Jobs-to-be-Done (also known as JTBD or Jobs Theory) is an innovation method that is rapidly being adopted for good reason: it is proven to work. The method and theory have a long history. Some of JTBD is not new, but the power of the method is that it brings together all the elements that your product, marketing and sales teams need to win consistently in your market. It is a complete innovation method that starts and ends with the most important person: your customer.
JTBD is a method to coordinate your product, market, and sales teams. It centers your work on your customer and helps your team agree on your product roadmap prioritization, your marketing messages, and your sales strategies. It enables executives to confidently make product roadmap investment decisions and mitigate the risk that your roadmap does not generate the growth and profitability you need to create equity value and increased share price.
This page explains JTBD theory and illustrates the techniques using detailed examples in consumer, business, and medical markets. You can apply the theory and techniques in your market as well.
A good way to test if a method and theory will work, is to apply it to a real-world situation. Imagine you are on a product, marketing, or sales team and your mission is to beat Apple and Google Maps? How would you do it.
In the introductory video below, we show you how you could use Jobs Theory and our methods to beat Apple and Google Maps. This seems like an impossible task since Apple and Google have about 100% market share in this market and they are fierce competitors with combined $2 Trillion (yes Trillion with a T) market caps and $200 Billion in cash. But it is possible by focusing on how and why customers struggle to get their job done when using Apple and Google Maps.
This video is a great way to start with JTBD. It includes detailed examples of how to use the method to beat your competitors.
"Your customers are not buying your products. They are hiring them to get a job done."
Jobs-to-be-Done market sizing identifies stable, attractive markets, avoiding product-based market mistakes such as under-sizing and targeting a disappearing market.
Unmet needs in the job are stable, objective, measurable, and precise articulations of customer problems.
Demographics don't cause people to use products. Segment your market by common struggles, not demographics.
Use the unmet needs in the job to prioritize the customer problems you will target and the features you will deliver.
Satisfying customer needs better than competitors is the key to revenue and equity growth. Learn how to get cross-functional teams to agree on your customer's needs.
Set a threshold for new products by measuring how fast and accurately your customers satisfy needs with the existing solutions.
Use the unmet needs in the job and the competitive benchmarks as objective criteria to judge if a new idea is worth investment.