In today’s competitive business world, having just a good product is not enough. Companies need to understand why customers buy their products and which deeper needs they want to fulfill with them. This is where the Jobs-to-be-Done framework comes into play – a revolutionary way of thinking that shifts the focus from product features to customer needs.
The JTBD concept helps entrepreneurs better understand their target audience and develop products that solve real problems. Instead of asking “What are we selling?”, JTBD asks “What job does our product do for the customer?”
What is Jobs-to-be-Done and why is it crucial?
Jobs-to-be-Done is a framework for innovation and market research popularized by Clayton Christensen. The basic idea is simple but powerful: Customers “hire” products and services to get a specific “job” done.
A “job” is the progress a person is trying to make in a particular circumstance.
This perspective changes everything. Instead of segmenting customers by demographic characteristics, JTBD focuses on the situations and circumstances in which people seek certain solutions.
Why traditional market research often fails
Traditional market research often focuses on:
- Demographic data (age, gender, income)
- Psychographic profiles (personality, values, interests)
- Product features and ratings
JTBD, on the other hand, asks about the “why” behind purchasing behavior. It explains not only who buys but why they buy and in which situations they need a solution.
Example: A milkshake is not just bought by “health-conscious 25-35-year-olds.” In the morning, commuters buy it as a filling, one-handed meal for the commute. In the afternoon, parents buy it as a reward for their children.
The core elements of the Jobs-to-be-Done framework
The JTBD framework consists of several key components that work together to paint a complete picture of customer needs.
The Core Job
The core job is the central problem or need the customer wants to solve. It is:
- Stable over time: People have always tried to get from A to B
- Context-independent: The job exists regardless of specific solutions
- Emotional and functional: Combines practical and emotional aspects
For the sock subscription service, the core job might be: “I want to express my personality through my clothing without constantly searching for new, interesting socks.”
Related Jobs
Related jobs are additional tasks that arise in the context of the core job:
- Emotional jobs: How does the customer want to feel?
- Social jobs: How does the customer want to be perceived by others?
- Functional sub-jobs: What practical steps are necessary?
For the sock service: Emotional job = “I want to feel creative and unique,” Social job = “I want to be perceived as stylish,” Functional sub-job = “I want to receive high-quality socks without effort”
Circumstances
Circumstances define the context in which the job occurs. They include:
- Where the job must be done
- When it occurs
- With whom the customer interacts
- What constraints exist
Outcome Statements
These describe how customers measure success in completing a job. The formula is:
Direction + Metric + Object + Context
“Minimize the time I spend selecting matching socks for my outfits, especially on busy weekdays.”
Step-by-step guide to JTBD analysis
Step 1: Conduct Job Interviews
Job interviews are structured conversations focusing on specific purchase or usage situations.
Preparation:
- Identify customers who recently bought your product
- Prepare open-ended questions that ask “why”
- Focus on a specific purchase situation
Sample questions for the sock service:
- “Tell me about the moment you decided to order a sock subscription.”
- “What was going on in your life when you realized you needed a solution?”
- “What alternatives did you consider?”
- “How would you know the service works perfectly for you?”
Step 2: Job Mapping
Create a detailed map of the job by identifying all the steps a customer must go through.
The eight universal job steps:
- Define – What do I want to achieve?
- Locate – Where do I find solutions?
- Prepare – How do I get ready?
- Confirm – Is this the right solution?
- Execute – How do I use the solution?
- Monitor – Does it work as expected?
- Modify – How can I improve it?
- Conclude – How do I finish the job?
For “expressing personality through socks”:
- Define: “I need interesting socks for my outfits”
- Locate: “Where can I find unique designs?”
- Prepare: “Which style suits me?”
- Confirm: “Are these socks high quality?”
Step 3: Outcome-Driven Innovation
Identify desired outcomes for each job step and assess how well they are currently met.
Evaluation criteria:
- Importance (1-5): How important is this outcome?
- Satisfaction (1-5): How well is it currently fulfilled?
- Opportunity Score = Importance + (Importance - Satisfaction)
Example outcome: “Minimize the time for sock selection in the morning”
- Importance: 4.2
- Satisfaction: 2.1
- Opportunity Score: 6.3 (high innovation opportunity!)
