Jobs to be done

Understand the underlying progress customers try to make by hiring products to uncover motivations that drive purchases beyond surface-level features.

Jobs to be done

Jobs to be done

definition

Introduction

Jobs to be done is a framework for understanding what customers are actually trying to accomplish when they buy a product or service. Rather than focusing on customer demographics or psychographics, the jobs framework focuses on the functional, emotional, and social tasks that customers are attempting to complete. In B2B growth, this framework shifts your thinking from "who are our customers" to "what problem are they trying to solve and what outcome are they trying to achieve".

The framework originated from researcher Clayton Christensen's observation that people don't buy products, they hire them to do jobs. A customer buying project management software isn't buying the software itself; they're hiring it to increase their team's coordination, reduce missed deadlines, and reduce time spent in status meetings. Understanding this "job" allows you to position your product around actual outcomes rather than features.

The three dimensions of a job

  • Functional job: the practical task the customer wants to accomplish
  • Emotional job: how the customer wants to feel or avoid feeling
  • Social job: how the customer wants to be perceived by others

A single purchase might address multiple jobs. A marketing executive buying analytics software wants the functional capability to track campaign ROI (functional job), the confidence that they're making data-driven decisions (emotional job), and the credibility that comes with being sophisticated and analytical (social job). Effective positioning addresses all three dimensions.

Why it matters

The jobs framework transforms how you build positioning, messaging, and product development priorities. Most B2B companies position around features and product attributes. Jobs-based companies position around outcomes and the progress customers are trying to make. This difference directly impacts conversion rates because prospects evaluate purchases based on outcomes, not features.

Understanding jobs also reveals your actual competitive set. You're not competing against other project management tools; you're competing against email, spreadsheets, and Slack for the time management and coordination job. Reframing competition this way opens new marketing opportunities and reveals where prospects are currently getting jobs done inadequately.

Jobs thinking also improves product development. Feature lists are endless, but jobs are finite. By grounding your roadmap in the jobs your customers are trying to complete, you can prioritise features that have disproportionate impact on core outcomes. This leads to higher customer satisfaction and lower churn because you're solving real problems rather than adding marginal features.

How to apply it

Start by conducting interviews with existing customers, not prospects. Ask them to describe a specific situation where they bought your product, what problem they were facing, how it was affecting their work, and what outcome they wanted. Listen for both the practical accomplishment (functional job) and how the solution would affect how they're perceived and how they feel about their work.

Look for patterns across interviews. Multiple customers might have bought your product for the same functional reason but different emotional reasons. A CFO and a VP of Sales might both buy your analytics platform, but the CFO's emotional job is confidence and the VP's is competitive advantage. These different emotional jobs suggest different marketing approaches.

Once you've identified jobs, test your understanding by creating positioning variations focused on different jobs. Does your conversion rate improve when messaging emphasises the emotional outcome over the functional outcome? This testing reveals which jobs are most motivating for different segments of your market.

Project management tool jobs mapping

A project management software company interviewed 20 customers and discovered their core jobs were: keeping work visible so nothing falls through the cracks (functional), feeling in control of their work (emotional), and being perceived as an organised manager (social). Their original positioning had focused on features like Gantt charts and automation. They repositioned around "keep your team's work visible so you can lead with confidence", emphasising the emotional and social jobs. Website conversion rates increased 45% and customer churn dropped because the new positioning attracted customers who valued these outcomes and stuck around because the product delivered on them.

B2B SaaS free trial jobs analysis

A customer data platform company noticed that prospects signing up for free trials weren't converting to paid customers. By interviewing customers who had converted and those who hadn't, they discovered that converting customers were primarily solving the functional job of "unifying customer data sources" while non-converting prospects were mainly exploring whether the tool could replace their current solution without operational disruption. They created a new trial pathway specifically designed for customers doing the first job, including pre-loaded data and success templates. The conversion rate for this segment doubled.

HR software repositioning

An HR software company had been selling their platform based on compliance and employee management features. After interviewing customers, they discovered the real emotional job was "protecting the business from employment risks and litigation". The company repositioned its messaging around risk mitigation and compliance confidence. This subtle shift in language led to enterprise deals with legal and operations teams, not just HR teams. Their average deal size increased by 60% because they were now addressing the emotional job that triggered larger budgets and executive interest.

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