Understanding real demand with Jobs To Be Done
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The presentation explains the mindset and concept of Jobs To Be Done Theory. Uncovering real demand for product/features of the software is more art than just a process. JTBD helps with asking better questions, being aware of real competition and uncover leverage points for innovative products. This presentation is not a How To Guide, nor Mastery Manual. It carefully explains what can be accomplished if used properly and evangelize the concept within the team. It aims to start the discussion. Of course, it includes the milkshake story.
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Understanding real demand with Jobs To Be Done
- 1. Understanding Real Demand With Jobs To Be Done Viktor Golias, Product Designer @ Samba.ai
- 2. Product Design Problems Design is a team sport Garbage-IN, Garbage-OUT
- 3. Local McDonald GOAL: Increase in revenue YoY 15% How McDonald approached the Customer Research?
- 11. Basecamp Case Study Deleting Project
- 12. Basecamp Case Study Deleting Project Contractor Client Deleted Project_A Deleted Project_A ISSUE
- 13. Situation Summary - Client = Trial period, deciding whether to keep Basecamp - Freelancer = deleted the project from his view and not being aware of consequences - Consequence = project was deleted on both sides Solution - Modal window with a warning - Signalling impact of the action (delete) on a team
- 14. Situation → Motivation → Job To Be Done Context → Driver → Outcome
- 15. Situation → Motivation → Job To Be Done People HIRE Solutions to get the
- 16. Situation → Motivation → Job To Be Done People HIRE Solutions to get the Jobs are NOT changing. Solutions are changing.
- 18. Point of Analysis 1. Product (Features) 2. Customer (Personas) What feature would help you to accomplish your goal? What kind of person would want this feature?
- 19. Point of Analysis 1. Product (Features) 2. Customer (Personas) What feature would help customer to accomplish his goal? What kind of customer would want this feature? 2. Outcome (JTBD) How would the life of a customer improve?
- 20. Multiple Jobs can be valid at the same time I'm running a business to cover the unmet needs on the market - utilize the unique opportunity I'm running a business to raise my status in the eyes of my close friends I'm running a business to choose the people I want to work with I'm running a business with exit strategy in mind and not to work after my 40s
- 21. Steps to uncover the JTBD 1. Job Story = WHEN / I WANT / SO ICAN 2. Job (Outcome) is not a task/activity 3. How customer solved the job in the past? 4. 4 Forces = Push & Pull, Anxiety & Inertia 5. Purchase Timeline
- 24. CLIPPING NOTES
- 25. Asking WHY ● Personal Opinion/Own Interpretation ● Fighting back the opinion ● Perceived as lazy ● 5-whys framework - taught in school Asking WHEN ● Anchoring to real demand in the specific point in time ● More honest with their own needs
- 26. Abstraction of Jobs (levels) Company I'm hiring Samba.ai company to help me with transformation to A.I. ready organization I'm hiring Samba.ai tool(s) to start with A.I. driven email marketing tool I'm hiring Flow Campaigns to have a better control over cadence of campaigns Product Feature Screen I'm hiring Flow Diagram to have the overview on cross-channel information flow
Editor's Notes
- Topic How to effectively uncover and interpret real demand for products and features What feedback represents a real user need and what is just a nice-to-have? = the carrier of a diminishing returns (or worse negative returns) Relevant for the businesses building software or any other product Data about demand can come from either from Customer feedback or throughout Customer Research activities Method Presentation Title suggests the specific concept and method I will be talking about Method is also useful for finding the leverage points for innovations Using single method brings advantage in internal communication = creating productive conversations Why me? Why Product Designer should be interested in this topic and why I'm presenting it to you?