Step 4: Prioritize Jobs
Not all jobs are equally important. Prioritize based on:
- Underserved jobs: High importance, low satisfaction
- Overserved jobs: Low importance, high satisfaction
- Appropriately served: Importance and satisfaction balanced
Step 5: Develop Solution Concepts
Develop product concepts that directly address the identified job outcomes.
Guiding questions:
- How can I better fulfill the most important outcomes?
- Which barriers can I eliminate?
- What new opportunities arise?
Practical example: Sock subscription service analyzed with JTBD
Let’s consider a concrete case: An entrepreneur wants to start a sock subscription service with the slogan “I constantly need new socks – and they shouldn’t be boring.”
Job Statement Definition
Core job: “When I get dressed in the morning and want to express my personal style, I need interesting, high-quality socks that match my outfits so that I feel confident and unique.”
Detailed Job Analysis
Functional dimension:
- Obtain high-quality socks
- Save time shopping for socks
- Find matching designs for different outfits
- Ensure regular replenishment
Emotional dimension:
- Express creativity and individuality
- Experience surprise and anticipation
- Boost confidence through special details
Social dimension:
- Be perceived as stylish
- Create conversation starters with eye-catching socks
- Be part of a like-minded community
Opportunity Mapping
Underserved outcomes (innovation opportunities):
- “Minimize the time I spend finding matching socks for new outfits”
- “Maximize the likelihood of receiving socks that exactly match my taste”
- “Reduce the risk of buying socks that lose shape or color after a few washes”
Solution concept based on JTBD:
- Personalization algorithm: Customers fill out a style questionnaire
- Quality guarantee: 30-day exchange guarantee for quality defects
- Styling tips: Monthly emails with outfit inspirations
- Community platform: Customers share their favorite outfits with received socks
Competitor analysis through the JTBD lens
Direct competitors:
- Other sock subscription services
- Online sock shops
- Retail stores
Indirect competitors (alternative job solutions):
- DIY sock design
- Second-hand shopping for unique pieces
- Accessories like watches or jewelry for personality expression
- “Non-consumption” – accepting boring socks
Common mistakes when applying Jobs-to-be-Done
Mistake 1: Formulating jobs too product-specifically
Wrong: “I need a sock subscription” Right: “I want to express my personality through my clothing”
The job should be solution-agnostic. Customers don’t need products – they want progress in their lives.
Mistake 2: Confusing demographic segmentation with JTBD
Wrong: “Our target group is 25-40-year-old men with high income” Right: “People who find themselves in situations where they want to express individuality through subtle clothing details”
Jobs cut across demographic boundaries. A 25-year-old student and a 45-year-old manager can have the same job.
Mistake 3: Considering only functional aspects
JTBD always includes three dimensions:
- Functional: What needs to be practically done?
- Emotional: How does the customer want to feel?
- Social: How does the customer want to be perceived?
Buying socks is never just functional. It’s also about self-expression (emotional) and image building (social).
Mistake 4: Defining jobs too broadly or too narrowly
Too broad: “I want to be happy” Too narrow: “I need red socks with dots” Right: “I want to express my personal style through interesting clothing details”
Mistake 5: Confusing outcomes with features
Feature-thinking: “Our socks have antimicrobial treatment” Outcome-thinking: “Reduce unpleasant odors even after long workdays”
Features are solutions; outcomes are desired results. JTBD focuses on outcomes.
Mistake 6: Analyzing single purchase decisions instead of job context
Wrong: “Why did you buy these socks?” Right: “Tell me about the situation that led you to look for a new solution for your sock problem?”
The focus should be on context and situation, not on the product decision.
Conclusion
Jobs-to-be-Done is more than just a framework – it is a fundamental mindset that separates successful entrepreneurs from less successful ones. By consistently applying JTBD, you can:
- Identify real customer needs instead of relying on assumptions
- Develop innovative solutions that are truly needed
- Sharpen your positioning and differentiate from competitors
- Sustainably increase customer satisfaction through better job fulfillment
The JTBD framework helps ask the right questions: What job are customers really doing with our product? In which situations does this job occur? How do customers measure success in completing the job?
Applying JTBD requires time and practice, but the investment pays off. Companies that understand their customers’ jobs make better product decisions, develop more compelling marketing messages, and build stronger customer relationships.
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