Create Better Partnerships That Customers Actually Need

What is Jobs-To-Be-Done

  • Uncover the underlying needs of the users and what pushes them to make a change.
  • Identify known and unknown competitors from the customer’s point of view.
  • Create products or services to solve problems that may not have a solution yet.
  • Understand that jobs are stable over time and are solution agnostic.
  1. Identify the customer type that you want to focus on. The three typical customer types that you’d generally engage with at one point or another: the buyer, the actual user, the support team around the product that is responsible for maintenance, updates, etc.
  2. Create a job map that breaks down the core job into the stages that a customer would need to progress through.
  3. Put it together to create a job statement that defines the customer’s core job to guide your joint value proposition. The statement breaks down into three parts: Situation, Motivation, Expected Outcome. There isn’t a mention of the product in the statement.

The Universal Job Map

  • Define the vision and direction of the organization.
  • Discover opportunities in existing solutions that have been overlooked.
  • Capture the customer’s desired outcomes.
  1. Define what the job requires — Determine the customer’s goals and plan resources. This could be determining the objectives or the approach. It can also be an assessment of what resources is necessary or available to complete the job.
  2. Identify and locate the inputs needed — What items must the customer define or are required to do the job? This can be tangible items such as physical tools or resources or intangible things such as stored data in a database or technical requirements when writing code.
  3. Prepare the components — How does the customer prepare before starting the job? What are their process and step-by-step approach?
  4. Confirm that everything is ready — What does the customer do to verify that they are prepared? What information does the customer use to confirm priorities when deciding which options to perform the job?
  5. Execute the task — What does the customer do to execute the job successfully? How does the customer avoid any problems that may prevent the desired job outcome?
  6. Monitor the results — What does the customer need to ensure that the job has been executed successfully? How does the customer avoid any problems that may prevent the desired job outcome?
  7. Make modifications — What needs to be modified for the job to improve the execution? Customers may need help deciding what should be adjusted and determining when, how, and where to make changes.
  8. Conclude the job — What does the customer need to do to finish the job or prepare to repeat it? Some jobs are simple and conclude immediately after execution, but complex jobs require additional steps that others must complete before they are considered finished.

The Forces of Progress

  • Push — The struggles that a customer faces in their current situation, pushing them to seek or adopt something better. This is the motivation for progress.
  • Pull — The attraction of a solution that’s pulling the customer towards it. This is the idea or aspiration of how the solution will solve the problem.
  • Anxieties — This can be a concern that the customer chose the wrong solution or doesn’t work the way as expected.
  • Inertia — This is holding the customer back from switching to a new solution, such as a habit that they’re used to or the unrealistic idea that they have to accept what they have.
  • If the customer is truly struggling or merely inconvenienced.
  • If the customer has tried another solution in the past and what the customer did and didn’t like about it.
  • What the customer considers as a competitor.
  • New opportunities for innovative services or products from different partners in your ecosystem.

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I help businesses build and leverage successful partner programs

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Peter Lai

Peter Lai

I help businesses build and leverage successful partner programs

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