- Design is a team sport Mindset from which I am coming from: Design, being it UX or functional design is a team sport Anyone in the organization with knowledge how to improve life of our customers can bring meaningful inputs to the discussion In fact small product teams have to rely on each other to gather useful feedback (Sales representatives, Consultants, Customer Care) In order to be cost-effective Garbage IN, Garbage OUT Usually the feedback is poor in details or detailed description involves many assumptions about the real needs Misleading inputs lead to poor outputs (products and features)
- Presentation (Purpose) Presentation should serve as an inspiration for new approaches for increasing the quality of feedback ... interpret the feedback Opportunity for improving your intuition for where the real value is hidden Creating much more productive conversations with team-mates by uniting the language (vocabulary) Uncovering insights ... Explaining the underlying concept Let's simplify the situation To quickly understand the core idea we will start with the simpler product Let's move outside the SW world Case Study (Milkshake Story) Local McDonald branch aimed to sell more milkshakes Goal: Increase revenue YoY 15% How do you think McDonald approached the Customer Research? Resolution They used simple method Invited existing customers to answer the simple question: How should we improve the product, so you would want to buy more of it? Obviously not an ineffective method
- Results Results of the research represented mainly product variability (flavours, sizes) and new features (toppings) This case was assigned to Harvard Business School Professor Clayton Christensen Analyzed data didn't reveal any coherent patterns, that would make sense There were some correlations, but no clear path New approach Clayton chose different approach. He collected data about customers by observing their behavior and interviewed them for preferences in a purchase situation. Findings brought useful insights
- Insights Data revealed that 50% of the milkshakes were bought between 8-9am morning All milkshake customers bought only one product And most of them were driving a car at the time of the purchase Image source: https://guerric.co.uk/jobs-to-be-done-examples/
- The real competitors Further interviews revealed another unconventional view on milkshake competitions Traditional view, where products compete among those from the same category was useless here Drivers reported shifting through multiple options were milkshake was a usual winner Alternatives to Milkshake were Bagel, Banana, Donut etc. Alternatives had always some quirk, which disqualified them when compared to milkshake 1/ “If you promise not to tell my wife I probably hire donuts twice a week, but they don’t do it well either. They’re gone fast. They crumb all over my clothes. They get my fingers gooey. 2/ “Sometimes I hire bagels but as you know they’re so dry and tasteless. Then I have to steer the car with my knees while I’m putting jam on it and if the phone rings we got a crisis. 3/ “I remember I hired a Snickers bar once but I felt so guilty I’ve never hired Snickers again. 4/ “Let me tell you when I hire this milkshake it is so viscous that it easily takes me 20 minutes to suck it up through that thin little straw. Who cares what the ingredients are — I don’t. All I know is I’m full all morning and it fits right here in my cupholder.” Source: https://blog.fullstory.com/clayton-christensen-jobs-to-be-done-framework-product-development
- Observation Based on these insights, direction (vertical) in which to progress towards the goal were getting much more clear. There was no problem with the product itself. Demand was sufficient, however there were long queues in front of the kiosks McDonalds just needed to streamline the access to Milkshakes in order to increase the purchase rate. Image source: https://zitseng.com/archives/14676
- Solution The solution was to build multiple kiosks Remember the goal? Increase YoY revenue +15%. Nobody told to focus on the product itself. Yet most of us think of tweaking the product without much consideration of lateral options. Product didn't change Solution was to streamline the access to existing product Image source: https://knowtechie.com/mcdonalds-adding-new-kiosks/
- 3 components framework This case study helped him to develop framework for where to find insights about human preferences Framework consist of 3 components 1/ WHEN (Situation) 2/ I WANT (Motivation) 3/ SO I CAN (Outcome/Result) Source: https://www.slideshare.net/theproductguy/product-mentor-jobs-to-be-done-session-3-amanda-ralph-240615
- 3rd part SO I CAN part is actually not about the product itself Product is only a Solution = tool to accomplish the desired results The desired result is the explanation of the real demand Source: https://www.slideshare.net/theproductguy/product-mentor-jobs-to-be-done-session-3-amanda-ralph-240615
- Software industry Now, we understand the principle, let's move to the world of software Basecamp is a well-known project management tool with a big focus on the user experience and customer's needs Case Study Their potential customer was about to finish the month long trial period Customer was not convinced to fully switch into basecamp Issue was related to collaboration settings and the risk of losing data Customer demanded new feature: User permissions for projects administration Case Study Basecamp crew deals carefully with these kind of requests, as user permissions is complex and tricky thing to ship Further investigation was needed to truly understand the real needs
- Situation Interviews revealed the useful details around the situation Inhouse team collaborated with a remote freelancer, which used the Basecamp interface for external collaborators Freelancer deleted the project in his interface to keep things tidy Unaware of the consequences, the project was deleted also on the side of the internal team This is where the feature request is coming from Afraid of losing project data in future collaborations, customer demanded rigorous control over the user's permissions
- Solution Understanding the situation in which a customer struggled helped to gain a clarity on what is the issue Instead of building complex feature, simple modal window would prevent the unnecessary issues caused by unawareness
- JTBD components Focus on the situation leads us back to 3 components of the JTBD framework Aiming to understand the situation well helps to understand the causality Situation in which user struggles generates the specific motivation Generated Motivation provides a fuel for taking action towards achieving a specific outcome This outcome is usually not connected to product, but rather is based on the vision how the product improve the life of the user The outcome part of the equation: User wants to get the job done
- Hiring solutions The theory describes the usage of solutions as "HIRING solutions to get the job done" When customer HIRE new solutions, they FIRE the old ones Because job is usually not changing for them. Only solutions which they hire to get the job done are changing.
- Hiring solutions The theory describes the usage of solutions as "HIRING solutions to get the job done" When customer HIRE new solutions, they FIRE the old ones Because job is usually not changing for them. Only solutions which they hire to get the job done are changing.
