The Unlikely Collector: A Journey into Jobs to Be Done

As a self-proclaimed minimalist who steers clear of clutter and seldom collects, I harbor a deep, dark secret — an embarrassingly large collection of Starbucks 'Been There' mugs. Despite my aversion to Starbucks' coffee, you'll find about a dozen of their mugs in my cupboard. As someone who likes to think they have a discerning coffee palate, this begs the question: why do I own all these Starbucks mugs?

This contradiction is not just a quirk but the perfect segue into the Jobs to Be Done (JTBD) theory. At a glance, my collection seems at odds with my minimalist, anti-Starbucks stance. Yet, through the JTBD lens, the true motive behind these mugs snaps into sharp relief.

People don't want to buy a quarter-inch drill. They want a quarter-inch hole.

What's JTBD All About?

In essence, JTBD reveals that we don't just buy products, we hire them to make progress and fulfill emotional needs in our lives. It's not about the features, it's about the inner motivation that drives us. Just as Levitt suggests that the value of a drill is in the hole it makes, my mugs are not about the ceramic (although they are nice mugs). It's about capturing memories of travel and adventure.

While I might balk at the idea of collecting souvenirs, these mugs do a job for me - they serve as a tangible reminder of the experiences I've cherished. Every morning when I reach for a mug, I get a nice little reminder of a fun trip. This is JTBD at its core: understanding the often hidden, emotional reasons people choose certain products.

Milkshakes and Mugs: JTBD in Action

Shifting from personal keepsakes to fast food, let's look at a scenario from Christensen's book Competing Against Luck. He presents a puzzling case study of unexpectedly high milkshake sales before 9am at a fast food restaurant. Marketers were scratching their heads just as much as you and I would: why milkshakes, and why so early?

They uncovered that these customers hired milkshakes for an unexpected job. For early risers, the milkshake was a convenient, tidy, and satisfying breakfast on-the-go. It wasn't about indulging in a sweet treat; it was filling a gap in their morning routine that other foods couldn't. It had to be substantial enough to last until lunch, easy to drink while driving, and more interesting than the usual bland breakfast choices.

This was an 'aha' moment. It wasn't the milkshake's features like flavor, price or ingredients that secured its coveted spot on the morning commute. It was the job of curbing hunger and making the drive more pleasant. Understanding this job led to targeted improvements aligned with customer needs, boosting sales without generic marketing gimmicks.

JTBD: Going Deeper

While we’ve scratched the surface with some key insights, the JTBD framework delves much deeper into the realms of consumer psychology and product design. For those who have their curiosity piqued, Competing Against Luck is a wellspring of information on topics like:

• Interviewing Customers: The heart of JTBD lies in engaging directly with customers. It's about looking at your product through their eyes, discussing their real needs, and observing how they use it in their daily lives. This interaction uncovers the true 'jobs' your product performs, which might be different from what you initially thought.
• The Four Forces of Progress: Understanding a customer's decision-making process is pivotal. Christensen breaks it down into four forces: the push of the current situation, the pull of the new solution, the anxiety of change, and the inertia of previous habits. Grasping these forces sheds light on why customers might hesitate to adopt even a superior product.
• Identifying Competitors: In the JTBD framework, competitors include not only similar products but also the full range of alternatives that customers consider—this includes doing nothing at all. For the morning milkshake, competition isn’t just other quick breakfast options like a bagel or banana; it’s also the customer’s choice to skip breakfast entirely. Recognizing this broadens our understanding of what truly competes for a customer's choice when they hire a product to fill a need.
• Defining ‘Jobs’ Precisely: Articulating the job your product performs requires a delicate balance. If the job is defined too broadly, it won't provide the focused insights you need to differentiate your product. Conversely, if it's too narrowly defined, you might overlook broader market opportunities or alternative solutions that could attract your customers. The aim is to strike a precise balance that resonates with the true needs and circumstances of your customers.

These concepts are meaty, and while they might not be everyone’s cup of tea (or coffee mug), I highly recommend diving in if this post interested you at all. I'll likely revisit this topic again, but my goal for this blog is a lighter touch.

Conclusion

As I revealed earlier, my unlikely collection of Starbucks mugs seems to defy my minimalist and coffee sensibilities. But this collection makes more sense through the lens of Jobs to Be Done (JTBD) theory, unraveling the puzzle. These mugs aren't just about their coffee holding capabilities—they're tokens of travel, memories, and experiences I get to re-live each morning.

In my previous post, I discussed how the JTBD framework reshaped my approach to software development and business. It taught me to zoom out and focus on solving real problems for users rather than getting lost in technical details. Applying JTBD to my own choices has been eye-opening, revealing the often overlooked whys of our buying decisions.

I still have a lot to learn from JTBD, but if you too find yourself 'hiring' unexpected products, reach out on X @whereisjefe. I could talk about this stuff all day!