The Jobs to Be Done Framework: Crafting products that customers will eagerly embrace

We use the Jobs to be done (JTBD) framework at Microsoft a lot. I found great value in it in some projects, however, it has not always worked for me as a product manager. So when I learnt that Lenny had interviewed the founder of JTBD framework, Bob Moesta, on his podcast I decided to listen in and understand what I could do better.

My key takeaway is that in some cases, we were over simplifying the framework and using it as a way of finding user pains and gains. ?Where as in reality the JTBD framework is about understanding the context and understanding the key forces that push people to start looking for something new, explore newer options, and try out the new product while overcoming the inertia to leave the old system and embracing the anxiety of trying something new. I realized that the context of user's decision making is as important as the product itself to trigger the user to switch from their existing product to a new one.

Below is a summary of my key learnings. For more detail do check out the full podcast.

Struggling moments

The first thing to realize is that the process of building products, by itself, does not create demand. Customers do not buy products for their features or functions, but for the jobs they can help them accomplish. These jobs are triggered by struggling moments when customers face a problem or an opportunity that motivates them to look for a solution. Sometimes, these struggling moments can exist for a long time before they get solved, because customers are used to their existing habits and solutions.

A good example of this is QuickBooks, a popular accounting software for small businesses. QuickBooks has half the features at double the price of its competitors, but it still dominates the market. QuickBooks team has mastered the art of a) understanding the causes that push customers to switch from their old solutions to their new one and b) creating an easy-to-use product. (More on this later)

The four forces

This brings us to the second concept of JTBD: the four forces of progress. These are the factors that influence customers' decisions to adopt or reject a new product. They are:

- Force 1: The push of the situation. This is the frustration or dissatisfaction with the current state that drives customers to look for a better way.

- Force 2: The pull of the new solution. This is the attraction or benefit of the new product that promises to help customers achieve their desired outcomes.

- Force 3: The anxiety of the new solution. There is a learning curve that makes customers hesitate to try new products or risk associated with new products that makes them doubt their decision.

- Force 4: The inertia of the old solution. This is the comfort or familiarity of the existing solution that makes customers reluctant to change their habits.

The key to successful product development is to make sure that force 1 and force 2 are greater than force 3 and force 4, so that customers are motivated to switch to your product and stick with it.

Switching from the old to new

The third concept of JTBD is the phases of hiring a new product. These are the stages that customers go through when they decide to use a new product for their job. They are:

- Passive looking: Customers are not actively looking for a solution, but they are aware of their struggling moments and open to new ideas.

- Active looking: Customers are actively searching for a solution, comparing different options and evaluating their trade-offs.

- Deciding: Customers have narrowed down their choices and are ready to make a purchase or sign up for a trial.

- First use: Customers have started using the new product and are learning how it works and how it can help them.

- Ongoing use: Customers have integrated the new product into their routine and are experiencing its value and outcomes.

When you are pitching a product to a customer, you must be aware about the phase they are in and accordingly craft a pitch that helps them move from one phase to another.

Find out why users are leaving your product

The final concept of JTBD is the firing criteria. In case you are an established product and you are seeing a customer churn, find out why users are firing you. These are the reasons why customers might stop using your product and switch to another one. They are usually related to dissatisfaction with your product's performance, usability, reliability, cost, or support. To prevent customers from firing your product, you need to monitor their feedback, behavior, and satisfaction, and continuously improve your product to meet their evolving needs and expectations.

Summary

To summarize, The JTBD framework is not just about user pains and gains. It is about understanding your customers' needs, motivations, and behaviors, and design products that solve their problems and deliver value. Bob also discusses how to conduct customer interviews in the right manner to get these deep insights which I will cover in a subsequent post.