A Simple Guide to Understanding Customer Jobs-to-Be-Done for Innovators
Innovation often feels unpredictable, but it doesn’t have to be. Many companies rely on customer data to drive their strategies but struggle to produce successful outcomes. Why? Because they focus on surface-level demographics and not on what really matters: the job the customer is trying to get done.
The Jobs-to-Be-Done (JTBD) theory shifts the focus from who the customer is to why they are making a purchase. This approach transforms innovation from a gamble into a process of solving real problems, leading to products that customers want and will continue to use.
What Is the Jobs-to-Be-Done Theory?
The Jobs-to-Be-Done (JTBD) theory offers a fresh way to understand customer needs. It explains that customers don’t just buy products—they hire them to complete a specific task, solve a problem, or achieve a goal. If the product helps them accomplish their job, they will return to it. If not, they will replace it with something else.
Why Innovators Should Focus on Jobs, Not Customers
Traditional innovation often focuses on customers' demographic profiles—like age, gender, or income. However, these factors don’t reveal the true motivations behind purchases. Instead of focusing on who the customer is, JTBD focuses on what the customer is trying to achieve.
For example, instead of just knowing that a customer is 35 years old and drives a compact car, JTBD asks why they are purchasing a specific car model. Are they trying to commute efficiently, reduce fuel costs, or feel safer on long road trips? Understanding the job they need to get done helps innovators develop products that directly meet those needs.
Real-World Example: Selling Condos by Solving Emotional Barriers
A real estate developer in Detroit struggled to sell condos despite extensive marketing and product upgrades. After speaking directly with buyers, consultant Bob Moesta discovered that the real barrier wasn’t a lack of appealing features in the condos, but an emotional attachment to large dining room tables that symbolized family memories. Once the company provided storage and design solutions for these sentimental items, sales dramatically improved. By focusing on the emotional job buyers needed done, they overcame a major hurdle in the buying process.
Identifying the Jobs Customers Need to Get Done
How can you discover the jobs your customers are trying to complete? Here are five simple questions to guide your analysis:
What is the customer trying to achieve?
Understanding the core task your customer wants to complete is the first step. It could be something as practical as "find a quick lunch" or as emotional as "feel confident at an important meeting."Where are there gaps in the market?
Look for areas of nonconsumption, where customers are struggling to find a solution. For example, Southern New Hampshire University identified that older learners needed flexible education solutions and created a successful online degree program tailored to them.What work-arounds are customers using?
If customers are using makeshift solutions, they’re likely dissatisfied with current options. For example, Intuit noticed that small businesses were using software designed for personal finance to manage their accounts, so they created QuickBooks specifically for them.What tasks do people want to avoid?
Many jobs involve tasks customers would rather not deal with, like waiting for hours at a clinic. QuickMedx, now CVS MinuteClinics, identified this need and offered walk-in medical services for common ailments.What unexpected uses have customers found for products?
Sometimes, customers use products in ways you didn’t expect. NyQuil, originally marketed as a cold remedy, was used by some to help them sleep, which led to the creation of ZzzQuil—a sleep aid that capitalized on this job customers needed done.
Turning Insights into Innovation
Understanding the job your customer is trying to accomplish allows you to make impactful changes to your products or services. For example, Hershey’s created Reese’s Minis after learning that customers found the original product inconvenient in certain situations, like driving or commuting. This small tweak led to massive sales growth.
Successful innovations also consider the emotional and social dimensions of customer jobs. American Girl dolls, for instance, are not just toys; they provide a rich, meaningful experience through storytelling and connections with history, making them a favorite for nearly 30 years.
Aligning Your Business Around Customer Jobs
Innovation doesn’t stop at product development. Every process in your business—from marketing to customer support—should be aligned with helping customers complete their job. Southern New Hampshire University succeeded in growing its online program by redesigning its admissions and support processes to meet the needs of busy adult learners. By focusing on their customers' job of balancing education with life responsibilities, SNHU became one of the most innovative universities in the country.
Conclusion: Innovation Doesn’t Have to Be Random
Many businesses struggle with innovation because they focus on customer profiles and surface-level data, missing the deeper motivations behind purchases. The Jobs-to-Be-Done theory offers a way to make innovation more predictable by focusing on the specific jobs customers are trying to accomplish.
By understanding your customers' true needs and aligning your products and processes to help them get their jobs done, you can create meaningful, long-lasting innovations that drive success.
More Resources:
Ulwick, T. (2017, February 28). What is Jobs-to-be-Done? JTBD + Outcome-Driven Innovation. Retrieved from https://jobs-to-be-done.com/what-is-jobs-to-be-done-fea59c8e39eb
Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. (2016, September). Know your customers' jobs to be done. Harvard Business Review. Retrieved from https://hbr.org/2016/09/know-your-customers-jobs-to-be-done
Reach out for more at innovation@growthinnovationstrategy.com.
