How to work with the JTBD framework and why UXers need to be using it
•
10 likes•2,172 views
Presenting the reasons to use JTBD as part of product development and presenting the main areas on the JTBD Framework. How to define the customer isn't covered.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to How to work with the JTBD framework and why UXers need to be using it
Similar to How to work with the JTBD framework and why UXers need to be using it (20)
Recently uploaded
Recently uploaded (20)
How to work with the JTBD framework and why UXers need to be using it
- 1. How to work with the JTBD Framework & Why UXers need to be using it Carmen Brion .Design Researcher
- 2. Why do we need Jobs To Be Done (JTBD)?
- 3. This is the 20th century business model It’s one directional: ○ The business gets ideas of what their customers want and produce products based on them. ○ Marketing makes them desirable to customers. But this model is getting obsolete … Company Customer Marketing
- 4. Because we are in the Age of the Customer Today’s always-connected customers don’t care if it’s a sales, service, or marketing interaction. They just want their needs to be met on their terms in a consistent way. — Forrester CompanyCustomer Outbound Marketing Social Media Customer Services
- 5. Example of a sign of this change Millennials and Gen Y leading the Age of the Customer.
- 6. Do you know who this girl is?
- 7. Her name is Zoe Suggs aka Zoella A vlogger showing her love for hair and makeup in her youTube videos. Her vlog has 6.6M subscribers and over 300M video views. She has a beauty range with Superdrug and record-breaking book called girl online. Some YouTube vlogeers are more famous and earn as much as Hollywood/Music Stars!
- 8. Millennials enjoy an intimate and authentic experience with YouTube celebrities, who aren’t subject to image strategies carefully orchestrated by PR pros. — Survey by Jeetendr Sehdev, marketing professor at USC
- 9. However working with needs is hard With traditional UCD methods is difficult to determine: ○ Correlation between impact and need ○ Complexity of forecasting needs value to allow us identifying those worth solving ○ Need satisfaction KPIs/metrics ○ Core behaviours/fears that prevent customers from fulfilling needs
- 10. JTBD change perspective, making it easier to work with customers motivations and needs
- 11. Customers don’t want a quarter-inch drill bit, they want a quarter-inch hole . — Leo McGinneva
- 12. JTBD is about figuring out why customers choose a product over another HiredFired JTBD People don’t care about solutions they care about how solutions satisfy their JTBD. They will switch when they find a solution that satisfy the JTBD better.
- 13. Solutions are hired and fired. The JTBD remains the same Listen to music on the go
- 14. Don’t define solutions before fully understanding the JTBD
- 15. JTBD Framework Steps (from Anthony W. Ulwick) 1 32 4 5 Define the customer Uncover customer needs Define the Jobs To Be Done Define competitors and measure the level of satisfaction for the JTBD Find segments of opportunity 6 Define the value proposition 7 Formulate the strategy
- 16. Solution Define the JTBD ecosystem and uncover customer needs Desired Outcome Emotional JTBDs Pains Gains Core JTBD Social JTBDs Functional JTBDs Contextual JTBDs
- 17. Write the job statement VERB NOUN - VERB OBJECT CONTEXTUAL CLARIFIER Feel trendy when going out
- 18. Write the desired outcome statement MEASURE Increase DIRECTION OF IMPROVEMENT her confidence OBJECT OF CONTROL CONTEXTUAL CLARIFIER about looking trendy when going out NEED
- 19. JTBD explains why Zoella’s vlog is so popular Increase her confidence about looking trendy when going out Emotional JTBDs Pains Gains Core JTBD Social JTBDs Functional JTBDs Contextual JTBDs ○ Genuine ○ Trustworthiness ○ Relating to ○ Impress friends/boyfriend with new hair styles Zoella’s personality ○ Upbeat ○ Charisma ○ Looks ○ Millennials don’t respond to traditional marketing ○ See authentic, ordinary content ○ Annoy/baffle their parents Feel trendy when going out
- 20. Define and measure the forces of progression and regression PullHabit Internal pains Outside world motivator to change External pains Inner motivators to change Idea of a better life Idea of how life will improve after the change Solution preference Triggers to search for a different solution Choice Doubts on how a product can deliver progress Use Frustrations when using the solution Choice Blockers of decision making Use Existing habits that prevent retention Anxiety Push What keeps customers from firing their current solution provider What drives customers to find and hire a solution provider
- 21. Define the main competitors and measure the level of satisfaction for the JTBD Look beyond products of the same type - competition is whatever customers currently use or are thinking to use for a JTBD. To understand the competition landscape: ○ Start with similar or related products ○ But also consider people’s workarounds - self-made solutions, combinations of other solutions, etc And to assess competition, learn how customers define the progress criteria used to assess a solution’s success and failure.
