The Customer Jobs2BD1 Canvas Prototype

At an increasing rate (according to IBM C-Suite studies) companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions
. But do businesses have the right customer insight, tools or methods to put them there?

In the MIT Sloan Management Review article Finding The Right Job For Your Product Clayton M. Christensen, Scott D

. Anthony, Gerald Berstell and Denise Nitterhouse discusses the idea of understanding what jobs customers are trying to solve and why they hire different products to help solve them

Recommendationsvalue in selected patients. viagra pills.


In other words:
Understanding what your customers are doing is a lot more important than understanding who they are.

To quote Clayton Christensen: “The way we teach marketing is wrong, understanding the customer turns out to be the wrong unit of analysis. You really want to understand what causes the customer to buy the product and pull it into their lives. And what causes us to buy a product is we have a job to do and we have to go out and find something to buy to get the job done
. Understanding the job rather than understanding the customer is what you really need to understand because then you can improve it.”

I am currently prototyping a tool for this theory that hopefully can help companies and organisations start digging into this way of thinking and better understand their customers life. It can be seen and downloaded here:

As this is work-in-progress I would be grateful for any comments, thoughts or feedback. Thank you.

Written by:


  1. Daryl Choy
    May 17

    In simple terms, jtbd is true need. Take restaurant as an example. User goes to restaurant to eat. To eat is jtbd right? But to eat is because of hungry. So is getting tummy filled also jtbd? Then what’s the outcome of the job? Getting tummy filled is outcome of eating at restaurant. Then is getting tummy filled jtbd or outcome?

  2. November 8

    Thanks Helge, your canvas very useful.


    Dedy Budiman

Comments are closed.