If you want to build a product or service people actually need, focus on understanding what “job” they’re hiring it to do. That’s the core of the “Jobs to Be Done” (JTBD) framework, which digs into customer motivations, triggers, and decision-making processes. Instead of guessing what features people want, JTBD interviews uncover why customers buy, when they decide, and what they’re trying to achieve.
Here’s a quick breakdown of the 10 key questions to ask in JTBD interviews:
- What triggered your search for a solution? Identify the moment a problem became urgent.
- What were you hoping to accomplish? Understand the outcomes customers want.
- What alternatives did you consider? Learn how they evaluated other options.
- What obstacles did you encounter? Pinpoint fears or hesitations that delayed decisions.
- What steps did you take to solve your problem? Map their journey from problem to solution.
- What outcomes did you expect, and how do you measure success? Discover their success criteria.
- What challenges did you face with current solutions? Highlight frustrations with existing tools.
- How did you decide this solution was the right fit? Understand their tipping points.
- What would make you switch to another solution? Spot deal-breakers or unmet needs.
- What would an ideal solution look like? Capture their vision for a perfect product.
The ultimate guide to JTBD | Bob Moesta (co-creator of the framework)
How to Use JTBD Interviews for Business Idea Validation
JTBD (Jobs-to-be-Done) interviews take a different approach compared to traditional surveys or focus groups. Instead of just gathering surface-level opinions, these interviews dig deep into the customer’s journey - from recognizing a problem to adopting a solution. This method uncovers the real motivations behind purchasing decisions and helps you assess whether your business idea meets a genuine need.
At its core, the concept is straightforward: customers "hire" products to accomplish specific jobs. By understanding this, you can map out every step of their decision-making process.
Mapping the Customer Journey
To start, trace the customer’s path from identifying a problem to making a decision and achieving an outcome. Each stage sheds light on what matters most to them. A critical piece of this process is identifying triggers - those pivotal moments that push customers from passive awareness of a problem to actively seeking a solution. For instance, a small business owner might decide to look for accounting software after a particularly stressful tax season. Recognizing these triggers helps you pinpoint when your solution becomes most relevant.
Conducting the Interviews
The key to a productive JTBD interview is keeping the conversation natural and open-ended, not rigid or interrogative. Dive into both emotional and practical factors that influence decisions. For example, if a customer switched from one project management tool to another, explore what was happening in their work life. Were they managing more projects? Was their team growing? Were they under pressure to deliver better progress reports? These details reveal the underlying "job" they needed the product to do.
Timing also plays a big role. The best insights come from interviewing customers who recently made a purchase - ideally within the last three to six months. Their memories of frustrations, motivations, and decision-making factors will still be fresh, making their feedback more accurate and actionable.
Leveraging Digital Tools for Validation
Tools like IdeaFloat can take your JTBD research to the next level. With features like the Problem Validator, you can test whether your idea solves a problem customers are eager to address. Meanwhile, the Consumer Insights tool scans online discussions to uncover how people describe their challenges in their own words. Combining direct interview insights with this broader market research offers a well-rounded understanding of customer demand.
Gauging Problem Urgency
The goal isn’t just to confirm that a problem exists; it’s to measure how urgent that problem feels to customers. A problem that’s acknowledged but not actively addressed often signals weak demand. JTBD interviews help you differentiate between solutions that are "nice-to-have" and those that are absolutely essential.
Additionally, explore what customers are willing to sacrifice to solve their problem. Would they dedicate time to learn a new system? Pay more for convenience? Choose speed over extra features? These trade-offs reveal how deeply they feel the need and can guide your market positioning.
Spotting Patterns and Trends
As you conduct more interviews, look for recurring themes. What triggers are commonly mentioned? What frustrations do customers share? Pay close attention to the language they use to describe their pain points - it can be invaluable for shaping your messaging. Tools like Notion or Airtable can help you organize and categorize these insights, ensuring consistency and clarity in your findings.
JTBD interviews are a powerful way to validate your business idea, giving you the clarity you need to design solutions that truly resonate with your audience. By focusing on the "jobs" customers need done, you can uncover not just what they want, but why it matters to them.
