Jobs-to-Be-Done (JTBD) Growth Strategy Matrix (PowerPoint PPTX Slide Deck)

DESCRIPTION

This product (Jobs-to-Be-Done [JTBD] Growth Strategy Matrix) is a 32-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.

After the identification of a customer group, it is time for the organization to decide which of them it should target and how. It needs to ascertain the full range of customer jobs that have to be completed (including both underserved and over-served needs).

Leadership must consider and select the approach needed to win in a market. They need to decide if they want to add a new feature to an existing product, develop a less expensive version of a product, or take an alternative path.

The JTBD Growth Strategy Matrix aids in narrowing down the best possible strategies for a particular situation. The basic premise is that the product should complete a customer's job quicker, better, and more affordably.

This slide deck showcases 5 distinct Growth Strategies, rooted in the JTBD Growth Strategy Matrix, providing organizations with the flexibility to select the most viable Customer and Product Strategy based on their specific circumstances.

1. Differentiated Strategy – Adopted when an organization identifies underserved consumer groups and targets them with a new product or service that performs a job (or several jobs) much better yet costs significantly more.

2. Dominant Strategy – Adopted by those businesses that focus on every customer in a market with a new product or service that does the job noticeably better and cheaper.

3. Disruptive Strategy – Used when an organization identifies and targets a group of over-served customers or non-consumers with a new Value Proposition that enables them to complete a job more affordably but less effectively than competing offerings.

4. Discrete Strategy – Used when a customer's options for completing a job are limited by law, the physical world, their emotions, or other factors.

5. Sustaining Strategy – Adopted when an organization offers a new product or service that only marginally performs better and/or costs marginally less.

Each of these Growth Strategies is discussed in depth, including provided examples. Growth Strategies derived from the JTBD Framework involve identifying and addressing unmet customer needs, improving existing products, or creating new products to better fulfill customers' jobs. These 5 strategies cover every scenario a business can encounter when considering a product or service strategy.

This PowerPoint presentation on JTBD Growth Strategy Matrix also includes some slide templates for you to use in your own business presentations.

The JTBD Growth Strategy Matrix elucidates the cause of a new Value Proposition's success or failure in the market. This framework demonstrates an innovation success rate of 86% compared to a traditional innovation process average of 17%.

Source: Best Practices in Growth Strategy, Customer-centric Design PowerPoint Slides: Jobs-to-Be-Done (JTBD) Growth Strategy Matrix PowerPoint (PPTX) Presentation Slide Deck, LearnPPT Consulting

PPT SLIDE DEEP DIVES

Strategic Framework for Customer Job Analysis

This PPT slide presents the Jobs-To-Be-Done (JTBD) Growth Strategy Matrix, which serves as a framework for organizations to evaluate their market strategies based on customer needs. It emphasizes the importance of understanding customer segments and their specific jobs to be done. Leadership is urged to contemplate their strategic direction—whether to enhance an existing product, introduce a budget-friendly variant, or pursue an entirely new approach.

The matrix itself is divided into 4 quadrants, each representing different strategies based on how well a product accomplishes customer jobs and its pricing. The vertical axis indicates the effectiveness of getting the job done, while the horizontal axis reflects the pricing strategy. The top left quadrant suggests a focus on delivering better results at a lower cost, which is typically the most favorable position. Conversely, the bottom right quadrant indicates a strategy that may involve higher costs while delivering inferior results.

The text highlights that the fundamental principle guiding this matrix is the need for products to fulfill customer jobs more efficiently and economically. Organizations can use this framework to assess their offerings and identify opportunities for improvement or innovation. By analyzing where their products fall within the matrix, companies can make informed decisions about product development and market positioning. This approach not only aids in understanding current market dynamics, but also facilitates the identification of gaps in customer satisfaction, enabling a more targeted and effective strategy for growth.

