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How to use Jobs to Be Done Framework in B2B

What is JTBD?

In the Jobs-to-Be-Done framework either we can say the Jobs-to-Be-Done theory focuses on what motivates a buyer to purchase in the first place. It is a way of looking at the market through the lens of consumer needs. Customers have needs and tasks to complete, so they will look for a product or service to assist them. We say The JTBD framework analyzes those 'jobs' to find a more effective marketing approach when selling a product or service.

JTBC's basic premise is that when businesses launch a product or try to acquire customers, they frequently focus on the wrong thing. They concentrate on who their existing customers are and what products they are currently purchasing.

These customer behavior insights can be highly beneficial to sales. Conversion rates increase immediately when marketing efforts support sales in a way that nudges customers forward in the sales funnel. This is known as sales enablement, and the ultimate goal is to optimize efforts by reducing the number of potential customers, so that time and resources are not wasted.


B2B sales are more complex than B2C sales because more stakeholders and individuals are involved in the decision-making process. The critical distinction here is that, in most B2B sales situations, the person or department deciding whether to proceed with purchasing a particular product or service is not the person or department that will use it. When this is the case, the responsibility of all parties involved in the purchase must be considered.

Way to Use JTBD in B2B

Defining Target audience

The person who buys a product or service often (but not always) uses it in consumer markets. The person who buys a product in a business-to-business market is not always the person who uses it.

Indeed, JTBD practitioners advocate dividing the decision-making unit into three categories:

The primary user (also known as the 'job executor'): uses the product to complete the primary task.

The support team consists of individuals involved with the product throughout its lifecycle, such as those who transport, install, maintain, repair, upgrade, or dispose of it. Their job to be done differs depending on their role. For example, an IT professional installing new software will have a different 'job' than a legal professional reviewing the initial contract.

The buyer is the purchasing manager, whose responsibilities are likely to revolve around pricing and financial matters.

Map Of the job to be done

After identifying your target audience, you should learn what they're attempting to achieve. You must precisely map the 'jobs' for which they are hiring products.

That is more difficult than it appears:

  • As part of their role, each individual is likely to have multiple 'jobs.' The investigation must be as thorough as possible.
  • Individuals may combine multiple products to complete a single 'job.' While this is typically indicative of a business opportunity - perhaps a single solution can replace these products? - It also makes determining what each actual 'job' is more complicated.
  • You must consider the various types of 'jobs.' As previously stated, the 'jobs' vary by role type (for example, purchasing managers tend to hire products for financial-related 'jobs,' whereas users hire them for the main product task). Then, when considering each role, you must consider the emotional and functional 'jobs.' JTBD practitioners provide examples of Jobs-to-Be-Done that you could hire Spotify for
  • You can identify target audience segments that represent the most incredible opportunity.
  • Existing products aligned with market opportunities.
  • You can come up with new product ideas to meet unmet needs.
Some of the most well-known examples of JTBD-based product design or marcomms strategy come from predominantly B2C brands. For example, late innovation expert Clayton Christensen described the jobs-to-be-done marketing opportunity for a McDonald's milkshake. Or Apple, with its phenomenal iPod and iPhone-led success since the turn of the century - its former SVP Philip Schiller has been quoted describing jobs-to-be-done examples for several products.

1) The primary functional tasks are to 'organize and manage music for personal use and 'listen to music.' 

2) The two most important emotional 'jobs' are 'organizing and managing music in a way that feels good' and sharing songs with friends.' The former is more intimate, while the latter is more social. 

3) Related 'jobs' could include 'downloading songs from the Internet,' 'creating playlists,"removing unwanted songs,' and 'passing the time.'

Identify the opportunity

The 'job mapping' process can lead to an organization identifying an overwhelming number of Jobs-to-Be-Done.

The next step is prioritizing some of these 'jobs' by determining which offers the best opportunity. You should specifically investigate:

Importance - which jobs are most important to the target audience?

Frequency - which jobs are most frequently performed by the target audience

Satisfaction - whether or not the target audience is satisfied with the current solutions for completing each JTBD.

Competitive landscape - whether current market solution over or under serving jobs to be done. You're primarily looking for unsatisfied needs.

Distinctions within the target audience - whether specific segments prioritize certain jobs more than others or are less satisfied with existing solutions.

Quantitative research is the most effective method for prioritizing opportunities.

When doing so, remember that JTBD practitioners believe market researchers should reconsider some of their current quantitative techniques.

When trying to innovate, JTBD practitioners believe forcing customers to make "trade-offs" is unnecessary. Customers want their needs met. The company developing a new product must make trade-offs to meet those needs, but the customer should not be asked to do so.

You can use the information to inform your product and marketing strategy once you've prioritized the JTBD opportunities:

Business Fear new solution

If you purchase a product that does not work well, you may lose some money and time, but usually not too much. However, when a company begins to use a product that doesn't work well. For starting any business, products will require significantly more effort to integrate into the organization because they will need to adapt their processes, other software, or products and train people to use them. And in highly regulated and privacy-sensitive industries such as banks and insurers, leaking customer data is a primary concern that can result in a significant dent in their reputation. And the employee in charge of purchasing the product could be fired, lose her job, and so on.

Remember to focus on uncovering pains associated with new-experience anxiety during your interviews. These are frequently in the form of 'what could happen,' adverse outcomes they are currently attempting to avoid. "Team leader want to make sure teams don't do anything stupid," and "we can't afford to get into the news with a bad experiment." Identifying these concerns and explaining how your product will alleviate them is critical.


The JTBD framework is a way of looking at customers and prospects that can help you understand their needs and attitudes.

First, it assists you in making a case for conducting research by explaining how research can aid innovation.

Second, it should be implemented in specific project types to improve project outcomes. JTBD principles are applied to market segmentation, product development, brand development, and competitive intelligence projects.

The critical points in B2B are defining the target audience, mapping the jobs to be done, and identifying the opportunity.


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