1. What triggered your search for a solution?
Understanding what sets someone on the path to finding a solution can reveal when a minor irritation turns into an urgent need. This question digs into the exact moments or circumstances that push customers from casually noticing a problem to actively seeking a fix.
A trigger isn’t the problem itself - it’s the event that makes the problem unbearable. Take a marketing manager, for instance. They might have been manually tracking campaign performance for months, but it’s the pressure of a looming report deadline that finally pushes them to invest in analytics software. The inefficiency was always there, but the deadline created the urgency to act.
Interestingly, emotional triggers often outweigh logical ones. Imagine a small business owner sticking with an outdated spreadsheet system for years. They know it’s inefficient, but it’s not until their accountant points out multiple errors - leaving them feeling embarrassed - that they decide to switch to accounting software. That moment of embarrassment, not the inefficiency, sparks the change.
Pay attention to the timing and context of these triggers. Maybe it’s a busy season, a shift in responsibilities, a new team dynamic, or even customer complaints. These details highlight when your solution is most likely to resonate with potential buyers. If you notice multiple customers sharing similar triggers, you’ve uncovered a pattern that can guide your marketing strategy and timing.
Sometimes, a single event can set off a chain reaction that amplifies the urgency. Picture a project manager dealing with subpar communication tools. They might manage fine - until a miscommunication causes a missed client deadline. That missed deadline leads to a tense conversation with their boss, putting their next promotion at risk. The original trigger - the missed deadline - creates a domino effect that makes finding a solution unavoidable.
The language customers use to describe these moments can also reveal a lot. Words like "frustrated", "overwhelmed", "embarrassed", or "panicked" show the emotional weight behind their decision to act. These emotions are gold for crafting marketing copy that connects with prospects facing similar challenges.
Don’t settle for vague answers. Ask, “What made you decide that enough was enough?” The more specific the story, the better you’ll understand when and how to reach others in similar situations.
Next, let’s dive into how customer goals influence their expectations.
2. What were you hoping to accomplish when you chose this product/service?
This question digs into the core of customer motivation by uncovering their intended outcomes. While the first question identifies what prompted someone to start searching, this one focuses on what they were aiming to achieve. It's an important distinction: triggers create urgency, but desired outcomes set expectations.
People don’t just buy products - they invest in solutions that improve their lives or work. For instance, a busy executive isn’t just buying project management software; they’re buying the ability to leave the office at 6 PM instead of 8 PM. Similarly, a restaurant owner purchasing an inventory tool is really buying peace of mind, ensuring they’ll never run out of their best-selling dish during a busy dinner service.
When analyzing customer goals, it’s crucial to look at both functional and emotional objectives. Functional goals might include something like reducing invoicing time, while emotional goals could involve enhancing their professional reputation. Often, emotional drivers outweigh features or price when it comes to decision-making. By understanding both types of goals, you also gain a clearer picture of how customers define success.
Pay close attention to how customers describe their desired outcomes. Some focus on solving a problem: “I wanted to stop losing leads because of delayed follow-ups.” Others highlight gaining new capabilities: “I wanted to track which marketing channels actually bring in customers.” Their language tells you whether they see your product as a "painkiller" that solves a pressing issue or a "vitamin" that enhances their experience - and painkillers tend to drive stronger demand. You’ll also learn about their success metrics and timelines. For example, one customer might say, “I wanted to cut my bookkeeping time in half,” while another might say, “I needed to feel confident my records were accurate.” Phrases like “I needed results fast” or “I wanted a long-term solution” reveal whether they prioritize immediate fixes or sustainable improvements.
Sometimes, surface-level goals hide deeper needs. A marketing director might say they were looking for “better reporting capabilities,” but as the conversation develops, you realize they really wanted to prove their team’s value to skeptical executives. The reporting feature was simply a means to that end. These underlying motivations often highlight your product’s strongest value.
The scope of what they’re trying to accomplish is another key factor. Some customers focus on solving a specific issue, like automating social media posts. Others might aim for more ambitious transformations, such as overhauling their entire customer engagement strategy. Understanding the scale of their goals helps you tailor your solutions to their needs.