Strategic Customer Segmentation Using JTBD Matrix

This PPT slide presents the JTBD (Jobs-to-Be-Done) Growth Strategy Matrix, focusing on customer placement within 4 distinct quadrants. Each quadrant represents different customer segments based on their needs and the value proposition offered by organizations. The vertical axis indicates whether customers feel their jobs are being done better or worse, while the horizontal axis reflects pricing strategy—charging more or less.

The upper left quadrant targets customers with underserved needs. Here, organizations are encouraged to develop products that fulfill these needs more effectively than competitors, allowing them to charge a premium. This segment represents a significant opportunity for growth, as these customers are likely to be more satisfied with superior offerings.

In contrast, the lower left quadrant includes customers with limited options. Companies can charge more for their products in this segment, even if they lack a distinct advantage over competitors. This suggests that the mere availability of options can justify higher pricing, highlighting the importance of market presence.

The right upper quadrant encompasses customers with either underserved or overserved needs. This group can be approached with better-performing products that are also less expensive. The strategy here is to attract customers by offering superior value at a competitive price point.

The slide emphasizes that understanding these segments allows organizations to tailor their strategies effectively. By identifying where customers fall within this matrix, executives can make informed decisions about product development and pricing strategies, ultimately enhancing customer satisfaction and driving growth.

Targeting Restricted Clients with Discrete Strategy

This PPT slide presents an overview of the Discrete Strategy within the context of the JTBD (Jobs-to-Be-Done) Growth Strategy Matrix. It outlines how this strategy is employed by businesses targeting a specific demographic of clients who face restrictions in their options for completing a job. The overview section emphasizes that Discrete Strategy is applicable when customers' choices are constrained by various factors, including legal limitations, physical barriers, or emotional considerations.

The strategy utilization segment elaborates on the conditions under which a business might adopt this approach. It highlights that Discrete Strategy is effective when a more expensive version of an existing product is likely to be accepted by a captive customer base. This acceptance may arise from the lack of alternatives or the unique circumstances surrounding the customer’s needs. The text suggests that understanding the limitations faced by clients is crucial for justifying the higher costs associated with the product.

Examples provided illustrate the application of Discrete Strategy in real-world scenarios. For instance, individuals who cannot access traditional banking services may resort to costly check-cashing services. Similarly, airline passengers are forced to pay premium prices for food and beverages due to security regulations that prevent them from bringing their own. Other examples include venues like movie theaters and theme parks, which capitalize on restrictions such as baggage limitations.

The concluding note indicates that while employing a Discrete Strategy can lead to significant profits, it may also attract criticism for being exploitative. This duality presents a challenge for businesses considering this approach, as they must balance profitability with customer perception and ethical considerations.

Leveraging Dominant Strategy for Market Disruption

This PPT slide presents an overview of the "Dominant Strategy" within the context of the JTBD (Jobs-to-Be-Done) Growth Strategy framework. It emphasizes that this approach is particularly appealing for new entrants in a market. The core idea is that businesses adopting a Dominant Strategy focus on delivering a product or service that significantly outperforms existing options in terms of both quality and cost.

The "Overview" section highlights that a Dominant Strategy is characterized by its focus on every customer in the market. It suggests that businesses can gain traction by introducing offerings that are at least 20% superior and 20% less expensive than those of competitors. This sets a clear benchmark for potential success.

The "Strategy Utilization" part explains the challenges faced by established players. It notes that existing companies often find it difficult to defend against new entrants employing a Dominant Strategy. This is largely due to the substantial margin reductions and the need for investments in new platforms, resources, and talent that such strategies necessitate.

Two real-world examples are provided: Netflix and Vanguard. Netflix transformed the movie rental experience by eliminating late fees and enhancing content accessibility, thus positioning itself as a more convenient alternative to traditional rental services. Vanguard Group is mentioned for its innovative personal investment services, which have successfully disrupted the market through a compelling value proposition.

Overall, the slide conveys that the Dominant Strategy can be a powerful approach for new market entrants, provided they can deliver a compelling value proposition that meets the outlined criteria. This insight is crucial for executives considering strategic options in competitive environments.