When you improve your product so it does the customer's job better, then you gain market share. - Clayton Christensen1. Based on the definition of a disruptive innovation and the disruptive innovation model described in The Innovator’s Solution, are energy bars a disruptive innovation? Justify your answer with supporting reasoning. To answer this question, you will need to discuss the product category PowerBar was competing against in the early stages of the energy bar product life cycle. According to Christensen and Raynor (2003), disruptive innovations “don’t attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products.” (p.34) The introduction of PowerBar in 1983 was a disruptive innovation to the already established food bar industry. As cited on packagedfacts.com (2003), “Candy bars begat granola bars, which begat cereal bars, which begat diet bars, which begat energy bars and supplement bars.” PowerBar’s entry into this marketplace was a low-end disruptive innovation because it directly marketed to non-consumption. At the time, as social standards were forcing individuals to become more active, there was no one meeting the dietary needs of this market segmentation. PowerBar broke away from the more traditional snack bars by packing their bar with protein. By design, it was created to provide energy to athletes and then eventually positioned to the average weekend warrior. Today, PowerBar has increased their segmentation even further offering two type of food bars: Protein Bars and Energy Bars. Although today PowerBar is in sustaining innovation, at the time it entered the marketplace it was a disruptive innovation.2. The Innovator’s Solution discusses jobs-to-be-done market segmentation. Is jobs-to-be-done market segmentation used in the energy bar industry? If your answer is yes, answer part a below. If your answer is no, answer part b below. a.) Explain how jobs-to-be-done segmentation is used by a specific energy bar brand. Be sure to clearly explain how the brand is applying jobs-to-be-done segmentation. b.) Explain how you concluded jobs-to-be-done segmentation is not being used in the energy bar industry. How could jobs-to-be-done segmentation be applied in the energy bar industry? Give a specific example, and explain your answer with thoughtful reasoning.PowerBar’s goal is to provide the energy needed by an athlete to get through every stage of training to compete at their highest level. Its job-to-be done is the emotional satisfaction that the individual feels once the athletic endeavor is completed. PowerBar has four different product segments: Protein Bars, Protein Drinks, Energy and Endurance Nutrition. The energy that these products provide all are part of delivering the job-to-be-done. PowerBar sums it up nicely on their website: “Today, we are leaders of the market we helped create, because at PowerBar, we know athletes. We know the thrill that comes from the play-offs and the rush you get when you conquer a challenge. From the never-ending days to the unbelievable comebacks, from the pre-game warm-ups to the post-game high-fives, PowerBar encourages every athlete to get the most out of their time and celebrate every win, no matter how small.” PowerBar’s core focus is on this one job-to-be-done segment and it does an outstanding job of supporting this message though highlighting sponsored athletes and providing in-depth PowerBar Stories on it’s website.