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Building High-Growth Products with Jobs-
to-Be-Done
/Productschool @ProductSchool /ProductmanagementNY
@jaredran @thrvapp
linkedin.com/in/jaredranere
jared@thrv.com
@jaredran
@thrvapp
@jaredran @thrvapp
Jobs-to-be-Done
“Customers are not buying your products.
They are hiring them to get a job done.”
Clay Christensen
JTBD
Struggle with the JTBD causes a purchase.
Clay Christensen
@jaredran @thrvapp
Decade of research.
Fastest growing products.
@jaredran @thrvapp
Failure
@jaredran @thrvapp
Building high-growth products is hard.
@jaredran @thrvapp
63% return <1x
Sahlman, HBS
@jaredran @thrvapp
“The degree to which user
needs were fully understood.”
David Garvin
@jaredran @thrvapp
No market need.
@jaredran @thrvapp
What’s the goal of a product
manager?
@jaredran @thrvapp
Satisfy customer needs better
than competitors in your
market.
@jaredran @thrvapp
What is a customer need?
1. Identify unmet needs
2. Identify competitor
weakness
3. Create high-growth ideas
How to beat &
Value
$730
billion
$570
billion
Cash
$240
billion
$80
billion
Share 17% 81%
How to beat &
1. Identify unmet needs
2. Identify competitor
weakness
3. Create high-growth ideas
Satisfy customer needs better
than competitors in a market.
What is a market?
Market equals product
price times buyers.
Phillip Kotler
Marketing Management
$30 billion iPod market =
$150 times 200 million.
iPod Market in 2007
2007 2015
“iPod” Failure
X
$30 billion iPod market?
Growth rate of iPod Sales
Source: Apple Quarterly Reports
0%
There is no “iPod” market
Customers don’t want iPods anymore
than they want LPs, cassettes, or
CDs.
JTBD: Create a mood with music
2007 2015
Cellular Streamin
g
1984 2001
Optical Hard Drive
“Customers don’t want a quarter-inch drill,
they want a quarter-inch hole.”
Theodore Levitt
CIOs don’t want block chain,
they want to enable secure data use.
1997 20101940 1976
Elec-Mech Public Key WEP Block Chain
Surgeons don’t want stents,
they want to restore artery blood flow.
1986 20021800 1964
Amputation Balloon Stent DE Stent
Drivers don’t want maps,
they want to reach a destination on time.
1996 20081915 1960
Maps Radio GPS Apps
Your customers don’t want your product,
they want to get their job done.
Who is the customer?
Personal
Homeowners
Parents
Patients
Travelers
Caregivers
Professional
Product
managers
Marketers
Salespeople
Surgeons
Eng...
Define your market from customer’s POV.
Is the market worth targeting?
Market Size = WTP to get job
done
Broad market
Market Size
WillingnesstoPay
Underserved Customers
Low
High
Low High
Increased Satisfaction
Premium market
Lo...
Market Size
WillingnesstoPay
Underserved Customers
Low
High
Low High
Premium
market
Case Study
Market = Job Executor +
Functional Job
Market = Drivers + Reach a
destination on time
Satisfy customer needs better
than competitors in a market.
What is a customer need?
Customer Requests
Sales Requests
Feature Ideas
Technologies
No Agreement on Needs
Variable
Product
Inputs
No Agreement on Needs
Variable
Product
Inputs
Dev Launch
No Agreement on Needs
No Agreement on Needs
FailDev Launch
Variable
Product
Inputs
Guess, Iterate, Pivot
This is expensive, inefficient & risky.
Dev Launch
Succe
ss
JTBD
Stable
Needs
A need is a metric customers use to judge
how quickly & accurately they can
execute the job.
JTBD
Speed & Accuracy
100+ Needs
Questions?
Job-to-be-done:
Reach a destination on time
Job Steps
Job Steps
Define Prepare Execute
Monitor Modify Conclude
Estimate the
departure time
Set the route
Drive to the
destination
Assess if the
destination will
be reached on
time
Reset...
Estimate the
departure time
Determine
how much
time to allow
for vehicle
preparation
Determine
how much
time to allow
for ...
Job
Steps
Needs
A need is a measure of speed &
accuracy of executing a job step.
