The Jobs-to-be-Done theory is a game-changer for Customer Success Teams. Here's why.
* This post is the second in a two-part series about the Jobs-to-be-Done theory.
In the first blog post, we covered the basics of the Jobs-to-be-Done theory;
uncovering its potential to revolutionize the way businesses understand customer needs.
In this post, we’re taking the next step - discussing the crucial role of this theory in the Customer Success realm.
This blog is a must-read for everyone looking to boost revenue and retention,
From CS Leaders and CSMs to CEOs and CROs.
What is the Jobs-to-be-Done Theory?
To fully take advantage of this theory's potential to increase revenue,
I encourage you to go back and read the essence of the Jobs-to-be-Done by clicking here.
You can't take advantage of this theory if you don't understand its core principles.
And now, let’s review the theory's fundamental assumption by Clayton Christensen (2016):
So, what is this job?
It's what the customer wishes to complete with the goal of changing themselves and/or their business (Ulwick, 2016).
Once you’ve defined your customers’ Jobs to be Done, you can take the next step:
Leverage the Jobs-to-be-done in Customer Success.
Staying ahead of the competition is no easy task, especially in our current economic climate.
So many companies fail simply because they did not loop in their Customer Success team.
Instead, their decisions were based on their own definitions of customer needs and demands.
Here's what makes companies successful:
They understand the powerful combination of Customer Success and the Jobs-to-be-Done.
This combination creates victorious customer-centric teams with a deep understanding of their customers.
Your CS Team - Your Go-to Resource
Customer Success Teams are at the forefront of most customer interactions.
They collect invaluable product feedback and customer insights, including their goals, pain points, and desires.
This knowledge allows them to increase business success by:
Creating tailored and meaningful experiences.
Ensuring that the company is customer-centric.
Empowering customers to be successful in their jobs.
Helping their companies mature into the "Success-Growth" phase.
But, it all depends on two questions:
How well is the CS Team aware of their customers’ Jobs-to-be-Done?
How does it incorporate this knowledge into strategies, interactions, and meetings?
Let me repeat it one more time:
Knowing the Jobs-to-be-Done is not enough.
For your team to succeed, you must turn this theory into a guiding principle.
So ask yourself:
Do your CSMs know how to identify customers' jobs and help them achieve their goals?
When answering customer emails, for example, do they provide the direct answer and hit “send”?
Or do they try to add more value to their response?
Yes, I know the second option "costs" 5 extra minutes.
But it's the price to pay to make customers feel understood.
It all starts with you - the CS Leader.
Dear CS Leader,
in today’s hyper-competitive market, your role has never been more crucial.
Implementing the Jobs-to-be-Done theory is a multi-step process that takes time and patience.
But trust me, it’s worth it.
Step 1: Define your customers’ Jobs to be Done.
This process begins with your understanding of customers’ jobs, needs, and motivation.
The goal of this step is to research and define the jobs customers wish to complete.
Take the time to analyze data and learn what makes customers successful.
Speak with your team and customers about their experiences. Ask your customers what they're trying to achieve and why.
Organize it all into one document listing all Job Statements with further information.
** Make sure it's straightforward and easily accessible for the entire company.
Step 2: Leadership & Strategies.
Elevate your leadership role and turn these insights into actions and strategies.
1. Align your Customer Success Strategies to the Job Statements.
Every initiative, strategy, and policy should ease the process of accomplishing the job.
2. Create personalized and tailored experiences.
Every interaction throughout the Customer Journey must offer value to your customers.
Through job-based customer segments, you can help your customers succeed on a large scale.
Remember: the more personalized - the better.
Step 3: Your Customer Success Team.
Let’s admit it, our leadership means nothing if our team, the executor of our vision, isn’t involved in this process.
1. Be a mentor.
Feedback goes both ways;
Help CSMs integrate this knowledge into their daily customer interactions.
Then, ask for their feedback on how this process is affecting customers.
2. Collaborate with your team.
Work with your CSMs on creating job-tailored approaches to common interactions. Below are a few examples:
Revising saved replies to address motivations and/or pain points.
Job-focused QBRs (or Customer Check-Ins).
Job-tailored self-service content.
Job-driven feature highlights.
3. Positioning as trusted advisors.
Easier said than done - I know.
But, the Jobs-to-be-Done shortens the process of becoming a trusted advisor.
When CSMs are customer-centric and job-oriented, their interactions become valuable to the customers.
The more valuable interactions, the more customers start seeing their CSM as a trusted advisor.
Final Thoughts...
Do you want to differentiate your brand from everyone else? Turn customers into loyal advocates? Start implementing the Jobs-to-be-Done theory today.
I'd love to hear from you: what works, what doesn't? Did I leave anything out?
♻️ If you found my Jobs-to-be-Done Post Series helpful, please share it to help others!
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Additional Resources
Dina Gerdeman. (2016, October 3). Clayton Christensen: The Theory of Jobs To Be Done. Harvard Business School. https://hbswk.hbs.edu/item/clay-christensen-the-theory-of-jobs-to-be-done
Jobs-to-be-Done by Strategyn: https://strategyn.com/jobs-to-be-done/.
Jobs-to-be-Done Training & Certification: https://strategyn.com/odipro/
Jobs-to-be-Done Playbook: https://strategyn.com/jobs-to-be-done/jobs-to-be-done-playbook/
Ulwick, W.A. (2016). Jobs to be Done: Theory to Practice. IDEA BITE PRESS.
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