If a customer gives a vague answer like “I wanted to be more efficient,” it’s worth probing further. Ask them what efficiency looks like in their daily routine. The more specific their response, the better you can assess whether your product aligns with their expectations.
This question also reveals unspoken assumptions about how your solution should work. When customers describe their goals, they’re often outlining their vision of an ideal experience. These insights are invaluable for refining product features and improving user experience.
Finally, consider how customers balance these outcomes when comparing alternatives. Their priorities - whether it’s speed, reliability, or long-term impact - often guide their decision-making process.
3. What alternatives did you consider, and why?
Using the JTBD (Jobs to Be Done) framework, it’s crucial to examine not just what customers need but also the choices they explore during decision-making. This approach helps you understand the competitive landscape, positioning your product more effectively. By asking this question, you can uncover both direct competitors and unconventional alternatives - like doing nothing or creating temporary workarounds.
Once you've identified the key triggers and desired outcomes, dive into the alternatives your customers evaluate. Their decision-making process can reveal what truly matters to them. For instance, a small business owner searching for accounting software might weigh options like QuickBooks, Excel spreadsheets, hiring a bookkeeper, or even sticking with paper records.
The extent of their research also offers valuable insights. Some customers explore a wide range of options, while others stick to a few familiar choices. This can indicate how urgent the problem feels to them. The reasons behind their preferences are equally telling. For example, a customer might reject a well-known solution because it feels too complex for their small team, signaling that simplicity and scalability are top priorities. Or they might rule out building an in-house solution due to limited technical expertise, highlighting resource and skill constraints.
Budget often plays a pivotal role in their exploration. Some customers might start with premium solutions before shifting to more affordable options, while others begin with free tools and only later consider paid services. This progression reveals how their budget and level of commitment evolve. Pay attention to emotional reactions, too. If a solution feels overwhelming or misaligned with their company culture, it underscores the importance of brand perception and identity.
In many cases, customers rely on makeshift solutions long before committing to a dedicated product. For example, a marketing team might track campaigns using spreadsheets and online analytics tools until they’re ready to invest in automation software. These stopgap methods can highlight the essential features your product should offer.
Understanding why customers dismiss certain options is just as valuable as knowing why they choose others. If a popular alternative is deemed too expensive for the value it provides, that could point to a pricing opportunity. Similarly, if a solution is often criticized for having unnecessary features, it might indicate that a simpler, more focused option could gain traction.
Timing also plays a role. Some customers may delay their decision, waiting for a better solution or a larger budget. These insights can shape your go-to-market strategy, helping you align with market readiness and timing.
Finally, consider how customers describe their ideal solution. Whether they mention robust reporting combined with ease of use or a specific feature set, these insights can highlight opportunities to address gaps that existing solutions overlook. By paying close attention to their feedback, you can refine your product positioning and enhance its appeal.
4. What obstacles did you encounter before making your decision?
Understanding the hurdles customers face before committing to a solution can provide powerful insights into their decision-making process. These obstacles often arise from fears or uncertainties that make change feel risky.
To uncover these concerns, ask customers what almost held them back. They might mention doubts about potential risks, insufficient information, or other uncertainties. These responses can help you fine-tune your messaging, address objections in FAQs, or tackle them during sales conversations.
Pay close attention to the emotional language customers use when discussing their hesitations. Words that suggest anxiety or worry can point to deeper, underlying fears - not just surface-level objections. Tackling these concerns early on can encourage prospects to move forward. Also, observe how customers navigate these challenges - this can help you further improve your solution to meet their needs.
5. What steps did you take to solve your problem?
This question digs deeper into the journey customers take from identifying a problem to finding a solution. By understanding their actions, you can uncover valuable insights to position your product or service more effectively.
When customers share their problem-solving process, they often outline a series of steps. Some might start by seeking advice from colleagues, while others turn to online searches or browse through industry forums. Many also test the waters with free trials, comparison guides, or other resources before committing to a solution.
Pay close attention to the sequence of actions and any delays between steps. Did they take their time to research thoroughly, or did they aim for a quick fix? This timeline can reveal whether your audience prefers a methodical approach or tends to make swift decisions. For instance, if customers mention long gaps between researching and trying solutions, it might point to challenges like budget approvals or internal decision-making, which could shape your marketing and sales strategies.
