Jobs To Be Done Concept Quiz
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Questions and Answers

What does JTBD stand for?

  • Job Tracking and Business Development
  • Jobs to Be Done (correct)
  • Job Title Breakdown
  • Just in Time Business Development

A case study is included for every chapter in the content.

False (B)

What is one challenge discussed in the content?

Market misunderstanding of customer needs

In the chapter about forces of progress, the concept of _____ and pull shape the JTBD.

<p>push</p> Signup and view all the answers

Match the following chapters with their key focus:

<p>Chapter 1 = Challenges and Hope Chapter 3 = Principles of JTBD Chapter 7 = Forces of Progress Chapter 9 = Defining Competition Wrong</p> Signup and view all the answers

According to the content, what is not a JTBD?

<p>A job that no customer cares about (A)</p> Signup and view all the answers

The chapter 'Jobs Remain while Solutions Come and Go' emphasizes that customers prefer new solutions over existing ones.

<p>False (B)</p> Signup and view all the answers

What is a common misconception held by managers regarding product growth?

<p>Growth can continue indefinitely. (A)</p> Signup and view all the answers

What does the case study about Dan focus on?

<p>Clarity in identifying JTBD</p> Signup and view all the answers

Products and companies can continuously grow revenue and attract more customers.

<p>False (B)</p> Signup and view all the answers

What does MAU stand for in relation to Twitter?

<p>Monthly Active Users</p> Signup and view all the answers

Management making changes to a product often leads to a _____ for existing customers.

<p>worse experience</p> Signup and view all the answers

Match the following terms with their definitions:

<p>MAU = Monthly Active Users JTBD = Jobs To Be Done Creative Destruction = The process where new innovations replace older ones Risk Taking = The willingness to take chances in business decisions</p> Signup and view all the answers

What is often a consequence of management focusing solely on visible figures?

<p>Customer needs are ignored. (A)</p> Signup and view all the answers

Innovation is described as easy and low-risk in the text.

<p>False (B)</p> Signup and view all the answers

Chasing visible figures often leads to _____ decisions about products.

<p>poor</p> Signup and view all the answers

What is primarily sold by Revlon according to the content?

<p>Hope (A)</p> Signup and view all the answers

Selling hope has been unprofitable for Revlon.

<p>False (B)</p> Signup and view all the answers

Customers want help improving their ______.

<p>lives</p> Signup and view all the answers

Match the following companies with their product focus:

<p>Revlon = Selling hope 3M = Damage-free hanging products Erard = No-drill TV mounts Entrepreneur = Seeking advice and inspiration</p> Signup and view all the answers

According to the content, how should products be viewed in relation to customers?

<p>As solutions for customer needs (B)</p> Signup and view all the answers

Customers primarily care about the specific methods for achieving their needs.

<p>False (B)</p> Signup and view all the answers

What type of products does the entrepreneur consider when seeking advice?

<p>Books, videos, conferences, mentorship</p> Signup and view all the answers

What is the primary focus of the JTBD theory?

<p>Understanding customer motivation (B)</p> Signup and view all the answers

The principles of JTBD have evolved over a span of at least fifty years.

<p>False (B)</p> Signup and view all the answers

What did the entrepreneur learn was essential for business success?

<p>Offering a collection of products that work together as a system.</p> Signup and view all the answers

The entrepreneur's first successful business offered photographic services, image retouching, and a software platform for customers to create their own ___.

<p>websites</p> Signup and view all the answers

Match the challenges with the corresponding product development aspects:

<p>Target market selection = Which markets to focus on? Advertising effectiveness = How can we connect in five seconds? Product design = Which shade of white denotes luxury? Material choice = Which alloy provides the best road feel?</p> Signup and view all the answers

What was one reason the entrepreneur sold the business?

<p>Dislike for management role (A)</p> Signup and view all the answers

The failure of the second business, Vizipres, was primarily due to a lack of market research.

<p>True (A)</p> Signup and view all the answers

Which year did the entrepreneur start their first business?

<p>2003</p> Signup and view all the answers

What do customers primarily use to judge which products compete against each other?

<p>Progress against a Job To Be Done (JTBD) (D)</p> Signup and view all the answers

According to the content, customers often define competition based on functionality.

<p>False (B)</p> Signup and view all the answers

What is a common reason solo entrepreneurs experience feelings of isolation?

<p>Lack of motivation and inspiration</p> Signup and view all the answers

The Segway found success among members of ______ for patrols.

<p>law enforcement</p> Signup and view all the answers

What behavior does jumping from one solution to another describe in relation to JTBD?

<p>Compensatory behavior (A)</p> Signup and view all the answers

Match the following products with their intended uses:

<p>Baking Soda = Baking agent Segway = Personal transportation Product People Club = Online community for entrepreneurs Meetup.com = Local get-togethers</p> Signup and view all the answers

Customers often keep searching for new solutions even after their Job is Done.

