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Jobs-To-Be-Done Framework - An Introduction
The document introduces the Jobs-to-Be-Done (JTBD) framework, emphasizing that customers 'hire' products to accomplish specific jobs rather than based on demographic categories. It details principles of JTBD, including customer behavior during product selection and importance of understanding the emotional and social aspects influencing decision-making. The framework advocates for customer interviews to uncover their journeys and needs in solving problems with products.
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Jobs-To-Be-Done Framework - An Introduction
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- 3. Focused on theproduct
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- 5. Profiled their targetedconsumers into market segments
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- 9. They interviewed them aboutthe purchase
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- 11. We buy becausea product helps us get a job done. We hire products to do jobs for us.
- 12. Jobs-To-Be-Done Conventional Marketing Framescustomers by attributes—using age ranges, race, marital status, and other categories. Focused on what companies want to sell, rather than on what customers actually need. Focuses on the problem customers would like to solve. Focuses on understanding the “job” for which customers find themselves “hiring” a product or service.
- 13. Some jobs aretimeless, but the solutions may not be.
- 14. Transporting documents tofar away places. Pharaohs hired foot couriers & homing pigeons to transport documents President Roosevelt hired trains to get his documents across the US Today businesses hire FEDEX to fly their documents across the world.
- 15. JTBD Principles • Job:A situation someone wants to resolve • Hire: Choosing and using a job • Fire: No longer using a solution for a Job-To-Be-Done • Consideration Set: Solutions being considered to hire for the job • The Switch: The moment where there is an explicit choice towards a new solution • Forces: Emotional energy when using, buying, or switching to a product
- 16. The Equation ofProgress Jobs-to-be-Done forces diagram by Margaret Wilkins.
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- 18. Switchers are important Byinterviewing Switchers we learn The Real Story Trade-offs Consideration Set
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- 20. Point of Purchase Finding the firstthought Uncover the consideration set, emotions, and anxieties Interview Technique
- 21. Interviews Help You •Understand the journey your customer had to undertake in order to make the commitment to your product. • Get a better picture of the various emotional and social aspects influencing the decision-making process.
- 22. Review • Customers findthemselves with a problem they would like to solve. • JTBD is focused on understanding the “job” for which customers find themselves “hiring” a product or service. • Use interviews, timelines, the forces of progress to help you understand the journey your customer had to undertake in order to make the commitment to your product. • Learn more at https://medium.com/the-job-to-be-done
- 23. “People do notwant a quarter-inch drill, they want a quarter inch hole.” Theodore Levitt American Economist and Professor at Harvard Business School
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Editor's Notes
- #2 Hello Everyone First I want to thank you for taking the time out of your busy day to hear my presentation. It is a great honor for me. So recently I came across the Jobs-To-Be-Done Framework and was really excited to learn of this way of approaching product/service design.
- #3 The Milkshake Story: A fast-food chain wanted to improve the sales of their milkshakes.
- #4 They added more flavors. More toppings. They made it creamier than other fast-food chains’ milkshakes but the results were not great.
- #5 Then they asked customers how they could improve their milkshakes. They used the feedback to change the product. Again without significant results.
- #6 They profiled their targeted consumers into market segments and calibrated the milkshakes according to the related consuming habits. Then they focused on the market segment yet still no results.
- #7 Then a researcher in the team redefined the problem by trying to find out what people were trying to get done that caused them to hire a milkshake.
- #8 What they found out was that most customers buying a milkshake were alone, wearing work clothes, would do it before 8 AM and would only buy a milkshake.
- #9 They asked them about the context of the purchase (not about the product): What were they doing?, what went through their head, etc. They found out that people were buying a milkshake to make their driving to work less boring.
- #10 Consumers didn’t really care about the taste. They needed something they could consume immediately, with one hand, that lasted and didn’t easily stain. Milkshake does this job better than its competition: donuts, bananas, bagels, etc. Transition: And then it happened!
- #11 So after discovering this insight they made the purchase of milkshakes easier for commuters by installing a dedicated self-service kiosk. It allowed out-of-the-box solutions. Sales went up, without having to alter the product. Looking at this example a question comes up
- #12 Why do we buy products? We buy because that product/service helps us get a job done. We hire products to do jobs for us. For example We don’t want a freight train. We want goods transported. We don’t want a TV. We want entertainment. We don’t want a scale. We want weight management. We don’t want an accounting system. We want financial tracking. We don’t want a hose. We want healthy plants.
- #13 Now: Let’s compare the Jobs-To-Be-Done framework with conventional marketing.
- #14 As we encounter situations in our lives, we need a solution which will carry us from where we are, to where we want to be. Transition: Now let’s look at an example.
- #15 Consider the Job of Transporting Documents Needs don’t change. Jobs don’t change. The means to get that job changes. So the opportunity for innovation lies in focusing on the job. Transition: Now let’s look at some of the principles behind this framework.
- #16 Job: A situation someone wants to resolve Hire: Choosing and using a Job Fire: No longer using a solution for a Job-To-Be-Done Consideration Set: Solutions being considered to hire for the Job The Switch: The moment where there is an explicit choice towards a new solution Forces: Emotional energy when using, buying, or switching to a product These are some of the principles. Let’s look at the tools that are used in this framework.
- #17 Progress Making Forces: Push of the situation (e.g. frustration, what you’re doing now isn’t working and you are ready to change) Pull of a new solution (e.g. the pull or draw of something new or better) Progress Hindering Forces: Allegiance to the past (e.g. comfort of the known or history) Anxiety around the new solution (e.g. anxiety or fear of the new solution, know-how, cost)
- #19 Interviewing Switchers helps to highlight the criteria people use to hire or fire a product.
- #20 Because we want to eventually uncover anxieties, motivations & situations, we want to help the customer become familiar with recalling emotional subtleties. The Point of Purchase When did you purchase the product? Where were you? Finding the first thought When did you first realize you [needed something to solve your problem]? Where were you? Were you with someone? Download Template from https://jtbd.info/jobs-to-be-done-interview-template-30421972ab2a#.elxjb2r9h
- #21 Because we want to eventually uncover anxieties, motivations & situations, we want to help the customer become familiar with recalling emotional subtleties. The Point of Purchase When did you purchase the product? Where were you? Finding the first thought When did you first realize you [needed something to solve your problem]? Where were you? Were you with someone?
- #22 Note about the forces: You don’t need to be anywhere precise. Concentrate on getting the Timeline right. You will uncover a lot of the forces when analyzing your notes and recordings. Anchor the customer at the switch/purchase and work your way back, filling in the details.
- #24 Here is a quote by Theodore Levitt. A Professor at Harvard Business School This quote that sums up the essence of the Jobs-To-Be-Done Framework