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Jobs-to-be-done, a goal-driven solution framework
The fast food chain wanted to increase milkshake sales. Initially they focused on improving the product but sales did not increase. They then focused on customers and market segments but still saw no results. Researchers realized people were buying milkshakes to alleviate boredom during their commute. Interviews found taste was unimportant; ease of consumption with one hand and portability were priorities. Installing a self-serve kiosk made purchasing more convenient for commuters and increased sales without changing the product. The document discusses how focusing on jobs-to-be-done, rather than products, customers, or segments, provides a framework for understanding user needs and developing effective solutions.
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Introduction to the Jobs-To-Be-Done framework and its initial application to improve fast-food milkshake sales.
Exploration of actual customer motivations and behaviors leading to insights that improved milkshake sales.
Discussion on why focusing solely on product features fails to capture user needs, exemplified by varied industry contexts.
Exploration of why stated preferences often differ from revealed preferences through various examples.
Revealing the flaws in market segmentation and the need for understanding deeper user motivations.
Importance of recognizing jobs, structuring them hierarchically, and understanding the hiring process in decision-making.
Guidelines on implementing the Jobs-To-Be-Done framework to uncover user needs and design effective solutions.
Final slide thanking the audience and wrapping up the presentation.
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Jobs-to-be-done, a goal-driven solution framework
- 1. A goal-driven solutionframework J O B S -T O - B E - D O N E Clément Génin Business Analyst
- 2. A fast-food chainwanted to improve the sales of their milkshakes.
- 3. They added moreflavours. More toppings. They made it creamier than other fast-food chains’ milkshakes. First, they focused on the product Without results.
- 4. They panelled consumersand asked them directly how they could improve their milkshakes. They used the feedback to change the product. Then they focused on the customers Again without significant results.
- 5. They profiled theirtargeted consumers into market segments and calibered the milkshakes according to the related consuming habits. Then they focused on the market segment Still no results.
- 6. Then a researcherin the team redefined the problem at hand by trying to find out what job people were trying to get done that caused them to hire a milkshake.
- 7. Most customers buyinga milkshake were alone, wearing work clothes, would do it before 8 AM and would only buy a milkshake. First, they observed the customers
- 8. They asked themabout the context of the purchase (not about the product): what were they doing, what went through their head, etc. They find out that people were buying a milkshake to make their driving to work less boring. Then, they interviewed them about the purchase
- 9. Consumers didn’t reallycare about the taste. They needed something they can consume immediately, with one hand, that lasts and doesn’t easily stains. Milkshake does this job better than its competition: donuts, bananas, bagels, etc.
- 10. They made thepurchase of milkshakes easier for commuters by installing a dedicated self-service kiosk. It allowed out-of-the-box solutions Sales went up, without having to alter the product.
- 11. Why focusing onthe product does not work? 1. Adding features doesn’t mean adding value. A feature is not used in a vacuum, it has to help the user achieve a real-life situation goal.
- 12. The website doineedanumbrella.combecame very popular by answering the most asked question users have when they check the weather forecast, instead of drowning them in meteorological data.
- 13. 2. Being better thandirect competitors doesn’t mean being good or relevant. The goal of the user (not the product) defines the competition. Why focusing on the product does not work?
- 14. If you focuson the product’s goal, then a cinema sells movies. => competition are cinemas and video stores. If you focus on the user’s goal, then a cinema is often used to keep children entertained. => competition also includes playgrounds.
- 15. 1. What users saythey want (stated preferences) is often not what they actually choose (revealed preferences). Why focusing on user claims does not work?
- 16. Spirit Airlines: ultralow cost airline company. Ranked least popular and yet fastest growing airline in the USA. ‣ Stated preferences: room for the legs, luggage space, entertainment in the plane, on-board service, etc. ‣ Revealed preferences: low price.
- 17. 2. People think interms of existing solutions, not in terms of goals they try to achieve. Why focusing on user claims does not work?
- 18. The first carswere basically motored horse-carriages. “If I asked customers what they wanted, they would have said a faster horse.” - Henry Ford
- 19. People don’t consumeby conforming to particular segments but because they are looking for a solution. Why focusing on market segments does not work? “The fact that you're 18 to 35 years old with a college degree does not cause you to buy a product. It may be correlated with the decision, but it doesn't cause it.” - Clayton Christensen
- 20. Personas lack contextand causality. They don’t explain the initial situation, the external events, the user’s anxieties and motivations that trigger the adoption of a product/service.
- 21. The product analysis,design and sale should focus on: understanding the job the users try to get done. developing the product asking what users want matching market trends
- 22. A few moreinformation about jobs
- 23. Theodore Levitt AnthonyUlwick Clayton Christensen Jobs-to-be-done is a framework for innovation developed by business experts (not specific to web design) Economist EconomistBusiness consultant
- 24. The concept: People encountersituations that drive the need for a job. They hire a product or service to get the job done.
- 25. Jobs remain validover time. What changes is the solution people use to get it done. => The product/service does not create the job.
- 26. Jobs are noteasy to discover. They are not obvious to the observer nor the user.
- 27. Jobs can bestructured in hierarchy: Make commute to work less boring Prevent me from being hungry before 10AM Refresh me in the hot weather Related job Related job Main job
- 28. Hiring is aprocess. There are 4 forces in play: Habit of the present Anxiety of the new Magnetism of the new Push of the situation Behaviour change
- 29. People weigh offavailable solutions (“consideration set”) according to performance criteria: functional criteria (objective) emotional criteria (subjective) ! personal (how i feel about the solution) ! social (how i believe i am perceived by others when using the solution)
- 30. So what’s init for a web agency? Jobs-to-be-done can help us define the real problem our customer tries to solve, and propose out-of-the-box solutions.
- 31. Ideal approach: Find outwhat jobs the users try to get done by observing them in the situation in which they encounter the need for a solution. Then ask them how they perceive the problem.
- 32. Otherwise, get asense of the situation, the job and the users’ perception by asking the customer: ‣ Ask about the context ‣ Ask several times and reformulate (in simple terms) ‣ Visualise as much as possible ‣ Get to the core of the problem (5 Ws rule) ‣ Steer away from solutions!
- 33. Formulate each jobinto a statement (or job stories): source: Alan Klement
- 34. Prioritise jobs bymapping them according to the added value for the user.
- 35. Define characters (insteadof personas) for the job: ‣ A character is not a demographic ‣ A character is anchored in a real-life context ‣ A character has anxieties and motivations ‣ A character is depicted with a story
- 36. For each job,define hiring criteria to evaluate the success of the solutions to come: ‣ Criteria maximise a motivation or minimise an anxiety ‣ Cover all aspects (functional, personal, social) ‣ Are there hiring constraints (time, budget, skills, access)?
- 37. What solutions areusers currently hiring to do the job? ‣ Try to see beyond the obvious, direct competition ‣ What do users like/dislike about them?
- 38. Then, design asolution ‣ Make the problem space explicit: ‣ what job ‣ what performance criteria ‣ what constraints ‣ what characters ‣ what competition ‣ Ideate as a team
- 39.