Presenting the reasons to use JTBD as part of product development and presenting the main areas on the JTBD Framework.
How to define the customer isn't covered.
3. This is the 20th century business model
It’s one directional:
○ The business gets ideas of what
their customers want and produce
products based on them.
○ Marketing makes them desirable to
customers.
But this model is getting obsolete …
Company Customer
Marketing
4. Because we are in the Age of the Customer
Today’s always-connected customers
don’t care if it’s a sales, service, or
marketing interaction.
They just want their needs to be met on
their terms in a consistent way.
— Forrester
CompanyCustomer
Outbound Marketing
Social Media
Customer Services
5. Example of a sign
of this change
Millennials and Gen Y leading the
Age of the Customer.
7. Her name is Zoe Suggs aka Zoella
A vlogger showing her love for hair and
makeup in her youTube videos.
Her vlog has 6.6M subscribers and over
300M video views. She has a beauty range
with Superdrug and record-breaking book
called girl online.
Some YouTube vlogeers are more famous
and earn as much as Hollywood/Music
Stars!
8. Millennials enjoy an intimate and authentic experience with
YouTube celebrities, who aren’t subject to image strategies
carefully orchestrated by PR pros.
— Survey by Jeetendr Sehdev, marketing professor at USC
9. However working with needs is hard
With traditional UCD methods is difficult to determine:
○ Correlation between impact and need
○ Complexity of forecasting needs value to allow us identifying those worth solving
○ Need satisfaction KPIs/metrics
○ Core behaviours/fears that prevent customers from fulfilling needs
11. Customers don’t want a quarter-inch drill bit, they want a
quarter-inch hole .
— Leo McGinneva
12. JTBD is about figuring out why customers choose a product over another
HiredFired
JTBD
People don’t care about solutions they care about how solutions satisfy their JTBD.
They will switch when they find a solution that satisfy the JTBD better.
13. Solutions are hired and fired. The JTBD remains the same
Listen to music
on the go
15. JTBD Framework Steps (from Anthony W. Ulwick)
1 32 4 5
Define the
customer
Uncover
customer needs
Define the
Jobs To Be Done
Define competitors and
measure the level of
satisfaction for the JTBD
Find segments of
opportunity
6
Define the value
proposition
7
Formulate the
strategy
16. Solution
Define the JTBD ecosystem and uncover customer needs
Desired
Outcome
Emotional
JTBDs
Pains
Gains
Core JTBD
Social
JTBDs
Functional
JTBDs
Contextual
JTBDs
17. Write the job statement
VERB NOUN - VERB OBJECT CONTEXTUAL CLARIFIER
Feel trendy when going out
18. Write the desired outcome statement
MEASURE
Increase
DIRECTION OF
IMPROVEMENT
her confidence
OBJECT OF CONTROL CONTEXTUAL CLARIFIER
about looking trendy when going out
NEED
19. JTBD explains why Zoella’s vlog is so popular
Increase her
confidence about
looking trendy when
going out
Emotional
JTBDs
Pains
Gains
Core JTBD
Social
JTBDs
Functional
JTBDs
Contextual
JTBDs
○ Genuine
○ Trustworthiness
○ Relating to
○ Impress friends/boyfriend
with new hair styles
Zoella’s personality
○ Upbeat
○ Charisma
○ Looks
○ Millennials don’t respond to
traditional marketing
○ See authentic, ordinary content
○ Annoy/baffle their parents
Feel trendy
when going out
20. Define and measure the forces of progression and regression
PullHabit
Internal pains
Outside world
motivator to change
External pains
Inner motivators
to change
Idea of a better life
Idea of how life will
improve after the change
Solution preference
Triggers to search for
a different solution
Choice
Doubts on how a
product can deliver
progress
Use
Frustrations when
using the solution
Choice
Blockers of
decision making
Use
Existing habits that
prevent retention
Anxiety Push
What keeps customers from
firing their current solution provider
What drives customers to
find and hire a solution provider
21. Define the main competitors and measure the level of satisfaction for the JTBD
Look beyond products of the same type - competition is
whatever customers currently use or are thinking to use for a
JTBD.
