customers' job to be done

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INNODYNBusiness Growth Development

®

Customers’ Job To Be Done

Jobs-‐to-‐be-‐Done & Demand Crea2on

2014, INNODYN, LLC

Ex: Why do customers buy/use hammers? •  The provider's view is that customers need a hammer to exert controlled blunt force on some object (Ex: a nail) – a customer centric view.

•  The customer’s view is that a hammer is the means to get a “job” done (Ex: hang a picture) – a job centric perspec2ve

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2014, INNODYN, LLC

•  From the producers perspec2ve, the hammer is a product with with features and benefits

•  But, from the customer’s perspec2ve, the hammer is a point-‐in-‐9me solu%on that enables them to get a certain job done

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2014, INNODYN, LLC

•  Customers have “jobs” that arise regularly that they need to get done.

•  Customers set out to “hire” something or someone to do the job as effec2vely, conveniently as possible at the least cost.

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2014, INNODYN, LLC

Jobs To Be Done Old Solu%on New Solu%on Search for informa2on Library Internet Detect enemy at night Flares Night vision Make many products for mass Market Many cra\smen Produc2on line Ingest medicine Pills and shots Skin patches Execute basic legal func2ons Lawyers Legalzoom.com Keep windows clean Clean with Squeegee Self-‐cleaning glass Clean teeth Manual brushing Automated with sound waves

•  All products are “point in 2me” solu2ons.

•  Customers will always migrate to solu2ons that will help them get a job done beber.

•  The products change due to the evolu2on of technology, but the jobs are stable over long periods of 2me.


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“People don’t buy quarter inch drills; they buy quarter-‐inch holes. The drill just happens to be the best means available to get that job done”.

Theodore Levib

Origina2on of the JTBD Concept

Harvard Business School Professor


2014, INNODYN, LLC

•  Most of the 2me customers must do mul2ple smaller jobs to get a Big Job done.

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Big Job

Suppor2ng Job

Suppor2ng Job

Suppor2ng Job

Suppor2ng Job


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Types of customer Jobs (provider perspec2ve)

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Suppor2ng Jobs

Related Jobs

Adjacent Jobs

Update EMR System

Expand Knowledge

Manage Finances

Software Medical Equipment Procedures

Train StaffProvider

Suppor2ng Jobs


2014, INNODYN, LLC

Suppor%ng Jobs

•  All the jobs that are required to do a big job. •  If any required suppor2ng job is missing, then the big job cannot be done.

•  The suppor2ng jobs collec2vely define how the big job gets done.

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Supporting Jobs

Big Job

Related Jobs Adjacent Jobs

Describe a big job that your organization currently helps the customer do via your solution.

STEP 1:

Categorize the supporting jobs as either related to or adjacent to the job that you already help the customer do via your solution.

STEP 2:

STEP 3:

List all the supporting jobs that are necessary to get the big job done.

Related jobs and adjacent jobs are types of supporting jobs.NOTE:


2014, INNODYN, LLC

Related Jobs •  Customer jobs that have similar characteris2cs to a job that a provider is

already helping the customer get done. Take, for example a provider that offers a solu2on for maintaining landing gear on commercial airplanes. Other related jobs include maintaining the exterior of the plane, maintaining the interior of the plane, and maintaining ground support equipment. Because a provider already has a core competence in mechanical aircra\ maintenance, they may be able to help the airline do the other plane maintenance jobs more effec2vely/efficiently than they are currently doing via the other maintenance providers.

Adjacent Jobs •  Customer jobs that do not have similar characteris2cs as the job that a

provider is already helping the customer get done. For example, the JTBD of of training pilots is not at all similar to the JTBD of maintaining landing gear. These two jobs require completely different resources and competences.

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Help me transport passengers safely to their destinations

Help me keep my airplanes in good

operating condition

Help me train Pilots

Help me staff planes with competent crew

Help me maintain the landing gear

Help me maintain the engine

Help me train flight attendants

Help me hire qualified pilots

Help me maintain the exterior of the plane

Help me train ground crew

Help me maintain good ground support

Help me maintain ground

support equipment

Help me hire qualified flight

attendants

Help me maintain the interior of the plane

Help me hire qualified ground crew

Relatd JobsAdjacent Jobs

Customer: Commercial Airline

Provider: Airplane maintenance companyCurrently provides landing gear maintenance

JTBD

Supporting JobsSupporting Jobs

Example



BIG JOB

JTBD

JTBD

JTBD

JTBD

JTBD

JTBD

JTBD

JTBD

JTBD

Related Jobs

Provider

Adjacent Jobs

A More Generic View

?