Estimate the
departure time
Determine
how much
time to allow
for vehicle
preparation
Determine
how much
time to allow
for ...
Thursday, June 27
6:41 AM 100%
Friday, June 28
Team Meeting 8:00 - 9:00 AM1h
My Location
Pick up tickets
1h Dentist 12:00 ...
Plan the
stops
Difficult, frustrating or time-consuming
Plan the
stops
determine the
to make planned stops
optimal sequence
Plan the
stops
Reduce the time it takes to
to make planned stops
determine the
optimal sequence
MetricDirection Goal
Reduce the time it takes to
to make planned stops
determine the
optimal sequence
Executor: CIO JTBD: Enable secure data use
Executor: CIO JTBD: Enable secure data use
Reduce the time it takes to
of the data
determine the
referential integrity
MetricDirection Goal
Reduce the time it takes to
of the data
determine the
referential integrity
100+ Needs
Get the whole job done.
Define Prepare Execute
Monitor Modify Conclude
What is an unmet need?
A customer need that is
important but poorly
satisfied.
IMP
9.1
Reduce the time it takes to determine the
optimal sequence to make planned stops.
IMP
9.1
SAT
2.7
Reduce the time it takes to determine the
optimal sequence to make planned stops.
IMP
9.1
SAT
2.7
Unmet Needs
Unmet Needs
IMP - SAT
IMP
9.1
SAT
2.7
IMP - SATIMP + ( ) = OPP
IMP
9.1
SAT
2.7
OPP
15.5
Reduce the time it takes to determine the
optimal sequence to make planned stops.
IMP
9.1
SAT
2.7
OPP
15.5
Struggle with the JTBD causes a purchase.
Clay Christensen
1. Identify unmet needs
2. Identify competitor
weakness
3. Create high-growth ideas
Traditional
You
Feature 1 ✓ ✓ ✓
Feature 2 ✓ ✓
Feature 3 ✓ ✓
Feature 4 ✓
Customers don’t want features,
they want to get the job done.
Weakness is satisfying a
need slowly or
inaccurately.
Reduce the time it takes to determine the
optimal sequence to make planned stops.
IMP
9.1
SAT
2.7
OPP
15.5
Manual & slow
Minutes or hours
Weakness based on unmet need
106 needs
1. Identify unmet needs
2. Identify competitor
weakness
3. Create high-growth ideas
4. thrv execution
Brainstorm
Brainstorm
“There are no bad ideas.”
Brainstorm
Reduce the time it takes to determine the
optimal sequence to make planned stops.
IMP
9.1
SAT
2.7
OPP
15.5
Feature idea: Sync & Optimize
OnTime
Thursday, June 27
6:41 AM 100%
Friday, June 28
Team Meeting 8:00 - 9:00 AM1h
My Location
Pick up tickets
1h Dentist...
90m Dinner Meeting 6:30 - 8:00 PM
90m Gym
OnTime
Thursday, June 27
Friday, June 28
Team Meeting 8:00 - 9:00 AM1h
My Locati...
Reduce the time it takes to determine the
optimal sequence to make planned stops.
From minutes to seconds.
Customer value is getting the job
done faster and more accurately.
Customer Value
Satisfaction = Speed + Accuracy
Accelerated Growth
AccelerationCustomer Value
OpportunitiesMarket Size
Questions?
1. Training
2. Services
3. Software
Satisfy customer needs better
than competitors in a market.
Training
1.1 JTBD & Customer needs
1.2 Competitive Analysis
1.3 Idea Generation & Value
1.4 Messaging & Positioning
1.5 Ma...
2.1 Strategy Assessment
2.2 Needs Identification
2.3 Market Quantification
2.4 Competitive Analysis
2.5 Idea Generation
2....
Job Step: Monitor the list of potential new customers
Reduce the time it takes to determine the % of leads that will conve...
1. Jobs-to-be-Done
Sprint
2. Implementation Sprint
3. Growth Phase
Recommended Path
1. Jobs-to-be-Done Sprint
Day Module Output
1 JTBD & Customer needs Job Map Hypothesis
2 Competitive Analysis At least one...
2. Road Map Sprint
Weeks Activity Output
1-2 Job Step Interviews Validated job steps
3-4 Needs Interviews Validated needs
...
