Everybody in innovation, product and marketing is talking about Jobs-to-be-done. The concept is intuitively easy to understand – and then very hard to apply in your own industry. Plus: It does not fly if you stay on a qualitative level. But how can you quantify Jobs-to-be-done? In this Meetup, we explain what Jobs-to-be-done is and how different levels of sophistication can be applied to make your next innovation-decision more comfortable.

2. Thousands of options. Which ones to pursue?
Development of a new smart mobility app

3. 3
Do the
right thing
quicker

4. 4

5. What does it mean to get the Job done better?
5

6. Jobs-to-be-done without Value Metrics is not actionable for product development and
strategy
6
Unit
Expected result
Context
Job To mount something on the wall
That something is attached on the wall …
…by causing as little noise as possible…
... in the evening.
The 3 components of 1 Value Metric

7. A Value Metric from mobility explained
7
Job To go from A to B
To have to change your means of transport…
…as rarely as possible…
when travelling to an unknown destination.
The 3 components of 1 Value Metric
Unit
Expected result
Context

8. Value Metrics are linked to a step in the Job Hierarchy, mapping the need hierarchy of
the customer
8
Job Hierarchy with Value Metrics in (), Long list with a total of 323 Value Metrics
Upstream Jobs Downstream JobsTo get from A to B
The Bigger Why
Core Job
The Lower How
To plan journey
(92)
To arrive (39)
To deal with
disturbances
(27)
To transfer
(42)
To prepare
journey
(26)
To get to means of
transport
(31)
To be on the way
(66)

9. Out of 100 Value Metrics. Guess which one is the most important?
9
?

10. Biases are just part of being human
10
Classifications of human cognitive biases in decision making
Main cognitive biases in innovation:
1. We notice things primed in memory or
repeated often (Illusory truth bias)
2. We are drawn to information that confirm
our own existing beliefs (Confirmation bias)
3. We fill in characteristics from stereotypes,
generalities and prior histories
(Stereotyping)
4. To stay focused, we favor the immediate
relatable thing in front of us
(Hyperbolic discounting)
5. To get things done, we tend to complete
things we invested time and energy in
(Sunk cost fallacy)

11. Validation process means: Asking a large number of users to rate each Value Metric
11
Confidence interval of rating
% of People
Extremely/
Veryimportant
77%
How many people in a group say, value metric x is very or extremely important?
Value Metric 1
% of People
Extremely/
Veryimportant
33%
% of People
Extremely/
Veryimportant
50%
Value Metric 2
Value Metric 3
• Value metric 1 is more
important than value
metric 2 and 3
• The larger the number
of people, the more
confident we can be
about the result
• N = 30 is the
minimum, in order to
have some statistical
confidence

12. The Value Map allows fact-based prioritization of projects, ideas and much more
12
The Customer Value Map
100
Value Metrics
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Fulfillment
Importance
Pain Points
EssentialsCost saver
Sleepers
Pain Points
% of people rated very/extremely important
%ofpeopleratedvery/extremelyfulfilled

13. Identify the needs of different target groups and see where they are different
13
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Fulfilment
Importance
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Fulfilment
Importance
Males, n= 152 Females, n= 144
Value Metric 2
Value Metric 1

14. Advanced analytics for actionable segmentation, persona creation, idea priorisation,
development requirements, etc.
14
Example of analysis tools
Pain Identification Model

15. Pleased to meet you, I am the CEO, CMO,
COO, the IT department, Legal, Sales and
the coffee maker of MadeUp Enterprises.
I don’t have the time or the money to do all
this research.
How on earth can I apply this method?

16. It’s all about de-biasing
Different levels of quantification sophistication
5-10
10-30
30 - 70
70 - 100
Number of
respondents (n)
A – B Testing
Best Practice
phone-based
Interviewing
Web-based
Interviewing
> 100
Qualitative
Gutfeel
> 60> 30< 30
Number of Value Metrics
Good-enough
Phone
Interviewing
Paper & Pencil
Good-enough
Web Interviewing
Robustness / validity of results
Low-scale A - B
Testing
Best-practice
Good enough
Qualitative

17. Quantification of Jobs-to-be-done is required to drive a strategy…
17
Example of a strategy framework The Golden Circle
0
2
4
6
8
10
0 1 2 3 4 5 6 7 8 9 10
Pains
Pain Points
Upstream Jobs Downstream JobsCore Job
Lower-level Jobs
Higher-level Job
Job = Goal / Purpose that customer wants to achieve
Pains = unsolved customer problem

18. … and increase decision comfort & certainty on , therefore speeding up implementation
18
The Customer Value Map
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Fulfillment
Importance
Pain
Points
Essentials
Cost
saver
Sleepers
Pain Points
Seizing customer opportunities
Prioritizing ideas & projects
Sharpening ideas & projects
Designing compelling messages

19. 19
Do the
right thing
quicker

20. Vendbridge AG
Dreikönigstrasse 47
8002 Zurich
Switzerland
Phone +41 43 243 6777
www.vendbridge.com
Beat Walther
§ Mobile +41 79 630 46 16
§ beat.walther@vendbridge.com
Alice Sachova
§ Mobile +41 79 343 62 64
§ alice.sachova@vendbridge.com
We put the customer
into your strategies