This article is for readers who already understand the basic idea of JTBD theory for product marketing.

Click here to learn the basic idea of JTBD theory.

Imagine you are an automobile manufacturer who wishes to develop a Jobs-to-be-Done product marketing strategy. Below are the steps you would need to take.

Step 1: Market Definition

First you must determine which, “customer category” and “job to be done” to focus on for value creation.

The following video explains the different, “customer categories.” According to JTBD theory.

For this example we will be focusing on commuters which are in the, “job performer” customer category.

The following video explains the different, “job types.” According to JTBD theory.

For our example we will be focusing on the job of commuting which is a “core job to be done.”

Once we have determined which type of customer and job to focus on. We must write the job statement.

The following video explains the job statement structure. According to JTBD theory.

Lets review our example;

The customer category we are focusing on is job performers, “commuters”
Our job type is a core functional job, “commute”
The job statement is “commuters trying to commute”
- (In this case “commute” is the verb and subject of verb.)
Optional Context description being, “efficiently”

With the above information established, we can write the market statement.

The following video explains how to write market statements. According to JTBD theory.

The market statement of our example is “commuters trying to commute efficiently.”

This market statement contains optional contextual clarifier, “efficiently.”

Step 2: Job Mapping

Once we establish a market statement. We need to map out each step job performers take when performing the job to be done.

The following video explains “job mapping.” According to JTBD theory.

For our example market of “commuters trying to commute,” the job map is as follows.

Step 1: Define goals for transportation solution.

Commuters define the goals they wish to achieve with their transportation solution. Such as deciding on a budget.

Step 2: Locate transportation solutions that will achieve goals.

Commuters conduct research to determine what solutions are available. Such as researching public and personal transportation options.

Step 3: Prepare for selecting transportation solution.

Commuters compare available solution options. Such as a cost comparison.

Step 4: Confirm solution selection.

Commuters select a solution that best achieves transportation goals.

Step 5: Execute solution utilization.

Commuters place the solution into practice, utilizing it for their commute.

Step 6: Monitor solution experience.

Commuters monitor their experience with the chosen solution to determine satisfaction.

Step 7: Modify transportation solution. (In this case, there may or may not be a “Modify” step)

Commuters pivot if the chosen solution does not satisfy their ability to achieve defined goals.

Step 8: (In this case there is no “Conclude” step since the job to be done is continuous.)

Step 3: Uncover Anticipated Outcomes

Each step in the job map has anticipated outcomes. Meaning that job performers have one to a few outcomes they anticipate at each step of the job map.

The following video explains, “anticipated outcomes.” According to JTBD theory.

The following video explains the anticipated outcome statement structure. According to JTBD theory.

Anticipated outcomes are discovered through job performer interviews.

For our example, in the define stage job performers are defining goals for their transportation solution. One anticipated outcome of this step is, “reduce the chances of failing to align life and transportation goals.”

Step 4: Quantify Which Anticipated Outcomes are Satisfied or Unsatisfied

Once we have uncovered anticipated outcomes of our job performers, we need to quantifiably verify which are satisfied or unsatisfied through customer surveys. This will inform us which anticipated outcomes to focus on for value creation.

The survey section for our example anticipated outcome would be as follows.

When defining goals for your transportation solution, how important is it to reduce the chances of failing to align life and transportation goals? Select from the following.

1 - Not important at all

2 - Somewhat important

3 - Important

4 - Very important

5 - Extremely Important

When defining goals for your transportation solution, how satisfied are you with your ability to reduce the chances of failing to align life and transportation goals? Select from the following.

1 - Not satisfied at all

2 - Somewhat satisfied

3 - Satisfied

4 - Very satisfied

5 - Extremely satisfied

Step 5: Opportunity Discovery

Survey responses are then used to calculate an importance and satisfaction score for each anticipated outcome. Using the following formulas;

Importance: (Mode ≥ 4) × 10

Satisfaction: (Mode ≥ 4) × 10

The importance and satisfaction scores are then used to determine the opportunity grade. With the following formula;

Importance score + max(Importance score – Satisfaction score, 0)

The following video explains opportunity landscaping. According to JTBD theory.