3. Growth Phase
Every product idea validated
Engineers & designers know the why; make great
decisions
Product Managers eff...
Demo
Hard to execute JTBD
Job Step: Plan the stops
Minimize the time it takes to determine the optimal sequence for planned
stops.
Need 28
9.1 2.7
1...
Job Step: Plan the stops
Minimize the time it takes to determine the optimal sequence for planned
stops.
Need 28
9.1 2.7
1...
Job Step: Plan the stops
Minimize the time it takes to determine the optimal sequence for planned
stops.
Need 28
9.1 2.7
1...
Job Step: Plan the stops
Minimize the time it takes to determine the optimal sequence for planned
stops.
Need 28
9.1 2.7
1...
Job Step: Plan the stops
Minimize the time it takes to determine the optimal sequence for planned
stops.
Need 28
9.1 2.7
1...
Job Step: Plan the stops
Minimize the time it takes to determine the optimal sequence for planned
stops.
Need 28
9.1 2.7
1...
Job Step: Plan the stops
Minimize the time it takes to determine the optimal sequence for planned
stops.
Need 28
9.1 2.7
1...
Job Step: Plan the stops
Minimize the time it takes to determine the optimal sequence for planned
stops.
Need 28
9.1 2.7
1...
/Productschool @ProductSchool /ProductmanagementNY
Building High-Growth Products with Jobs-to-be-Done
Building High-Growth Products with Jobs-to-be-Done
Building High-Growth Products with Jobs-to-be-Done
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Jared Ranere, a Growth Partner at thrv, talked about how Jobs-to-be-Done answers questions like "what is a customer need?" "Who is your real competition?" and "What does it mean to be "satisfied?" in a way that aligns your development team around your customer. It also gives you precise, measurable customer needs, and helps you know if your feature idea will deliver customer satisfaction before your team writes a line of code.

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Building High-Growth Products with Jobs-to-be-Done

  1. 1. Building High-Growth Products with Jobs- to-Be-Done /Productschool @ProductSchool /ProductmanagementNY
  2. 2. @jaredran @thrvapp linkedin.com/in/jaredranere jared@thrv.com @jaredran @thrvapp
  3. 3. @jaredran @thrvapp Jobs-to-be-Done
  4. 4. “Customers are not buying your products. They are hiring them to get a job done.” Clay Christensen JTBD
  5. 5. Struggle with the JTBD causes a purchase. Clay Christensen
  6. 6. @jaredran @thrvapp Decade of research. Fastest growing products.
  7. 7. @jaredran @thrvapp Failure
  8. 8. @jaredran @thrvapp Building high-growth products is hard.
  9. 9. @jaredran @thrvapp 63% return <1x Sahlman, HBS
  10. 10. @jaredran @thrvapp “The degree to which user needs were fully understood.” David Garvin
  11. 11. @jaredran @thrvapp No market need.
  12. 12. @jaredran @thrvapp What’s the goal of a product manager?
  13. 13. @jaredran @thrvapp Satisfy customer needs better than competitors in your market.
  14. 14. @jaredran @thrvapp What is a customer need?
  15. 15. 1. Identify unmet needs 2. Identify competitor weakness 3. Create high-growth ideas
  16. 16. How to beat &
  17. 17. Value $730 billion $570 billion Cash $240 billion $80 billion Share 17% 81%
  18. 18. How to beat &
  19. 19. 1. Identify unmet needs 2. Identify competitor weakness 3. Create high-growth ideas
  20. 20. Satisfy customer needs better than competitors in a market.
  21. 21. What is a market?
  22. 22. Market equals product price times buyers. Phillip Kotler Marketing Management
  23. 23. $30 billion iPod market = $150 times 200 million. iPod Market in 2007
  24. 24. 2007 2015 “iPod” Failure X $30 billion iPod market?
  25. 25. Growth rate of iPod Sales Source: Apple Quarterly Reports 0% There is no “iPod” market
  26. 26. Customers don’t want iPods anymore than they want LPs, cassettes, or CDs.
