- is a theory of consumer action. It describes the mechanisms that cause a consumer to adopt an innovation.
is the process a consumer goes through whenever she aims to change her existing life-situation into a preferred one, but cannot because there are constraints that stop her
- JTBD describes how a customer changes or wishes to change
describe the “better me.”
- IMPROVE YOUR LIFE-SITUATION; BECOME MORE THAN YOU ARE
- pull for a better life
- Job To Be Done = task + context
PRINCIPLES OF CUSTOMER JOBS
- People have Jobs; things don’t
- Competition is defined in the minds of customers, and they use progress as their criterion
- When customers start using a solution for a JTBD, they stop using something else
- Innovation opportunities exist when customers exhibit compensatory behaviors
- Favor progress over outcomes and goals
- Progress defines value; contrast reveals value
- Solutions for Jobs deliver value beyond the moment of use
- Producers, consumers, solutions, and Jobs should be thought of as parts of a system that work together to evolve markets
- Improve your life-situation; become more than you are
- markets grow, evolve, and renew whenever customers have a Job to be Done, and then buy a product to complete it (get the Job Done)
- help create and sustain a growth culture
identify your competitors
- products do the same job in the same way
- products do the same job in many ways
- products do different work with conflicting results
Understand the motivation
Dissatisfaction with the current situation
- "A / B tests cannot be performed in this mailing service."
The appeal of the new solution
- “There is this function in another service”
Anxiety that something might go wrong
- “What if in the new service my mailing list gets spam?”
Attachment to what is now
- "I have been using the service for a long time and I know everything there."
Decide the direction to move on
from user story to job story
- focus from personal characteristics shifts to context
- When (situation description),
- I want (motivation)
- To (result).
- When did you purchase the product?
- Where were you?
- What time of day was it? (daytime/ nighttime?)
- What was the weather like?
- Was anyone else with you at the time?
- How did you purchase the product?
- Did you buy anything at the same time?
- It is important to consider not only rational, but also emotional aspects of the decision
- Ask customers about what they’ve done, not just what they want
Ask the right questions to learn how your customers view competition
- Determine if anxiety is a competitor. If it is, find ways of reducing it
Learn what kind of progress customers are seeking. What’s their emotional motivation (JTBD)? Use that to segment competition
- Studying what customers consider as competition helps you reveal what pushes them to change
- Ask yourself, “From which budget will my product take away money?”
- Focus on delivering emotional progress (getting a Job Done)
- Don’t depend on demographics
- Create better advertising and promotional material by speaking to what customers value
Dig deeper when you tap into a struggle or aspiration. How have customers tried to solve it before?
- What might prevent customers from using your product?
- everyone: from Discovery to Delivery
- Teams become more motivated, build consensus, and share a vision when they do Customer Jobs research together
users do not buy your product, but switch to it from something else
- The price of switching to another product = (habit + degree of satisfaction) * fear of change.
- for new and current product
- to add some value to the user
factors for prioritization:
- How important is the “work” itself (estimated from 1 to 10)
- How satisfied are users with the current solution (estimated from 1 to 10)
- What is the potential for developing a better solution
- as early as possible