?

?



PlanSelectDetermine

DEFINE

GatherAccessRetrieve

LOCATE

Set upOrganizeExamine

PREPARE

ValidatePrioritizeDecide

CONFIRM

StoreFinishClose

CONCLUDE

UpdateAdjustMaintain

MODIFY

VerifyTrackCheck

MONITOR

PerformTransactAdminister

EXECUTE

TroubleshootRestoreFix

RESOLVE

Universal Job Map (Customer’s Point of View) JTBD


2014, INNODYN, LLC

•  A job map depicts how a provider does a job as a number of process steps

•  Unlike a tradi2onal process map, a job map does not show what the customer is doing (an ac2vity view)

•  Rather, it describes what the customer is trying to get done (a jobs view).

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Structure of a Job Statement

(Action verb) (Object of action) (Contextual clarifier)

Clean clothes at home

Manage personal finances at home

A job statement is necessary to describe a JTBD


2014, INNODYN, LLC

•  Using the job to be done as a lens, it becomes apparent that customers are o\en trying to perform mul2ple tasks simultaneously to get a big job done.

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•  However, many providers tend to focus their products on a single suppor2ng job (or just a few tasks).


2014, INNODYN, LLC

•  Customer usually have to cobble together lots of incompa2ble solu2ons in order to get the en2re job done

•  They are always looking for solu2ons that can help them get a big job more effec2vely

– Less 2me, less effort, less less cost, etc.

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2014, INNODYN, LLC

Dimensions of Customer Jobs

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Tasks people seek to accomplish

The way people want to feel

How people want to be perceived by others

Functional Jobs

Emotional Jobs

Personal Social

Ex: When buying a car, a person wants to transport themselves from one place to another (func%onal job), but also may want feel successful while driving (personal job) and be perceived as abrac2ve by others (social job).

Important for Design & Marke%ng Phase


2014, INNODYN, LLC

Q: How does the Job-‐to-‐be-‐done become a priority in the mind of the customer?

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Personal & Organiza2onal Values

Trends

Big Job Related Jobs Adjacent Jobs

Priority



Contact service provider and/or access service

Define and/or communicate service needs

Evaluate and/or select service options

Confirm and/or finalize service plan

Adjust service plan and/or its execution

Contact service provider and/or access service

Get questions answered and/or problems resolved

Evaluate and/or monitor service delivery

Fulfill customer responsibilities

Receive Service

Initiate service delivery

Pay for service

Trends can also make a related job or adjacent job more (or less) of a priority.


2014, INNODYN, LLC

Customer Demand: Where Does it Originate? •  Customer demand begins with an awareness of needing

to a job done

•  The func2onal, emo2onal, and social dimensions of the jobs that customers need to get done cons2tute the circumstances that mo2vate them to seek out solu2ons

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2014, INNODYN, LLC

•  Discovering customer jobs that aren’t gerng done very well gives a provider a much clearer roadmap for innova2ng successful products.

•  A jobs-‐to-‐be-‐done perspec2ve is the only way to see accurately what products customers will value in the future, and why.

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2014, INNODYN, LLC

•  The jobs to be done concept can be used as a way to categorize markets based on customer circumstances.

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Defining Markets In a Different Way

•  The way a provider defines its’ market influences which products it develops, the design of those products, and the marke2ng of those products.

§  Defines who is framed as compe2tor and how large specific market opportuni2es are believed to be.


2014, INNODYN, LLC

•  Segmen2ng markets by product type, by price point, by customer behavior, demographics, and psychographics o\en lead providers to aim their new products at phantom targets.

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•  Providers focus on the abributes of products and customers rather than the jobs that customers are trying to get done.


2014, INNODYN, LLC

•  Problem: product and customer characteris2cs are poor predictors of customer demand

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•  Customers’ buying decisions rarely conform to the “average” customer in their demographic; customers do not they confine their search for solu2ons within a defined product category.


2014, INNODYN, LLC

Job-‐based view vs. conven%onal needs-‐based view

•  A jobs-‐based view focuses on the circumstance itself, whereas a needs-‐based view focuses on the customer as the unit of analysis.