  27. 27. JTBD: Create a mood with music 2007 2015 Cellular Streamin g 1984 2001 Optical Hard Drive
  28. 28. “Customers don’t want a quarter-inch drill, they want a quarter-inch hole.” Theodore Levitt
  29. 29. CIOs don’t want block chain, they want to enable secure data use. 1997 20101940 1976 Elec-Mech Public Key WEP Block Chain
  30. 30. Surgeons don’t want stents, they want to restore artery blood flow. 1986 20021800 1964 Amputation Balloon Stent DE Stent
  31. 31. Drivers don’t want maps, they want to reach a destination on time. 1996 20081915 1960 Maps Radio GPS Apps
  32. 32. Your customers don’t want your product, they want to get their job done.
  33. 33. Who is the customer?
  34. 34. Personal Homeowners Parents Patients Travelers Caregivers Professional Product managers Marketers Salespeople Surgeons Engineers Customers Job Executors
  35. 35. Define your market from customer’s POV.
  36. 36. Is the market worth targeting?
  37. 37. Market Size = WTP to get job done
  38. 38. Broad market Market Size WillingnesstoPay Underserved Customers Low High Low High Increased Satisfaction Premium market Low-cost market Need Curve
  39. 39. Market Size WillingnesstoPay Underserved Customers Low High Low High Premium market Case Study
  40. 40. Market = Job Executor + Functional Job
  41. 41. Market = Drivers + Reach a destination on time
  42. 42. Satisfy customer needs better than competitors in a market.
  43. 43. What is a customer need?
  44. 44. Customer Requests Sales Requests Feature Ideas Technologies No Agreement on Needs
  45. 45. Variable Product Inputs No Agreement on Needs
  46. 46. Variable Product Inputs Dev Launch No Agreement on Needs
  47. 47. No Agreement on Needs FailDev Launch Variable Product Inputs Guess, Iterate, Pivot
  48. 48. This is expensive, inefficient & risky.
  49. 49. Dev Launch Succe ss JTBD Stable Needs
  50. 50. A need is a metric customers use to judge how quickly & accurately they can execute the job. JTBD
  51. 51. Speed & Accuracy 100+ Needs
  52. 52. Questions?
  53. 53. Job-to-be-done: Reach a destination on time
  54. 54. Job Steps
  55. 55. Job Steps Define Prepare Execute Monitor Modify Conclude
  56. 56. Estimate the departure time Set the route Drive to the destination Assess if the destination will be reached on time Reset the route as needed Park the vehicle JTBD: Reach a destination on time
  57. 57. Estimate the departure time Determine how much time to allow for vehicle preparation Determine how much time to allow for atypical travel conditions Determine how much time to allow for errands along the way Set the route Plan the stops Set the departure time Decide whether or not to make the drive Walk to the vehicle Prepare the vehicle for the drive Drive to the destination Make planned stops along the way Assess if the destination will be reached on time Reset the route as needed Park the vehicle Walk to the destination JTBD: Reach a destination on time
  58. 58. Job Steps Needs
  59. 59. A need is a measure of speed & accuracy of executing a job step.
  60. 60. Estimate the departure time Determine how much time to allow for vehicle preparation Determine how much time to allow for atypical travel conditions Determine how much time to allow for errands along the way Set the route Plan the stops Set the departure time Decide whether or not to make the drive Walk to the vehicle Prepare the vehicle for the drive Drive to the destination Make planned stops along the way Assess if the destination will be reached on time Reset the route as needed Park the vehicle Walk to the destination JTBD: Reach a destination on time
  61. 61. Thursday, June 27 6:41 AM 100% Friday, June 28 Team Meeting 8:00 - 9:00 AM1h My Location Pick up tickets 1h Dentist 12:00 - 1:00 PM 90m Customer Interview 2:00 - 3:30 PM 90m Dinner Meeting 6:30 - 8:00 PM Groceries Home 15m Drug Store 90m Gym Meet Cindy 1h Quarterly Review 10:00 - 11:00 AM Map Optimize
  62. 62. Plan the stops Difficult, frustrating or time-consuming
  63. 63. Plan the stops determine the to make planned stops optimal sequence
  64. 64. Plan the stops Reduce the time it takes to to make planned stops determine the optimal sequence
  65. 65. MetricDirection Goal Reduce the time it takes to to make planned stops determine the optimal sequence
  66. 66. Executor: CIO JTBD: Enable secure data use
  67. 67. Executor: CIO JTBD: Enable secure data use Reduce the time it takes to of the data determine the referential integrity
  68. 68. MetricDirection Goal Reduce the time it takes to of the data determine the referential integrity
  69. 69. 100+ Needs
  70. 70. Get the whole job done. Define Prepare Execute Monitor Modify Conclude
  71. 71. What is an unmet need?