- 22. Example of different competition In the US elections, competition for voters views was not between main media, but social media, blogging and fake news.
- 23. 5. Find segments of opportunity OVERSERVED CUSTOMERS WELL-SERVED CUSTOMERS UNDER-SERVED CUSTOMERS You will end up with a great amount of JTBD. Now we need to understand which one offer the best opportunities. For that, identify how satisfied customers are with the way that existing solutions solve the different JTBD and classify customers into the following buckets:
- 24. 6. Define the value proposition Functional JTBDs Pull forces Push forces Anxiety Your solution GAINS PAINS CUSTOMER JOBS GAINS CREATORS PAINS RELIEVERS PRODUCTS & SERVICES Generate pull Change habits Overcome pains (push) Reduce anxiety
- 25. 7. Define the strategy for your solution to a JTBD Get the job done BETTER MORE EXPENSIVE Get the job done BETTER CHEAPER Get the job done WORSE MORE EXPENSIVE Get the job done WORSE CHEAPER Get the job done SLIGHTLY BETTER SLIGHTLY CHEAPER KEEP Existing customers WIN UNDER-SERVED CUSTOMERS WIN ALL TYPES OF CUSTOMERS WIN CUSTOMERS WITH LIMITED OPTIONS WIN OVER-SERVED CUSTOMERS Differentiated Strategy Dominant Strategy Discrete Strategy Disruptive Strategy Sustaining Strategy
- 26. Where do you want to be? Our experience suggest that companies can win with a dominant strategy if they introduce a product or service that gets the job done (addresses the customer’s unmet desired outcomes) at least 20% better or 20% cheaply. — Antony W. Ulwick “
- 27. Understand the strengths and weaknesses of your solution With all these information it is much easier to define the Unique Value Proposition of your product. It’s also more clear if you have or not an Unfair Advantage over your current and upcoming competitors.
- 28. Some final considerations if you are thinking to apply JTBD
- 29. Airbnb didn’t innovate because of this … All of these support adjacent emotional/social/functional JTBD and the anxieties. ○ Professional-made pictures of the property ○ Reviews guest and host ○ Comms between guest and host under Airbnb watch ○ Ideas of what to do The website/technology are just the face of a set of well orchestrated services
- 30. It was to find a different way to solve the main JTBD and change habits Staying in a hotel, BnB, Inn, it’s comfortable but … Securing temporary housing in a city I’m visiting Staying in a real home. Experience local life.
- 31. With JTBD UX can really be the third partner in the 3 Amigos model TechBusiness UX TechBusiness UX JTBD 2 Amigos 3 Amigos ○ Quantifying needs and pains ○ Defining KPIs to measure it ○ Forecasting impact to product success/failure JTBD
- 32. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble. — Harrington Emerson
- 33. Innovation is hard, there’s no recipe for success Moving from following methods To fully understand the principles and master the practice of JTBD Picture Attribution Picture Attribution
- 34. References
- 35. JTBD books written by experienced practitioners
- 36. UX London - JTBD talks and workshops Steph Troeth Head of research at Clearleft @sniffles Workshop: How to listen for JTBD. Experienced JTBD interviewer practitioner. Jim Kalbach Head of Customer at Mural @JimKalbach Workshop: JTBD: a way of seeing. Sian Townsend Director of research at intercom @intercom_uxr
- 37. You can find me @tea_monster Picture attribution If I had an hour to solve a problem I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions. — Albert Einstein