<p>False (B)</p> Signup and view all the answers

How does human motivation relate to jobs that need to be done (JTBD)?

<p>It changes slowly.</p> Signup and view all the answers

What is one primary factor that affects how much customers are willing to pay for a product?

<p>The amount they are accustomed to spending on a solution for a JTBD (D)</p> Signup and view all the answers

Customers often use multiple solutions for a Job To Be Done (JTBD) at the same time.

<p>False (B)</p> Signup and view all the answers

What alternative to attending a conference did Dan Martell promote with Clarity?

<p>Talking with the speaker directly</p> Signup and view all the answers

Dan focused on delivering __________ progress to better connect with customers.

<p>emotional</p> Signup and view all the answers

Which aspect of marketing did Dan emphasize when promoting Clarity?

<p>Emotional quality and customer motivations (A)</p> Signup and view all the answers

Match the following concepts with their descriptions:

<p>Job To Be Done (JTBD) = The need customers have that drives them to seek a solution Clarity = An on-demand business advice platform Emotional Progress = The improvement in customers' feelings about their struggles Market Positioning = How a product is presented to distinguish it from competitors</p> Signup and view all the answers

Clarity was successful because it focused on the functionality of the service.

<p>False (B)</p> Signup and view all the answers

When customers start using one solution, they have to stop using __________.

<p>something else</p> Signup and view all the answers

Flashcards

What is JTBD?

Jobs To Be Done (JTBD) is a framework that focuses on understanding the underlying reason why customers choose a product or service. It goes beyond specific features, focusing on the desired outcome and the context in which the customer needs to achieve that outcome.

What is a 'Job' in JTBD?

The 'Job' in JTBD refers to the task, problem, or need that a customer is trying to address or solve. It is not simply about a product or service but the underlying need or desire.

What makes a 'Job' 'Done' in JTBD?

The 'Done' in JTBD refers to the point at which the customer considers their job successfully completed and they feel satisfied with the outcome. It's about meeting their expectations and delivering a positive experience.

What isn't a JTBD?

A JTBD is not just about meeting a basic need. It's about understanding the specific context, circumstances, and emotions surrounding the customer's 'job'. A JTBD considers the entire process, from the need arising to the desired outcome.

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What are JTBD principles?

JTBD principles guide how you approach understanding customer needs and developing solutions. It's about focusing on the 'job' itself, considering the whole context, and understanding the customer's desired outcome.

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What are the Forces of Progress?

The forces of progress in product development are a combination of forces that push products and services toward new possibilities and forces that pull them back due to existing market realities and customer behaviors.

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What is Demand Generation?

Demand generation refers to the forces that create new markets or expand existing ones. It drives the need for new products and services as customers encounter new problems, seek new opportunities, or change their lifestyles and preferences.

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What is Demand Reduction?

Demand reduction occurs when existing products or services become outdated, lose their appeal, or are replaced by more efficient or effective options. It's a force that can lead to decline in sales, market share, and ultimately, the demise of products or companies.

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Jobs to Be Done (JTBD)

Understanding why customers buy a product, focusing on their underlying needs and motivations.

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Customer Motivation

A customer's desire to improve their lives, overcome struggles, and make progress.

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Management by Visible Figures

A company's focus on easily measurable metrics like user growth, revenue, or engagement, rather than understanding the core value they bring to customers.

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Product-Centric Thinking

Focusing on the product's features and benefits without considering the underlying customer need.

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Customer Progress

A customer's perspective on how well a product helps them achieve their goals.

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Creative Destruction

The process where new innovations replace older ones, leading to market disruption. Think about how the rise of smartphones replaced traditional landlines.

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JTBD Analysis

Analyzing the customer's motivations by understanding their underlying needs, desires, and struggles.

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Chasing Visible Figures

Focusing on making improvements to an existing product, even if it risks alienating loyal customers, in the hope of attracting new ones. This is often driven by management's concern over slowing growth.

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Job

The outcome that a customer is trying to achieve, not the product itself.

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Solution

A solution that helps a customer achieve their desired outcome.

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Growth Slows and Stops

The idea that growth for any product will eventually slow down and eventually stop. Companies need to be prepared for this reality.

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Customer Segmentation

The act of focusing on a specific customer segment and understanding their unique needs and motivations.

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Entrant's Innovation

A competitor's innovation that addresses the underlying needs of customers better than a company's existing product, due to its simpler focus and lack of unnecessary features.

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Understanding Relationships around Data

The process of understanding how different metrics or data points relate to each other, rather than just looking at them in isolation.

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Weighing and Dismissing Visible Figures

The ability to look beyond easily quantifiable metrics and make strategic decisions based on a deeper understanding of customer needs and market dynamics.

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System of Products

A collection of products or services that work together seamlessly to help customers achieve their desired outcomes or make progress towards their goals.

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JTBD Discovery

The process of discovering and defining the Jobs to be Done for a particular product or service.

