Why is it important for product managers to understand their customer's ideal outcome/JTBD?

Understanding your users is critical to building a product that will effectively solve their problems, and they will be excited to use. The JTBD framework is effective because it encourages product managers to focus on problems, not solutions. You can read more about how we use this framework at GitLab here: https://about.gitlab.com/handbook/product/ux/jobs-to-be-done/

Understanding the customer's ideal outcome and the "Jobs to Be Done" (JTBD) framework is crucial for product managers because it directly influences the effectiveness and success of the products they develop. Amongst various other things, here are my top reasons on why we do this as PMs

• Customer-Centric Design: It ensures that products are developed to meet specific, real-world needs of customers, enhancing relevance and user satisfaction.

• Improved Product Fit: Products aligned with JTBD are more likely to achieve market fit, as they address both functional and emotional customer needs. Crucial for start ups.

• Enhanced Innovation: Knowing the JTBD helps identify gaps in market offerings, driving innovation and the development of distinctive features or new products. Crucial for remaining leaders in the industry

Whether you are using CUJs or JTBDS or PRDs the entire purpose of these artifacts is for product leaders to better understand the goals of the end user with tools in the market. Ultimately, without a targeted understanding you will end up building something that won't add value or won't be purchased by your target market - which is the worst case scenario.

Customers don’t care about your solution — they care about their problems.

Dave McClure's most famous quote is essential to build products people will actually use.

I hate to bash other PMs and their products, but I couldn't help but laugh when I first heard about Juicero. In 2016, Juicero launched a wi-fi enabled juicer. At $700 it was nearly the cost of an iPhone. What was the game changing solution that Juicero offered? You would buy proprietary juice packets from Juicero and the Juciero would crush the packet and you'd get juice! Not a terrible idea, after all who doesn't like freshly squeezed juice.

Eventually the company went bankrupt when a journalist discovered that you could just squeeze the juice packet using your hands, making the $700 device completely redundant.

Why did Juicero fail and what does it tell us about focusing on the customer's ideal outcome or Job-to-be-Done ("JTBD")?

Juicero's key failure, and a common one amongst many products, is that it did not identify the JTBD it was solving for. Instead, the founders built, arguably, a very cool piece of tech - the $700 juicer - and decided that customer's would want it.

The JTBD's of a customer using a juicer, could include:

• Increasing fruit and vegetable intake

• Living a healthier lifestyle

• Prepare specific juice recipes

The Juicero certainly addressed these JTBD's, but at 10x the cost why would someone buy it over an ordinary juicer that equally performed the same functions.

The founders believed that by adding wi-fi and other tech they were making the Keurig of the juicing world. What they failed to realize that their solution did not address or uniquely solve the customer's problem - thereby falling into the trap called out by Dave McClure.

What could Juicero have done differently?

I'm not an expert on food tech, but there are techniques Juicero could have used to build a product that their customers actually wanted.

First, the company should have looked at what problems existing juicers created and how a new product could address those. For example, standard juicers are noisy, inefficient at extracting the pulp, and notoriously difficult to clean. Interestingly, Juicero actually solved these issues - just not with the Juciero device. The bags that came with the Juicero actually allowed customers to make juice without the noise and cleaning that comes with standard juicers.

Second, when build features (e.g. wi-fi integration), always consider what problem is it solving. While wi-fi in other home appliances have become common, there is typically a reason to have it. For example, you may want to be informed when your laundry is done. There is no reason to have wi-fi on a juicer as you will always be physically present.

Lastly, make sure you have a target customer for your product. Very few people have the disposable income to spend $700 on a juicer. Those that do, are likely willing to pay for freshly squeezed juice from a store.

Understanding your customer's ideal outcome or Jobs to be Done (JTBD) is always crucial for product managers. It keeps your focus sharp and aligned with what truly matters. Some of the ways that understanding this really helps PMs are:

• Solving real problems: When you deeply understand the JTBD, you’re not just building features for the sake of building them (e.g. "It would be really cool if we could do this"). You’re solving actual problems that your customers face. This makes your product indispensable to them because it directly addresses their needs and helps them achieve their goals. Sometimes, those "cool" features actually just get in the way of solving the actual problems...I've seen it happen many times.

• Prioritization: Knowing the JTBD helps you prioritize effectively. Like I said above, there are always countless "cool" features you could develop, but if they don't help your customer get their job done, they’re just distractions. Focus on the features that make a real impact and push the rest to the background.

• User journey alignment: Understanding the JTBD gives you insight into the order in which your customers perform their tasks. This means you can develop features in a logical sequence that matches their workflow. Implementing features in the right order ensures that you don’t paint yourself into a corner and need to redo work later.

• Efficiency and effectiveness: By aligning your product with the JTBD, you ensure that every feature you build makes your customers' lives easier and more efficient. This not only satisfies your current users but also attracts new ones who see the clear value in your product.

• Customer loyalty and retention: Everyone likes to be understood. When customers feel that your product is designed with their specific needs in mind, they’re more likely to stay loyal. They see your product as a critical tool for their success, which boosts retention rates and reduces churn.

• Competitive advantage: A deep understanding of JTBD can set you apart from competitors. If you can address your customers' needs better than anyone else, you'll stand out in the market and can position your product as the go-to solution.

With all of that said, understanding your customer's JTBD is about focusing on what truly matters to them. It guides you in building a product that solves real problems, aligns with their workflow, and delivers significant value. This not only enhances customer satisfaction and loyalty but also strengthens your position in the market. Keep your eye on the JTBD, and you'll be able to navigate the complexities of product strategy with a clear, customer-centric vision.

Understanding a customer’s ideal outcome or JTBD is crucial for product managers because it aligns product development with what truly matters to users. When you grasp the JTBD, you can design features that solve real problems, leading to higher customer satisfaction and loyalty.

Without that you would be flying blind.. and will take longer to find a product market fit.