore, an effective business model according to Casadesus-Masanell & Ricart (2011) is "aligned with" the objectives that the company wants to achieve. In other words, the choices made in designing a successful business model should convey outcomes aimed at enabling the company to achieve its long-term goals (Casadesus-Masanell & Ricart, 2011). Furthermore, a fruitful “business model” for a new product should be self-reinforcing such that the choices made by the organizations' leaders complement each other, as well as proclaim an aura of internal consistency. As further highlighted by Casadesus-Masanell & Ricart (2011), it maintains its efficiency over time by fending off threats such as falsification, position-taking, substitutions and relaxations (Casadesus-Masanell & Ricart, 2011). In conclusion, a business model for a new product that meets all the above characteristics, i.e. is aligned with the company's objectives, is "self-reinforcing" and is vigorous, is said to be a business model of success. Is he a Product Owner and what are his responsibilities in the new product development process? A Product Owner is defined as one of the Agile Team members responsible for highlighting the team's backlog to facilitate the implementation of programs while maintaining the theoretical or intangible aspects and technical aspects or components of the team (Schwaber & Beedle, 2002). The product owner according to Schwaber & Beedle (2002), has numerous roles and responsibilities in the "new product development process", including creating and maintaining the product backlog, in order to achieve the desired results of the product development team . This may include and is not limited to identification, 2002).