Jobs to be Done
Stop Selling Products, Start Solving Struggles: A Guide to the Jobs-to-be-Done (JTBD) Framework
Why do people buy what they buy? If you ask a traditional marketer, they’ll show you demographics: age, zip code, and income brackets. But a 35-year-old lawyer in New York buys a milkshake for very different reasons than a 10-year-old at a birthday party.
To truly understand customer behaviour, you need to look past who the customer is and focus on what they are trying to accomplish. This is the heart of the Jobs-to-be-Done (JTBD) Framework.
What is the Jobs-to-be-Done Framework?
The JTBD framework is a lens for viewing your product not as a collection of features, but as a "tool" that a customer hires to help them make progress in a specific circumstance. When a job is done, the customer experiences a "functional, emotional, or social" improvement in their life.
"Most companies segment their markets by customer demographics or product characteristics... However, the consumer has a different view of the marketplace. He simply has a job to be done and is seeking to 'hire' the best product or service to help him do it."
The Seminal Citation
The framework was popularized by Harvard Business School professor Clayton Christensen. While the concept had several contributors (like Anthony Ulwick), Christensen’s application of it to innovation remains the gold standard.
The Three Dimensions of a "Job"
A "Job" isn't just a task; it has three distinct layers:
- Functional: The core task (e.g., "I need to get from point A to point B").
- Emotional: How the user wants to feel (e.g., "I want to feel safe and in control while traveling").
- Social: How the user wants to be perceived (e.g., "I want to look successful when I arrive").
Real-World Examples
| Product | The "Job" Being Hired For |
|---|---|
| Netflix | "I need to unwind after a stressful day without having to think too hard." |
| Starbucks | "I need a professional 'third space' to meet a client between office appointments." |
| Drill Bit | "I don't want a 1/4 inch drill; I want a 1/4 inch hole so I can hang a photo of my kids." |
The Famous "Milkshake" Case Study
Christensen famously applied this to a fast-food chain trying to sell more milkshakes. They initially tried improving the flavor or thickness based on demographics, but sales didn't budge.
When they studied the Job, they found that many customers bought milkshakes early in the morning. Why? They were hiring the milkshake to keep them occupied during a long, boring commute. It lasted longer than a donut, was less messy than a bagel, and fit perfectly in a cup holder. Once the chain realized the "Job" was "Commute Companion," they could innovate effectively.
Conclusion
Innovation becomes much less risky when you stop guessing what features to add and start observing the "struggling moments" in your customers' lives. When you define the Job, the solution often reveals itself
Related Theories
Customers don't buy products; they "hire" them to make progress. These frameworks explore the strategic and psychological depths of the Jobs-to-be-Done lens:
1. The Psychology of Progress
- Expectancy Theory: Why customers must believe your tool will actually finish the job.
- Actualization Theory: Treating the "Job" as a latent propensity waiting to be realized.
2. Innovation & Scaling
- Crossing the Chasm: Winning the majority by becoming the "Whole Product" for a specific job.
- Architectural Innovation: Reconfiguring linkages to solve a job in a new context.
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