Identifying Unmet Needs

The first step in leveraging the JTBD theory for identifying unmet customer needs is to understand the context in which customers use products or services. This involves a deep dive into the customer's workflow, the series of steps they take to accomplish a task, and the pain points they encounter along the way. For example, in the healthcare sector, patients might "hire" a health app not just to track physical activity but to gain a sense of control over their health outcomes. By understanding this broader job, a healthcare organization can identify unmet needs related to emotional support, personalized health insights, or community building.

Another aspect is to analyze customer compromises. These are situations where customers make do with available solutions even though those solutions do not fully meet their needs. Identifying these compromises can reveal gaps in the market that an organization can fill. For instance, before the advent of smartphone cameras, consumers wanting to capture spontaneous moments had to carry a separate camera, accepting the compromise of convenience for quality. The integration of high-quality cameras into smartphones directly addressed this unmet need, fundamentally changing the photography market.

Furthermore, the JTBD theory encourages organizations to look beyond their immediate market to understand how adjacent markets are evolving. This can provide insights into new technologies, business models, or customer behaviors that could be applied to their own market to meet unmet needs. For example, the rise of subscription-based models in software (SaaS) has influenced consumer expectations around payment models in other industries, such as automotive with subscription-based ownership or access models.

Creating Value Propositions

Once unmet needs are identified, the JTBD theory guides organizations in crafting value propositions that speak directly to the job customers are trying to get done. This involves articulating how the product or service will remove pain points or enhance the customer's ability to complete the job more effectively. A compelling value proposition focuses on outcomes and benefits rather than features or functions. For instance, a cloud storage service might emphasize "access your files from anywhere, on any device" rather than "5GB of storage," highlighting the job of accessing information rather than the product feature.

In addition, the JTBD framework encourages organizations to consider the emotional and social jobs customers are trying to accomplish. These are often overlooked but can be powerful differentiators. For example, a financial planning service might address the emotional job of feeling secure about the future or the social job of being perceived as responsible and savvy by one's peers. Addressing these aspects in the value proposition can make the offering more compelling and difficult to replicate.

Iterative testing and refinement of the value proposition are crucial. Organizations should use customer feedback, market research, and prototype testing to refine their offerings. This iterative process ensures that the value proposition remains aligned with customer needs and expectations as they evolve. For example, continuous user feedback loops enabled by digital platforms can provide real-time insights into how well a digital service is meeting the intended job and where adjustments are needed.

Explore related management topics: Value Proposition Market Research

Real-World Examples

One notable example of JTBD in action is Netflix. Initially, Netflix competed with traditional video rental stores by offering a more convenient way to rent DVDs through mail. However, by understanding the broader job of "providing entertainment and relaxation," Netflix transitioned to streaming, vastly expanding its market by making entertainment more accessible and tailored to individual preferences.

Another example is the development of the iPhone by Apple. Traditional mobile phones and PDAs provided the ability to make calls, manage contacts, and keep schedules. Apple, however, recognized that consumers were hiring these devices for a broader job: staying connected to the world. The iPhone addressed this job by integrating phone, internet, and multimedia capabilities into a single device, transforming the mobile phone industry.

These examples illustrate how the JTBD theory can guide organizations in identifying unmet needs and creating value propositions that resonate deeply with customers. By focusing on the job to be done, organizations can uncover opportunities for innovation that traditional market segmentation and product-focused strategies might miss, leading to more successful products and services that align closely with customer needs.

Explore related management topics: Market Segmentation