Jobs to be done

The ‘Jobs to be Done’ (JTBD) framework represents a paradigm shift in strategic brand development. It defines markets not in terms of products or demographic target groups, but in terms of the fundamental tasks and progress that people wish to achieve in their daily lives or at work.

Essentially, the theory states that customers do not buy products; they ‘hire’ them to solve a specific problem or achieve a desired end state. The focus thus shifts radically from the ‘what’ (the product) to the ‘why’ (the motivation). A brand that understands its ‘job’ does not merely deliver features, but enables transformation.

The strategic added value: Why JTBD determines relevance

A precise definition of the ‘jobs to be done’ is essential for brand strategies that drive decision-making. It transforms vague descriptions of target audiences into actionable insights. Those who understand which functional, emotional or social gap a product or service fills gain a decisive competitive advantage.

• Strategic direction: JTBD provides the compass for positioning. It clarifies the role the company plays in the customer’s life.

• Precision in communication: The messaging is refined in such a way that it appeals not only to the target audience’s intellect but also to their intrinsic motivation.

• Innovative strength: By focusing on the unresolved problem, opportunities arise for new solutions that go beyond mere product improvements.

• Measurable success: Marketing initiatives based on validated jobs achieve higher conversion rates because they generate genuine relevance.

Methodology: Identifying the true motives

Identifying ‘Jobs to be Done’ requires in-depth user research that goes beyond superficial preferences. The aim is to decode decision-making processes and identify the moment when the need for change became acute.

Key analytical questions:

Rather than asking about preferences, we analyse specific decision-making situations:

• The trigger: What was the specific moment that made the status quo untenable?

• The obstacle: What has been a source of frustration in the past, or what has prevented a solution from being found?

• The transformation: What specific progress should be achieved through the purchase or the contract?

• The alternative: What almost caused you to cancel the purchase?

The three dimensions of a job

A ‘job’ is rarely one-dimensional. To develop a holistic brand strategy, three levels must be taken into account, which often operate simultaneously.

Functional roles (The role):

The rational, practical objective. The customer wants to carry out a specific task or resolve a problem.

• Example: Managing a project efficiently or getting from A to B.

Emotional jobs (The feeling):

The psychological state the customer wishes to experience whilst carrying out the task or afterwards.

• Example: To feel confident, to gain a sense of security, or to avoid stress.

Social jobs (perceptions):

The external impact. How does the customer want to be perceived by those around them when using the product?

• Example: Be regarded as a competent leader or demonstrate that you belong to a modern peer group.

Strategic differentiation: direct versus indirect objectives

Often, an obvious task masks a deeper need. Excellent brand management addresses not only what is visible, but also what lies beneath.

• The immediate objective (obviously): The specific action that can be identified (e.g. ‘I need to buy a software licence’).

• The indirect objective (hidden): The real intention behind it (e.g. ‘I want to be seen as a driving force for innovation within the company and regain control over processes’).

Those who understand and address the indirect goals create an emotional connection that purely functional competitors cannot replicate.

Practical examples: JTBD in practice

To translate theory into strategic practice, let us consider specific scenarios from various sectors:

Scenario 1: Mobility (car-sharing)

• The Insight: The customer doesn’t own a car, but needs flexibility.

• The Job to be Done: "Enable me to enjoy spontaneous mobility without the administrative and financial burdens of ownership."

• Strategic implication: The provider doesn’t sell car journeys, but freedom and independence.

Scenario 2: B2B SaaS (project management)

• The Insight: During periods of growth, managers lose track of the big picture and have to repeat the same information.

• The Job to be Done: "Give me back control and enable me to lead my team efficiently without having to act like a micromanager."

• Strategic implication: The brand positions itself not on the basis of features such as ‘task lists’, but on the basis of the benefit of ‘leadership excellence’.

Scenario 3: Diet (convenience food)

• The Insight: Health-conscious people often find themselves falling short of their own expectations in the midst of a stressful daily routine.

• The Job to be Done: "Help me to maintain my identity as someone who lives a healthy lifestyle, even when I don’t have time to cook."

• Strategic implication: The product is not a ‘ready meal’, but a ‘health enabler’.

Areas of application for the JTBD method

The application of Jobs to be Done is an integrative process that aligns various areas of the organisation:

• Brand positioning: Defining the true value and differentiating from the competition by focusing on results rather than features.

• Product Development & Innovation: Identifying unresolved issues (‘underserved needs’) as drivers for new solutions.

• Communication & Messaging: Developing a language that strikes a chord by articulating the client’s desired progress.

• Customer Journey Mapping: Understanding the critical moments that trigger a purchasing decision (‘trigger events’).

• UX & Service Design: Designing experiences that break down barriers and accelerate customer progress.