- Jobs are only shifting slowly in time. Source: https://jtbd.info/my-life-through-a-jobs-to-be-done-lens-why-i-hire-music-cbff6c581bb1
- POA - Product (Features) Intuitively we conduct the research in a simple terms To not complicate the process we ask what users want (e.g. Feature requests) The same way McDonald did a research back in the days “People are experts in their problem, not the solution. However, it is more natural to suggest a solution in the form of a feature request. Describing a suggested solution is easier than describing a problem” - Excerpt From: Intercom on Jobs-to-be-Done. “Intercom on Jobs-to-be-Done.” Apple Books. POA - Customer (Personas) Another option is to shift the point of analysis towards customer Documenting preferences, wants and needs of the customers Collected data would be aggregated into archetypes - so called Personas This is much more valid approach in comparison to first one Problems with personas “They often helped with building empathy amongst employees who were disconnected from their users, but they rarely led to breakthrough ideas or fresh thinking about a problem.” - Excerpt From: Intercom on Jobs-to-be-Done. “While best in class personas focus on goals (what drive people’s behavior) as well as attributes, the reality is that most personas focus on attributes alone, even when goal driven.” - Excerpt From: Intercom on Jobs-to-be-Done. “Intercom on Jobs-to-be-Done.” Apple Books. “personas artificially constrain the total market for your product. ” - Excerpt From: Intercom on Jobs-to-be-Done. “Intercom on Jobs-to-be-Done.” Apple Books.
- JTBD Uncovering jobs to be done through analysis of situations and motivation Ensures causality, therefore the risk of being wrong with bringing new solutions to market is decreasing It changes the perspective on competitive landscape. This is where most of the innovations are coming from: “So when you’re thinking about competitors, it’s best to ignore product categories and instead ask yourself who else is fighting for that same job.” - Excerpt From: Intercom on Jobs-to-be-Done. Personas and JTBD Depending on your organization’s needs and on whether your team already uses personas or JTBD, they can be used in a complementary fashion, or core jobs-to-be-done information can be integrated into personas. https://www.nngroup.com/articles/personas-jobs-be-done/
- Multiple Jobs Valid at the same time Don't expect the silver bullet before starting with research One solution can help to get the many jobs done at the same time In the case above the solution is actually "running a business" Some entrepreneurs have a vision of 2 jobs to get done in their minds As you can see some jobs have even emotional components ("... to raise my status in the eyes of my close friends")
- Steps to uncover the real demand 1/ Follow the Job Story framework when searching for insights = WHEN / I WANT / SO I CAN 2/ Make sure that the identified Job (Outcome) is not a task nor activity 3/ What solution customer used in a past to get the same job done? 4/ Search for 4 Forces = Push & Pull, Anxiety & Inertia (Slide 26) 5/ Follow the Purchase Timeline. Ask for the trigger moments. When the idea popped in the customer mind for the first time? When they started to actively look for alternative solutions? What event led them to final decision?
- 4 Forces In a situation of switching from old solution to new one, there are 4 forces at play 1/ PUSH - problem with existing solution. TODO: Increase the push away: Show how bad their existing product really is. 2/ PULL - benefits of the new solution. TODO: Increase your product magnetism: Promote how well your product solves their problems. 3/ INERTIA - existing habits & switching costs. TODO: Decrease their attachment to the status quo: Remove consumers irrational attachment to their current situation. 4/ ANXIETY - worries about new solution: TODO: Decrease the fear and uncertainty of change: Assure consumers switching is quick and easy. Excerpt From: Intercom on Jobs-to-be-Done. “Intercom on Jobs-to-be-Done.” https://www.intercom.com/books/jobs-to-be-done Image source: https://www.strategyzer.com/blog/posts/2017/9/11/how-customers-adopt-products
- Final Thoughts Customers don't buy the product, but rather the vision and the outcome, which they can achieve with this product. It's not about getting a drill so you can drill a 3/4" hole. It’s about how your life gets better after you use the drill: hanging a beautiful painting and having your friends admire it.
- Sources: https://www.slideshare.net/rupalishah/jobs-to-be-done-framework-73190889 https://www.slideshare.net/theproductguy/product-mentor-jobs-to-be-done-session-3-amanda-ralph-240615
- Here we are getting to the promise, this presentation is built on JTBD helps to interpret the user needs on any level of the supply On any of this level there are specific outcomes to achieve
- Image Source: https://guerric.co.uk/jobs-to-be-done-examples/
- Areas of product development where Jobs to be done can be used, identified by Tony Ulwick Define the market and “job-to-be-done" Uncover the customer's needs Quantify the degree to which each need is under/overserved: predictive data Discover hidden segments of opportunity Align existing products with market opportunities Conceptualize new products to address unmet needs