Look for steps in the process that seem to trip customers up. If several people mention struggling with the same stage - such as getting team buy-in or comparing technical specs - you’ve found an opportunity to stand out. Providing tools, resources, or services that simplify these pain points can set you apart from competitors.
Finally, pay attention to the language customers use. Words like "finally" or "after exhausting every option" signal frustration. These emotional cues tell you more than just what they did - they reveal how they felt. Understanding this emotional layer can help you craft messaging that resonates on a deeper level and positions your solution as the relief they’ve been searching for.
6. What outcomes did you expect, and how do you measure success?
When customers share their expected outcomes, they’re giving you a window into what they truly value and where potential gaps between expectations and reality might exist.
Pay attention to both quantitative and qualitative measures when customers describe what they hope to achieve. For example, some might specify metrics like “reduce processing time by 50%” or “save $10,000 annually.” Others may focus on emotional outcomes, such as feeling more confident in their decisions or experiencing less daily stress. Both types of expectations carry weight and can guide how you position your product to meet those needs.
It’s also crucial to understand how customers define success. A marketing manager may prioritize metrics like lead generation or website traffic, but their CEO might care more about overall revenue growth. These differing perspectives within the same organization reveal multiple layers of value your product can address. By recognizing these nuances, you can craft messaging that resonates with various stakeholders involved in the decision-making process.
Consider the timeframe customers have in mind for achieving their goals. Are they expecting immediate results, or do they have a longer-term vision? Misaligned timelines can lead to frustration, even if your product performs as promised. If you notice a recurring mismatch - like customers consistently expecting faster results than your solution can deliver - it’s a sign to adjust your marketing or onboarding to manage expectations more effectively.
Watch for patterns in unmet expectations. Comments such as “I thought it would be easier to implement” or “I expected better integration with our tools” highlight areas where your product might not be meeting the mark. These insights are opportunities to either refine your messaging, set clearer expectations, or improve the product itself.
Finally, listen closely to the language customers use when talking about success. Terms like “efficiency,” “growth,” or “compliance” often reveal their decision-making priorities. Understanding not just what they want to achieve but why these outcomes matter to their broader goals allows you to align your solution’s benefits with what they value most. This deeper understanding provides a strong foundation for fine-tuning your messaging and product positioning moving forward.
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7. What challenges or frustrations did you face using current solutions?
This question uncovers the pain points in your customers' experiences, offering a clear guide to areas where improvements can make a real difference. When customers share their frustrations, they’re essentially pointing out opportunities to create a better solution.
Pay close attention to workflow disruptions. These are the moments when customers are forced to work around their tools instead of with them. For instance, they might mention exporting data to spreadsheets, manually tweaking it, and then re-importing it just to generate a basic report. Or they could describe spending hours on repetitive tasks that could be streamlined with automation. These inefficiencies often highlight the biggest opportunities for improvement.
Another common frustration revolves around integration issues. Customers frequently struggle when their tools don’t sync with the systems they already use. They might talk about manually transferring data between platforms, dealing with synchronization errors, or juggling multiple logins across disconnected tools. These pain points suggest there’s strong demand for solutions that integrate smoothly with popular platforms.
Cost complaints are another recurring theme. Customers may feel frustrated about paying for features they don’t need, encountering surprise charges, or dealing with pricing models that don’t align with their actual usage. Understanding these concerns can help you design pricing structures that feel transparent and fair, addressing inefficiencies that customers are eager to resolve.
Issues with support and onboarding also come up often. Long wait times for support or confusing onboarding processes can leave customers feeling dissatisfied. These frustrations not only affect their current experience but also shape their expectations for future purchases, highlighting opportunities to stand out by offering a smoother, more supportive experience.
Then there are performance problems, which can be deal-breakers. Slow load times, frequent crashes, or unreliable uptime can push customers to seek alternatives, even if they’re otherwise happy with a product’s features. These technical issues often weigh more heavily in decision-making than missing functionality.