The opportunity grade is then graphed on a scatter plot. Where the opportunity grade lands on the scatter plot, informs us on how to create value around that anticipated outcome.

Opportunity grades that fall on section #1

Achieving this anticipated outcome is not very important to the customer. Customers are also extremely satisfied with their current ability to accomplish this anticipated outcome. Targeting this anticipated outcome for value creation would be good for those who wish to utilize a disruptive strategy. One which helps customers get the job done worse but at a lower cost than alternate solutions would.

Opportunity grades that fall on section #2

Achieving this anticipated outcome is important to the customer. Customers are also satisfied with their current ability to accomplish this anticipated outcome. Targeting this anticipated outcome for value creation would be good for those who wish to utilize a sustaining strategy. Offering customers a solution that has little to no price or product changes and helps them get a job done as effectively as alternate solutions would.

Opportunity grades that fall on section #3

Achieving this anticipated outcome is very important to the customer. Customers are also not satisfied with their current ability to accomplish this anticipated outcome. Targeting this anticipated outcome for value creation would be good for new market entrants. Who wish to utilize a differentiation strategy by providing to customers a solution that helps them get the job done better than alternate solutions would.

Opportunity grades that fall on section #4

These are hybrid anticipated outcomes. Meaning this outcome is important for some customers but not for others. Customers are also both satisfied and not satisfied with their current ability to accomplish this anticipated outcome. Targeting this anticipated outcome for value creation would be good for those who wish to utilize a dominant strategy. Offering customers a solution that helps them get the job done better than alternative solutions would but at a lower cost.

Step 6: Strategy Execution

Identify and focus on the specific unmet needs where you can deliver the greatest value to the largest portion of your customer base.

Possible Opportunities

High-Impact Opportunities: Needs that are widely unmet across the entire market, affecting all anticipated outcome segments.

Multi-Segment Opportunities: Needs that remain unmet in several anticipated outcome segments, but not in every segment.

Segment-Exclusive Opportunities: Needs that are unmet and specific to a single anticipated outcome segment.

Leading-Segment Opportunities: The most significant unmet needs in each of the anticipated outcome segments.

Actions to Consider

For;

Sales and Marketing Teams

Positioning products
Developing value propositions
Creating content

Research and Development Teams

Generating concepts
Evaluating concepts

Prioritizing pipeline projects
Developing patent portfolios

Strategies to Consider

Differentiation Strategy: When a business identifies and focuses on a group of underserved consumers. Introducing a new product or service that accomplishes one or more jobs more effectively, at a considerably higher cost than competing solutions.

Dominant strategy: When a business aims to reach every customer in a market with a new product or service that accomplishes a job much more effectively and at a considerably lower cost.

Disruptive strategy: When a business identifies and aims at a group of customers who are overserved or nonconsumers. They introduce a new product or service that allows these customers to accomplish a task at a lower cost, although not as effectively as existing solutions.

Discreet strategy: When a company focuses on a specific group of customers who have limited alternatives and are ready to pay a premium for a product that gets the job done less effectively but fulfills their needs.

Sustaining strategy: When a brand launches a new product or service that gets the job done marginally better and/or at a marginally lower cost.

If the opportunity grade of our anticipated outcome example, “reduce the chances of failing to align life and transportation goals” lands in section 3. That would mean that commuters are not satisfied with their current ability to achieve the anticipated outcome but achieving it is important to them.

Marketing teams can execute a differentiation strategy by shaping value propositions that communicate an accurate long term cost of owning one of your vehicles. So job performers can accurately determine whether choosing your vehicle for their commuting needs will align with their life and transportation goals or not. Better than they could with competing solutions. Content which communicates that value proposition can then be created. This is just one simple example of how we can create value around this anticipated outcome.

How to Write Jobs to be Done Marketing Strategy: JTBD Theory