To understand the competition landscape:
○ Start with similar or related products
○ But also consider people’s workarounds - self-made
solutions, combinations of other solutions, etc
And to assess competition, learn how customers define the
progress criteria used to assess a solution’s success and failure.
23. 5. Find segments of opportunity
OVERSERVED
CUSTOMERS
WELL-SERVED
CUSTOMERS
UNDER-SERVED
CUSTOMERS
You will end up with a great amount of JTBD.
Now we need to understand which one offer the best opportunities.
For that, identify how satisfied customers are with the way that existing
solutions solve the different JTBD and classify customers into the
following buckets:
24. 6. Define the value proposition
Functional JTBDs
Pull forces
Push forces
Anxiety
Your solution
GAINS
PAINS
CUSTOMER
JOBS
GAINS
CREATORS
PAINS
RELIEVERS
PRODUCTS
&
SERVICES
Generate pull
Change habits
Overcome pains (push)
Reduce anxiety
25. 7. Define the strategy for your solution to a JTBD
Get the job done
BETTER
MORE EXPENSIVE
Get the job done
BETTER
CHEAPER
Get the job done
WORSE
MORE EXPENSIVE
Get the job done
WORSE
CHEAPER
Get the job done
SLIGHTLY BETTER
SLIGHTLY CHEAPER
KEEP
Existing customers
WIN
UNDER-SERVED
CUSTOMERS
WIN
ALL TYPES OF
CUSTOMERS
WIN
CUSTOMERS WITH
LIMITED OPTIONS
WIN
OVER-SERVED
CUSTOMERS
Differentiated
Strategy
Dominant
Strategy
Discrete
Strategy
Disruptive
Strategy
Sustaining
Strategy
26. Where do you
want to be?
Our experience suggest that companies
can win with a dominant strategy if they
introduce a product or service that gets
the job done (addresses the customer’s
unmet desired outcomes) at least 20%
better or 20% cheaply.
— Antony W. Ulwick
“
27. Understand the strengths and weaknesses of your solution
With all these information it is
much easier to define the
Unique Value Proposition of
your product.
It’s also more clear if you have
or not an Unfair Advantage
over your current and
upcoming competitors.
29. Airbnb didn’t innovate because of this …
All of these support adjacent emotional/social/functional
JTBD and the anxieties.
○ Professional-made pictures of the property
○ Reviews guest and host
○ Comms between guest and host under Airbnb watch
○ Ideas of what to do
The website/technology are just the face
of a set of well orchestrated services
30. It was to find a different way
to solve the main JTBD and change habits
Staying in a hotel, BnB, Inn,
it’s comfortable but …
Securing temporary housing in a city I’m visiting
Staying in a real home.
Experience local life.
31. With JTBD UX can really be the third partner in the 3 Amigos model
TechBusiness
UX
TechBusiness
UX
JTBD
2 Amigos 3 Amigos
○ Quantifying needs and pains
○ Defining KPIs to measure it
○ Forecasting impact to product
success/failure
JTBD
32. The man who grasps principles can successfully select his own methods.
The man who tries methods, ignoring principles, is sure to have trouble.
— Harrington Emerson
33. Innovation is hard, there’s no recipe for success
Moving from following methods To fully understand the principles
and master the practice of JTBD
Picture Attribution
Picture Attribution
36. UX London - JTBD talks and workshops
Steph Troeth
Head of research at Clearleft
@sniffles
Workshop:
How to listen for JTBD.
Experienced JTBD
interviewer practitioner.
Jim Kalbach
Head of Customer at Mural
@JimKalbach
Workshop:
JTBD: a way of seeing.
Sian Townsend
Director of research at
intercom
@intercom_uxr
37. You can find me @tea_monster
Picture attribution
If I had an hour to solve a
problem I’d spend 55 minutes
thinking about the problem
and 5 minutes thinking about
solutions.
— Albert Einstein