  72. 72. A customer need that is important but poorly satisfied.
  73. 73. IMP 9.1 Reduce the time it takes to determine the optimal sequence to make planned stops.
  74. 74. IMP 9.1 SAT 2.7 Reduce the time it takes to determine the optimal sequence to make planned stops.
  75. 75. IMP 9.1 SAT 2.7 Unmet Needs
  76. 76. Unmet Needs
  77. 77. IMP - SAT IMP 9.1 SAT 2.7
  78. 78. IMP - SATIMP + ( ) = OPP IMP 9.1 SAT 2.7 OPP 15.5
  79. 79. Reduce the time it takes to determine the optimal sequence to make planned stops. IMP 9.1 SAT 2.7 OPP 15.5
  80. 80. Struggle with the JTBD causes a purchase. Clay Christensen
  81. 81. 1. Identify unmet needs 2. Identify competitor weakness 3. Create high-growth ideas
  82. 82. Traditional You Feature 1 ✓ ✓ ✓ Feature 2 ✓ ✓ Feature 3 ✓ ✓ Feature 4 ✓
  83. 83. Customers don’t want features, they want to get the job done.
  84. 84. Weakness is satisfying a need slowly or inaccurately.
  85. 85. Reduce the time it takes to determine the optimal sequence to make planned stops. IMP 9.1 SAT 2.7 OPP 15.5
  86. 86. Manual & slow
  87. 87. Minutes or hours
  88. 88. Weakness based on unmet need 106 needs
  89. 89. 1. Identify unmet needs 2. Identify competitor weakness 3. Create high-growth ideas 4. thrv execution
  90. 90. Brainstorm
  91. 91. Brainstorm “There are no bad ideas.”
  92. 92. Brainstorm
  93. 93. Reduce the time it takes to determine the optimal sequence to make planned stops. IMP 9.1 SAT 2.7 OPP 15.5
  94. 94. Feature idea: Sync & Optimize
  95. 95. OnTime Thursday, June 27 6:41 AM 100% Friday, June 28 Team Meeting 8:00 - 9:00 AM1h My Location Pick up tickets 1h Dentist 12:00 - 1:00 PM 90m Customer Interview 2:00 - 3:30 PM 90m Dinner Meeting 6:30 - 8:00 PM Groceries Home 15m Drug Store 90m Gym Meet Cindy 1h Quarterly Review 10:00 - 11:00 AM Map Optimize
  96. 96. 90m Dinner Meeting 6:30 - 8:00 PM 90m Gym OnTime Thursday, June 27 Friday, June 28 Team Meeting 8:00 - 9:00 AM1h My Location Pick up tickets 1h Dentist 12:00 - 1:00 PM 90m Customer Interview 2:00 - 3:30 PM Groceries Home 15m Drug Store Meet Cindy 1h Quarterly Review 10:00 - 11:00 AM Map Optimize 6:41 AM 100%
  97. 97. Reduce the time it takes to determine the optimal sequence to make planned stops. From minutes to seconds.
  98. 98. Customer value is getting the job done faster and more accurately.
  99. 99. Customer Value Satisfaction = Speed + Accuracy
  100. 100. Accelerated Growth
  101. 101. AccelerationCustomer Value OpportunitiesMarket Size
  102. 102. Questions?
  103. 103. 1. Training 2. Services 3. Software
  104. 104. Satisfy customer needs better than competitors in a market.