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JTBD Principles

A set of principles that can be applied to a variety of fields, including product development, marketing, and business strategy, to promote innovation and create products and services that truly resonate with customers.

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Innovation

The ability to create new, innovative products and services that meet the needs of the market and address the Jobs to be Done for customers.

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Making a Product No One Wants

A situation where a product or service is designed and developed without a clear understanding of the customer's desired outcomes or the Jobs to be Done.

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Compensatory Behaviors

When customers use a product for a purpose other than what it was originally intended for.

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Customer Struggle

The struggle a customer is trying to overcome; the driving force behind their desire to find a solution.

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Zero-Sum Competition

The process of customers switching from one solution to another until they find one that successfully addresses their JTBD.

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Innovation Opportunities

The act of redefining a product or creating a new one to capitalize on customer's compensatory behaviors.

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Human Motivation

The fundamental needs, motivations, and goals that drive human behavior, often remaining consistent over time.

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Product Innovation

The ability to adapt existing products or create new ones to better address evolving customer needs and the shifting landscape of their Jobs to be Done.

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One Solution at a Time

When customers adopt a new solution, they typically stop using an existing one. Understanding this helps identify competitors and price your product effectively.

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Pricing Based on Struggle

The price of a product should reflect both the value it provides and the level of struggle customers face in solving the JTBD.

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Marketing for Emotional Progress

Effective marketing materials should emphasize the emotional benefits and outcomes customers will achieve by using the product, addressing their JTBD.

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Functionality vs. JTBD

Focusing solely on the product's functionality and features can be misleading. Understanding and addressing the customer's JTBD is crucial for success.

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Clarity's Success - JTBD Focus

By focusing on functionality, competitors may have missed understanding the customer's key needs and motivations. This allowed Clarity to win by speaking to the emotional core of the JTBD.

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Study Notes

Book Title and Author

  • Become Great at Making Products People Will Buy
  • Alan Klement

Table of Contents

  • Acknowledgements (Page 8)
  • Challenges and Hope (Page 1)
  • Challenges (Page 1)
  • Hope (Page 7)
  • About me (Page 9)
  • How to be successful with JTBD and this book (Page 10)
  • Abandon every MBA, all you who enter (Page 10)
  • What Is JTBD? (Page 13)
  • Where does JTBD come from? (Page 13)
  • What is a Job? What makes it Done? (Page 16)
  • What isn't a JTBD? (Page 18)
  • What Are the Principles of JTBD? (Page 24)
  • JTBD principles (Page 24)
  • Case Study: Dan and Clarity (Page 30)
  • What's the JTBD? (Page 36)
  • Put it to work (Page 37)
  • Case Study: Anthony and Form Theatricals (Page 40)
  • What's the JTBD? (Page 47)
  • Put it to work (Page 48)
  • Case Study: Morgan and YourGrocer (Page 50)
  • What's the JTBD? (Page 57)
  • Put it to work (Page 57)
  • The Forces of Progress (Page 60)
  • Forces that oppose each other (Page 60)
  • Unpacking demand generation (Page 60)
  • Push and pull shape the JTBD (Page 63)
  • Unpacking demand reduction (Page 63)
  • Put it to work (Page 68)
  • Jobs Remain while Solutions Come and Go (Page 70)
  • When You Define Competition Wrong (Page 81)
  • Case Study: Omer and Transcendent Endeavors (Page 100)
  • What's the JTBD? (Page 107)
  • Put it to work (Page 108)
  • Case Study: Justin and Product People Club (Page 116)
  • What's the JTBD? (Page 116)
  • Put it to work (Page 116)
  • Case Study: Ash and Lean Stack (Page 126)
  • What's the JTBD? (Page 126)
  • Put it to work (Page 127)
  • The System of Progress (Page 134)
  • Why study systems and the system of progress? (Page 134)
  • The system's four main parts (Page 136)
  • The forces of progress that power the system of progress (Page 136)
  • The system of progress is continuous (Page 136)
  • Is the system of progress new? (Page 136)
  • Put it to work (Page 137)
  • Innovation and the System of Progress (Page 140)
  • The customer does not understand the system (Page 148)
  • Improving interdependencies within the system (Page 148)
  • When a system's interdependencies change (Page 148)
  • Fragile interdependencies and cascade effects (Page 148)
  • Appendix: A Summary of JTBD (Page 211)
  • What Is JTBD? (Page 211)
  • What Isn't a JTBD? (Page 211)
  • What about different types of Jobs? (Page 212)
  • What are JTBD principles? (Page 212)
  • Appendix: Summary of Putting JTBD to Work (Page 213)
  • Acknowledgements (Page 8)

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Description

Test your knowledge on the Jobs To Be Done (JTBD) framework and its implications for product growth and innovation. This quiz features questions on key chapters, case studies, and common misconceptions discussed in the content. Dive deep into the JTBD philosophy and understand its principles better!

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