A Complete Guide On Jobs To Be Done(JTBD)
What is a Job to be done?
Jobs to be Done is about clearly understanding the customer’s underserved pain points. This alone is a vast improvement over alternative approaches. Because it does not rely on luck. Instead, it helps avoiding and wasting time and money on irrelevant or suboptimal alternatives.
Customer-centric operations almost always meant the same thing:
Getting to know and characterize one’s customers as thoroughly as possible. To deduce their (consumer) behavior and needs from their characteristics.
What appears to be reasonable at first glance,
However, it is not without flaws. The principle of “jobs to be done” (JTBD) represents an alternative approach for gaining more direct access to your customers.
How Does the Theory of Jobs-to-Be-Done Apply to Product Development?
The jobs-to-be-done (JTBD) approach, like other product development prioritization frameworks, shifts the focus away from the product and toward the customer.
Where this Framework differs is that, it then goes on to investigate customers’ true purchasing motivations. The surface-level explanation in the commonly used example is “I need a drill.” When we dig a little deeper, we discover that the customer requires a well-drilled hole.
The jobs-to-be-done theory, on the other hand, digs even more profound.
As a result, it can assist a product team in determining the underlying goal that users are attempting to achieve: the pleasure of looking at a picture in their living room.
According to entrepreneur and author Guerric de Ternay, product managers can employ the jobs-to-be-done Framework in two ways:
- To gain a better understanding of what their target market wants or requires
- To create a memorable customer experience.
What are the jobs to be done in Framework?
The Jobs to Be Done Framework is a method for determining what kind of pain your customers are experiencing. Thus, we seek to understand critical but unmet user needs rather than solutions for customers we do not yet know.
What is the JTBD framework PROCESS?
There are various approaches to getting things done. We attempted to model the best of JTBD thinking in a single common framework.
Other approaches, however, have their advantages. Before you start a project, we recommend that you research which approach best fits your needs. And most importantly, that you do not become too fixated on one approach.
Use what is beneficial.
STEP 1: FRAMING THE JOB
We construct a Job to be Done in two steps:
The one-sentence Job Statement allows us to use the customer’s voice to articulate all of their needs in a given situation.
The Job Map’s eight steps assist us in identifying the smaller tasks and activities that customers perform to complete their job.
The customer’s Job Statement describes the outcome he or she is ultimately hoping to achieve or the struggle he or she wants to overcome using a simple sentence structure and the customer’s own words.
The sentence structure below aids in clarity:
- The Customer Voice: The statement should be written from the customer’s point of view, using their words and perspective on the world. Begin the idea by identifying themselves in this context.
- The Improvement Pathway: What kind of improvement does the customer want? For instance, is it an increase or a decrease?
- What is being enhanced: Health, flavor, efficiency, or safety.
- Who Will Benefit from the Improvement: For example, ordering produce, planning financial health, finding the right wine, or ensuring your family’s health and safety.
- Contextual Clarifier: What best describes the customer’s current situation?
The Job Description should be brief and to the point. It should avoid biassing product teams in favor of one solution or another.
Be aware of the following common pitfalls when writing the Job Statement.
What Are The Common errors in Job Statement writing?
Common errors in Job Statement writing include:-
- Using your words rather than the customer’s: Teams can easily use their unique terminology and perspectives. Consider whether a customer would use these words to describe their experience.
- Ignoring the fact that the customer is not you: We sometimes assume that the customer already knows about the problem we want to solve or the product. We haven’t yet been created. Make sure that the statement reflects the customer’s current knowledge and awareness.
- Ignoring the big picture: The customer always has a broader view. Make sure to describe the customer’s situation, not your solution, in which your future product will play a role.
The JTBD Universal Job Mapping
We outline the smaller tasks and activities customers currently do to complete their job using the eight steps of the Job Map. Be aware of the following common pitfalls when writing the Job Statement.
- Define and plan: The customer creates an initial plan for their approach to achieving their goal, consciously or subconsciously.
- Find the required input: The customer identifies and locates the information needed to decide.
- Prepare: The customer organizes and makes sense of the information, filters and qualifies it, develops theories, and either searches for more details or decides what to do.
- Confirm and validate: The customer decides to take action and validates his or her decision.
- Execute: The customer carries out the decision’s action or procedure.
- Monitor: The customer monitors the effects and outcome as the decision is made.