Finally, pay attention to the emotional tone in how customers describe their frustrations. Their language often reveals how they feel about their current tools - whether it’s annoyance, stress, or outright anger. These emotional cues are powerful drivers of purchasing decisions.
Look for examples of workaround strategies customers have developed. When someone describes an elaborate process they’ve created to compensate for their tool’s shortcomings, they’re showing you exactly where there’s room for improvement. These workarounds represent wasted time and effort that customers would happily avoid if a better solution were available.
8. How did you decide this solution was the right fit?
Understanding the final tipping point is key to validating your solution, especially when building on Jobs-to-Be-Done (JTBD) insights. This question helps uncover the decision-making criteria that matter most to your customers. It sheds light on the factors that ultimately influence their choice, often a mix of logical evaluation and emotional reassurance.
For many customers, the decision becomes clear when they see how a specific feature or pricing model directly addresses their pain point. These "aha" moments often occur during free trials, product demos, or conversations with sales teams. It’s in these interactions that customers can picture how the solution integrates into their daily routines, giving them both practical and emotional confidence.
Social proof frequently tips the scales. Customers often mention reviewing case studies from companies similar to theirs, reading feedback on platforms like G2 or Capterra, or seeking recommendations from trusted colleagues. This kind of external validation reassures them that others in similar situations have successfully used the solution, reducing the perceived risk of their decision.
For some, the appeal lies in how quickly and easily the solution can be implemented. They value features like rapid setup, responsive customer support, and clear documentation that makes the onboarding process smooth. Others prioritize risk-reduction elements, such as money-back guarantees, flexible contracts, or seamless integration with their existing tools. Emotional factors, like trust in the company’s vision and confidence in its reliability, also play a significant role in sealing the deal.
The decision timeline offers further insights. While some customers make quick decisions due to urgent needs, others describe longer evaluation processes involving multiple stakeholders. Recognizing these patterns helps refine your sales strategy - knowing when to apply urgency and when to allow for a more measured approach. These insights not only clarify what drives decisions but also help you adapt your approach to maximize product adoption.
9. What would make you switch to another solution?
This question digs deep into the critical moments that push users to abandon their current solutions. By identifying these tipping points, you can anticipate common frustrations and develop features that address them before they become deal-breakers. It’s about understanding both the practical and emotional reasons that lead customers to seek alternatives.
Functional failures are a major driver of change. When a solution becomes inefficient or unreliable - making it harder for users to achieve their goals - frustration builds. Over time, repeated missteps or unpredictable performance can push users to explore better options.
But it’s not just about functionality. Emotional factors also play a big role. Feelings like cognitive dissonance or embarrassment can be powerful motivators. For example, one user switched from animal-based cleaning products to vegan alternatives because they felt conflicted about their values and choices.
"The Pull forces are the ones that help the customer move away from their old solution and try your new solution. These are: Problems or limitations of the existing solution – there is always something that isn't quite right with almost any product you're using." - Valchanova.me
Even reliable solutions aren’t immune to abandonment. As user needs evolve, a product that once worked well may no longer meet new demands. If performance stagnates or fails to keep up, users may start looking elsewhere.
Cost versus value is another key factor. When the time, money, or effort required to use a solution outweighs its benefits, dissatisfaction grows. Over time, this imbalance can lead to a shift.
Finally, external changes - like new business priorities or market conditions - can amplify minor frustrations. When these shifts occur, what once seemed like small inconveniences can snowball into a strong reason to switch.
10. What would an ideal solution look like for you?
This question wraps up your JTBD interview by encouraging customers to describe their vision of the perfect solution. Rather than zeroing in on specific features or technicalities, it helps uncover the broader goals and motivations driving their needs. What are they ultimately trying to achieve? What progress are they hoping to make? These insights go beyond surface-level desires and dig into the core of what matters most to them.
Understanding their ideal solution provides a strong foundation for analyzing interview results and fine-tuning your product strategy to align with their deeper expectations.
How to Analyze and Use JTBD Interview Results
Once you've gathered responses from your JTBD interviews, the next step is turning that raw data into actionable insights. This transformation is what bridges the gap between customer feedback and meaningful product or business strategies. Without this step, the data remains just that - data.