  105. 105. Training 1.1 JTBD & Customer needs 1.2 Competitive Analysis 1.3 Idea Generation & Value 1.4 Messaging & Positioning 1.5 Market Quantification & Pricing 1.6 Roadmap & Risk Mitigation
  106. 106. 2.1 Strategy Assessment 2.2 Needs Identification 2.3 Market Quantification 2.4 Competitive Analysis 2.5 Idea Generation 2.6 Pricing Analysis 2.7 Messaging Analysis 2.8 Messaging & Positioning 2.9 Interface Analysis 2.10 Roadmap Prioritization Services
  107. 107. Job Step: Monitor the list of potential new customers Reduce the time it takes to determine the % of leads that will convert to paying. Need 4 9.3 2.1 16. 5Job: Acquire new customers Comments (20) Tasks (8)Features (3)Comp Features (2) Software
  108. 108. 1. Jobs-to-be-Done Sprint 2. Implementation Sprint 3. Growth Phase Recommended Path
  109. 109. 1. Jobs-to-be-Done Sprint Day Module Output 1 JTBD & Customer needs Job Map Hypothesis 2 Competitive Analysis At least one weakness 3 Idea Generation & Messaging At least one new idea 3 Days, 5-10 people, Software Subscription
  110. 110. 2. Road Map Sprint Weeks Activity Output 1-2 Job Step Interviews Validated job steps 3-4 Needs Interviews Validated needs 5-7 Survey & Analysis Market quantification 8-10 Road Map Planning Risk mitigated road map 10 Weeks, 5-10 people, Software Subscription
  111. 111. 3. Growth Phase Every product idea validated Engineers & designers know the why; make great decisions Product Managers effortlessly win resources Profitability through growth Swift response to changing landscapes Ongoing, Your Execution Teams, Software Subscription thrv Growth Partner
  112. 112. Demo
  113. 113. Hard to execute JTBD
  114. 114. Job Step: Plan the stops Minimize the time it takes to determine the optimal sequence for planned stops. Need 28 9.1 2.7 15. 5Job: Reach a destination on time Comments (20) Tasks (8)Features (3)Comp Features (2)
  115. 115. Job Step: Plan the stops Minimize the time it takes to determine the optimal sequence for planned stops. Need 28 9.1 2.7 15. 5Job: Reach a destination on time Comments (20) Tasks (8)Features (3)Comp Features (2) Customer Need
  116. 116. Job Step: Plan the stops Minimize the time it takes to determine the optimal sequence for planned stops. Need 28 9.1 2.7 15. 5Job: Reach a destination on time Comments (20) Tasks (8)Features (3)Comp Features (2) Job & Job Step
  117. 117. Job Step: Plan the stops Minimize the time it takes to determine the optimal sequence for planned stops. Need 28 9.1 2.7 15. 5Job: Reach a destination on time Comments (20) Tasks (8)Features (3)Comp Features (2) IMP 9.1 SAT 2.7 OPP 15.5
  118. 118. Job Step: Plan the stops Minimize the time it takes to determine the optimal sequence for planned stops. Need 28 9.1 2.7 15. 5Job: Reach a destination on time Comments (20) Tasks (8)Features (3)Comp Features (2) Team Input & Analysis
  119. 119. Job Step: Plan the stops Minimize the time it takes to determine the optimal sequence for planned stops. Need 28 9.1 2.7 15. 5Job: Reach a destination on time Comments (20) Tasks (8)Features (3)Comp Features (2) Competitive Analysis
  120. 120. Job Step: Plan the stops Minimize the time it takes to determine the optimal sequence for planned stops. Need 28 9.1 2.7 15. 5Job: Reach a destination on time Comments (20) Tasks (8)Features (3)Comp Features (2) Value Prop & Roadmap
  121. 121. Job Step: Plan the stops Minimize the time it takes to determine the optimal sequence for planned stops. Need 28 9.1 2.7 15. 5Job: Reach a destination on time Comments (20) Tasks (8)Features (3)Comp Features (2) Budgeting & Execution
  122. 122. /Productschool @ProductSchool /ProductmanagementNY
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Jared Ranere, a Growth Partner at thrv, talked about how Jobs-to-be-Done answers questions like "what is a customer need?" "Who is your real competition?" and "What does it mean to be "satisfied?" in a way that aligns your development team around your customer. It also gives you precise, measurable customer needs, and helps you know if your feature idea will deliver customer satisfaction before your team writes a line of code.

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