•  Needs-‐based analyses o\en fails to ask the fundamental “why” ques2on. If you don’t understand the root of the need, you risk targe2ng the wrong problem.

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Fools Gold


2014, INNODYN, LLC

•  A product stands lible chance of success if it requires customers to priori2ze jobs they haven’t cared about in the past.

•  Customers don’t just “change jobs” because a new product becomes available. Rather, a new product will succeed to the extent it helps customers accomplish more effec2vely and conveniently what they’re already trying to do.

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2014, INNODYN, LLC

•  Innova2ons that make it easier for customers to do what they weren’t already trying to get done compete against customers’ priori2es. This is very hard to do.

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2014, INNODYN, LLC

•  Define customers as job executors

•  Define your markets around the job to be done

•  Help customers get the en2re job done

•  Help customers get more jobs done

•  Target those who will pay the most to get the job done best

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For innova2on, how do we know what customers want?

Or horse carriage?



•  Providers o\en do not get a complete and accurate picture of what [new] solu2ons customers want.

•  Conven2onal VOC methods seek to capture the abributes and characteris2cs that customer want or value in exis2ng solu2ons.

•  For the purpose of innova%on, we want to know the criteria that customers use to define the successful execu2on of a job, not not desired characteris9cs of a solu9on.


2014, INNODYN, LLC

•  Customers not only want to get the job done, but they also want to be able to do it more effec2vely, conveniently, or less expensively.

•  Yet to define just what “more effec2vely” or “more conveniently” means, customers have a set of that define how they want to get the job done, and what it means to get the job done perfectly.

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2014, INNODYN, LLC

•  Just as Providers use metrics to evaluate the output quality of a business process, customers use metrics to measure the successful comple2on of a job.

•  Customers have these metrics in their minds, but they seldom ar2culate them, and companies rarely understand them.

•  These metrics are the customers’ desired outcomes and they represent the customers’ needs with respect to gerng a job done.

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2014, INNODYN, LLC

Customer Desired Outcomes Vs. Func%onal Requirements

•  Desired outcomes: solu2on free value criteria that defines the perfect execu2on of JTBDs.

– Minimize the 2me it takes to clean clothes

•  Func%onal requirements: solu2on-‐specific performance characteris2cs

–  Candle burn 2me (target = 32 hours)

–  PC babery life (target = 8 hours)

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2014, INNODYN, LLC 39 Job Importance

Job

Satis

fact

ion

0

0

6 7 8 9 1054321

1

2

3

4

5

6

7

8

9

10

Gold

Silver

Bronze

Small Growth

Possibilities

Smaller

Very Small

So Watch the Trends!

Trends can shift these

jobs into an opportunity

zones

JTBD Opportunity Zones

Priori2zing JTBDs


2014, INNODYN, LLC

JTBD Growth Strategies •  Core Growth – target unmet needs within current

product plaworms •  Related Job Growth •  Adjacent Job Growth •  Acquire non customers by removing constraint on

consump9on (applies to others)

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•  Disrup2ve Growth – target under served or over served customers that are using exis2ng solu2ons


2014, INNODYN, LLC

Jobs-‐to-‐be-‐Done Steps Needed inputs: growth target, trends analysis, strategic competencies

Step 1: Describe a Big Job that your organiza2on can help a customer get done (or that you are already helping get done).

Step 2: List the suppor2ng jobs that are necessary to get the Big Job done (ar2culate job statements and indicate hierarchical rela2onships among suppor2ng jobs). Step 3: Categorize the suppor2ng jobs as either related or adjacent to the provider’s exis2ng solu2ons (or intended future solu2ons).

Step 4: Priori2ze the JTBD opportuni2es based trends analysis and strategic competencies

Step 5: Choose a JTBD growth strategy 41


2014, INNODYN, LLC

•  Jobs-‐to-‐be-‐done theory explains why customers seek out market solu2ons and the value criteria they use to evaluate solu2ons.

•  However, JTBD theory does not explicate actual customer demand in the context of a compe22ve market.

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•  Need a way to explain why a customer selects a certain solu2on from other compe22ve solu2ons available to them in the market.

customers' job to be done

Business

llc jobs

llc related jobs customer

certain job

types of supporting

required suppor2ng job

mul2ple smaller jobs

job centric perspec2ve

demand crea2on