Start by categorizing the responses into three key areas: functional needs (what customers are trying to achieve), emotional needs (how they want to feel), and social needs (how they want others to perceive them). This framework helps you see the bigger picture of customer motivations, going beyond surface-level requirements. These insights provide a foundation for refining your product strategy and features.
Look for recurring themes in the interviews. If three or more customers mention the same triggers, obstacles, or frustrations, you’ve likely identified a significant opportunity. Pay close attention to the exact words customers use to describe their challenges - these phrases can become the backbone of compelling marketing messages and value propositions.
Timing patterns are another critical insight. Examine when customers start searching for solutions, what events trigger their search, and how long it typically takes them to make a decision. These patterns can help you understand market dynamics and fine-tune your go-to-market strategy.
Here’s a breakdown of how each JTBD interview question connects to different customer needs:
| Question Focus | Functional Needs | Emotional Needs | Social Needs |
|---|---|---|---|
| Solution triggers | Task completion requirements | Frustration and urgency levels | External pressure sources |
| Expected outcomes | Performance metrics and goals | Confidence and satisfaction | Recognition and status |
| Current challenges | Process inefficiencies | Stress and anxiety points | Reputation concerns |
| Ideal solution | Feature requirements | Desired emotional states | Social validation needs |
By linking responses from various questions, you can map out the customer journey - from the moment they recognize a problem to evaluating solutions and making a final decision. This mapping often highlights gaps in the market where current solutions fall short. Use these insights to craft value propositions that align your product’s capabilities with the needs customers express. For example, if many customers prioritize saving time, position your solution around efficiency. If emotional relief is a common theme, emphasize reduced stress and peace of mind in your messaging.
Once patterns emerge, use them to prioritize product features that address functional, emotional, and social needs simultaneously. Features meeting all three needs often become your strongest differentiators and deserve higher development priority.
You can also segment your market based on job type and customer context. For instance, small business owners and enterprise managers might use similar products but for entirely different purposes. Understanding these distinctions helps guide your marketing and product positioning strategies.
To further refine your approach, create customer personas based on the JTBD data. Instead of relying on demographic assumptions, focus on the jobs customers are trying to accomplish, their success criteria, and the obstacles they face. These job-based personas provide clearer direction for both product development and marketing.
Finally, validate your findings by going back to interview participants. Confirm that your interpretations align with their experiences and motivations. This step ensures you’re not misinterpreting key insights that will guide major decisions.
Document everything in an accessible format so teams across product development, marketing, sales, and customer success can use these insights to make informed decisions.
Best Practices for Running JTBD Interviews
When using the Jobs-to-Be-Done (JTBD) framework, sticking to solid interview practices is essential for uncovering genuine customer needs. The way you ask questions and interact during interviews has a direct impact on the quality of insights you gather.
Start by asking open-ended questions that encourage participants to share stories rather than providing simple yes-or-no answers. For example, instead of asking, "Do you like our product?" try something like, "Walk me through the last time you used our product to solve a problem." This approach helps uncover the context and emotions driving their decisions, giving you a deeper understanding of their motivations.
Be careful to avoid leading questions that might nudge customers toward a specific response. For instance, asking, "Don't you think our fast delivery is better than slower options?" assumes what they value most. A better question would be, "How important is delivery speed when choosing a solution?" Neutral phrasing allows customers to express their true priorities without bias.
Focus on what customers have done in the past rather than what they might do in the future. People often struggle to predict their future actions but can accurately recall their past behaviors. Instead of asking, "Would you consider switching solutions in the future?" try, "Tell me about the last time you switched from one solution to another." This gives you real, actionable insights into their decision-making process.
When conducting interviews, make sure to document them properly. Always record interviews with explicit consent. In the U.S., recording laws differ by state. Some states, like California and Florida, require consent from all parties involved, while others only need one party's consent. To ensure compliance everywhere, always inform participants that the session will be recorded and secure their verbal agreement at the start.
For example, you could say: "I'd like to record our conversation so I can focus on listening rather than taking notes. The recording will only be used internally for analysis and will be deleted after the research is complete. Is that okay with you?" This not only ensures legal compliance but also builds trust with participants. Alongside recordings, take backup notes to capture key themes and any follow-up questions that arise.