- Modify: Monitoring generates new information, prompting the customer to reconsider their original decision. Did they make the right decision, or do they need to go back and create a new one based on the further information? Do they simply finish (move on to the next phase), or do they constantly monitor and improve their decision?
- Conclude: In some jobs, the customer concludes that their journey is over. They assess their situation based on their assessment from the modify phase and decide whether they are happy or not, and they learn from it.
STEP 2: DISCOVERING THROUGH INTERVIEWS
Jobs are not created; instead, they are discovered. Businesses do not seek out friction; they use innovative processes to deal with it. We need to figure out how this happens.
Qualitative interviews are central to Jobs to be Done Theory, and your team should conduct them. They should be firsthand accounts. This is an excellent opportunity to tap into a company’s undiscovered voices to better understand the organization’s practices.
STEP 3: VALIDATE THE DATA
We want to quantify the essential Customer Criteria and identify our most significant growth opportunities now that we’ve identified them. In this step, we will conduct an extensive quantitative survey covering our last 50-150 Customer Criteria. We will ask our target group two critical questions for each criterion:
- On a scale of 1 to 5, how important is this criterion to you?
- On a scale of 1 to 5, how satisfied are you with your current options for satisfying it?
The more people we can poll, the more accurate the data. Given the importance of these insights, the time and effort invested here will be rewarded.
Step 4: IDENTIFY THE BIG OPPORTUNITIES
We will now visualize the survey results to make the insights immediately available and actionable to the team.
One such example of visualization is Vendbridge’s Job Journey Navigator. Every Customer criterion is mapped like a journey in it, and it is aligned with the Job Map, allowing the team to easily see where immense opportunities are.
This aids in prioritization as we begin to imagine solutions and develop products.
STEP 5: SPIN THROUGH SOLUTIONS
It is now time to connect tasks to be completed with solutions we can provide.
Based on the prioritized opportunities identified by the Job Journey Navigator, we have a list of needs to narrow down to the few that require significant investment.
In this step, we articulate a promise for each opportunity and compare them to see which ones best match our capabilities and the innovation journey we can facilitate.
Why are JTBD principles important?
The Jobs to Be Done principle can be applied in various situations and can help you in your business in multiple ways. Consider the following examples of application areas:
- Customer Centricity – entails developing a shared understanding of your customers and their needs for you and your team.
- Customer Segmentation – Jobs to be Done can be used to create a new type of segmentation by asking for the various jobs.
- Marketing – customer approaches can be improved by addressing relevant product features, for example.
- Competitive intelligence – Jobs to be Done – can offer a unique perspective on the market and competitive landscape.
Jobs to be Done allows you to create new products and business models more closely aligned with your customers’ needs.
Job To Be Done examples
Use Linkedin to get the job done
LinkedIn has over 800 million users, less than Instagram or Facebook, but it outnumbers any other business networking platform the world has ever seen. Every LinkedIn user has considered upgrading to the premium service at some point. And when you click the button to learn more, you’ll notice something that should now look very familiar.
To talk about JTBD without mentioning this example would be like talking about spy movies without mentioning James Bond. Clay Christensen, the father of JTBD theory, wrote the most famous JTBD case study. It investigates why morning commuters buy milkshakes from fast food restaurants.
Pipedrive reveals surprising CRM goals.
In a famous Everyone Hates Marketing podcast, Alan Klement discusses how JTBD sheds new light on what people want a CRM tool to do for them. The three main tasks identified were to organize their work, improve their sales process, and scale their team. The fact that there is no mention of the customer is intriguing.
All your songs in your pocket
Apple’s tagline of “1,000 songs in your pocket” when it released the first iPod is another famous example frequently cited in MBA marketing texts. Marketers now say this is clever because it is a benefit that anyone can understand. As opposed to saying it has 5MB of storage, which meant nothing to anyone in 2001.
Jobs to be done is a new theory or methodology that asks customers not about their characteristics but about the higher-level tasks (jobs) they want to complete.
This results in a new perspective on the product, the user, and the competition. In practice, the approach can be well combined with standard methods, such as those from design thinking.
It gives a customer’s view of the underlying needs or desires a product or service can satisfy. This does more than just help you get to know your customer better. It will also provide engaging, sometimes surprising, information about your company and its products and services. These may even contradict your preconceived notions.
Who knew milkshakes were so famous as a breakfast item, for example?
Every stage of the product development strategy is focused on creating the best solution to an articulated need by embracing JTBD. This mitigates the risk of developing products and services with admirable qualities but floundering because they are looking for a problem to solve or a need to fill.