Create a comfortable environment for participants to share openly. Begin with general, easy questions about their situation before diving into specific challenges or frustrations. This warm-up helps them feel at ease, making them more likely to provide thoughtful and detailed responses.
During the interview, aim for an 80/20 speaking ratio: let participants do 80% of the talking while you actively listen. Don’t rush to fill silences - sometimes, the most valuable insights come after a pause.
To get to the heart of their experiences, focus on capturing the emotional context behind their decisions. If someone says, "The process was frustrating", follow up with, "Can you describe a specific time when you felt frustrated? What exactly happened?" You can also ask, "How did that make you feel?" to uncover emotional drivers, which often play a bigger role in decisions than purely logical factors.
As you conduct more interviews, refine your questions based on what works and what doesn’t. If certain questions consistently result in vague answers, tweak them for clarity. If participants seem confused by your wording, simplify it in future sessions.
Be respectful of participants' time by scheduling interviews at convenient times and sticking to the agreed duration. Most JTBD interviews are effective within 30 to 45 minutes. Afterward, thank participants for their time and explain how their feedback will help improve your product or service. This small gesture can encourage them to participate in future research.
Finally, standardize your process and questions so that team members can conduct interviews consistently. This makes it easier to compare responses across sessions and spot patterns in the data.
Conclusion
Jobs-to-Be-Done (JTBD) interviews can completely change the way businesses validate their ideas by revealing the real reasons behind customer decisions. The ten questions shared in this article offer a clear method to dig into customer needs and preferences before committing valuable time and resources to develop solutions. By exploring triggers, alternatives, obstacles, and desired outcomes, you gain a deeper understanding of what drives customer choices.
This method acts as a reliable guide - from identifying what sparks customer actions to defining their ideal results - ensuring every interview provides focused and actionable insights. These conversations uncover the motivations behind customer decisions, allowing you to create solutions that genuinely address their needs.
The key to mastering JTBD interviews lies in practice. Start with the structured approach outlined here, and refine your techniques with each interaction. Over time, you’ll get better at uncovering the full story behind customer decisions.
Whether you're testing a new idea or improving an existing product, these interview strategies lay a strong foundation for understanding real market demand. Use them consistently, and you’ll find that today’s insights can lead to tomorrow’s success.
FAQs
How does the 'Jobs to Be Done' framework help in creating better products or services?
The 'Jobs to Be Done' framework shifts the focus from product features to what your customers are actually trying to accomplish. Instead of centering on what your product does, this approach dives into the tasks or problems your customers need help solving.
By understanding these specific goals, you can identify gaps in the market, address pain points, and create solutions that tackle real-world challenges head-on. This not only helps you design offerings that meet genuine needs but also strengthens customer satisfaction and builds products that truly connect with your audience.
How are 'Jobs to Be Done' interviews different from traditional customer surveys?
'Jobs to Be Done' (JTBD) interviews aim to dig deep into the reasons behind why customers choose a product or service. Instead of stopping at surface-level details like demographics or satisfaction scores, these interviews focus on uncovering the specific "job" a customer is trying to get done, the context in which they need it, and the results they’re looking to achieve.
In contrast, traditional customer surveys are typically built to gather quantitative data - things like preferences, opinions, or feedback about a product. While surveys are great for spotting trends or gauging satisfaction, JTBD interviews take it a step further. They explore the why behind customer decisions, providing insights that can lead to solutions better tailored to what customers actually need.
How can I use insights from 'Jobs to Be Done' interviews to improve my business strategy?
To get the most out of 'Jobs to Be Done' (JTBD) interviews, the key is to dig deep into your customers' goals, struggles, and how they make decisions. Start by pinpointing the main 'job' your customer is trying to complete and the progress they aim to make. Look closely at any pain points or obstacles they face along the way.
Trace the customer's journey - from their initial thoughts to their final decision - to uncover what drives their actions and what triggers their choices. Think about the forces at play, like the 'push' of their current problem and the 'pull' of a better solution. When you align your product or service with these insights, you can create offerings that truly address customer needs and stand out in a competitive market.
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