The Jobs To Be Done Framework In Global Marketing

Author: Veruska Anconitano, Multilingual SEO & Globalization ConsultantAuthor information
Veruska
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Veruska Anconitano
Veruska is a International Expansion Specialist focused on Multilingual SEO and Globalization with 24 years of expertise working with brands wanting to enter non-English speaking markets.
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The Jobs-to-Be-Done (JTBD) framework has gained significant traction in product development and marketing. It offers a structured approach to understanding customer needs and motivations. Businesses can create more targeted and effective solutions by focusing on the “jobs” customers are trying to accomplish. However, while JTBD has proven successful in many single-market projects, its application to international projects presents unique challenges. It’s very often why something works in one market and doesn’t work in another, despite the business’ efforts.

I have had controversial experiences with the JTBD framework, which have led me to believe that its application in global markets and international projects requires a careful and nuanced evaluation. In my experience, the effectiveness of the JTBD approach is deeply influenced by the diverse contexts in which customers operate.

And if a company fails to understand the context, the JTBD framework becomes ineffective and may cause more harm than good.

Consider this: two people from different markets may have fundamentally different jobs to be done due to the varying external influences and backgrounds they encounter. These factors shape their needs, motivations, and interactions with products and services. Understanding and addressing these differences is crucial for successfully applying JTBD internationally.

A clear example is Kellogg’s, the famous American breakfast cereal brand, which entered the Indian market in the mid-1990s. Despite its global success, Kellogg’s struggled to gain a significant foothold in India because what they did was using the same JTBD framework they were using in the US.

In the United States, Kellogg’s cereals fit perfectly into the typical American breakfast routine. Americans valued convenience, quick preparation, and the nutritional benefits of cereals. The cultural preference for cold milk with breakfast cereals also aligned well with Kellogg’s product offerings.

Kellogg’s struggled in India because traditional Indian breakfasts are hot and savory, contrasting with the cold, bland cereals offered. Indian consumers found the taste and texture unappealing, and the concept of a quick, light breakfast didn’t fit the substantial, warm meals they preferred. Additionally, Kellogg’s marketing campaigns failed to address these cultural differences and positioned the product as a premium offering, which didn’t align with the price-sensitive nature of the Indian market. This misalignment led to poor initial adoption and necessitated a strategy overhaul.

This article explores why the JTBD framework often falls short in international contexts and offers insights into adapting it for global use.

Understanding the JTBD Framework

The JTBD framework centers on customers ” hiring” products or services to accomplish specific jobs. Companies can better align their offerings with customer needs by identifying these jobs and the desired outcomes.

This is a JTBD statement that illustrates the framework perfectly:

Source: “Giving Customers a Fair Hearing”, Anthony Ulwick; Lance Bettencourt, MIT SLOAN Management Review, Vol. 49, No.

Source: “Giving Customers a Fair Hearing”, Anthony Ulwick; Lance Bettencourt, MIT SLOAN Management Review, Vol. 49, No.

This approach has led to numerous successes in domestic markets, such as more personalized products and improved customer satisfaction. For instance, Clayton Christensen famously illustrated this with the milkshake example, where understanding the job customers hired a milkshake for (to make their commute more enjoyable) led to significant improvements in sales.

A few years ago, McDonald’s wanted to boost milkshake sales, so they asked customers for feedback on potential improvements like bigger sizes or new flavors. Despite making these changes, sales didn’t increase. Clayton Christensen was brought in as a consultant. He applied his Jobs-to-Be-Done (JTBD) theory to identify why customers were buying milkshakes. Christensen observed a McDonald’s for 18 hours and noticed half of the milkshakes were sold before 8:30 AM. Customers bought only a milkshake, were alone, and drove off immediately.

The next morning, Christensen interviewed these early customers and found they all had long, tedious commutes and needed something to keep them engaged. They weren’t hungry yet but knew they would be later. They needed something easy to consume with one hand to last the commute. This analysis revealed that McDonald’s milkshakes did not compete with other milkshakes; instead, they competed with bananas, Snickers, donuts, and bagels. Milkshakes were more convenient because they were easier to consume and lasted longer due to their thickness.

Customers didn’t care about ingredients; they wanted to be full until 10 AM and entertained during their drive. Understanding this job led McDonald’s to move milkshakes to the front of the counter and offer prepaid swipe cards for faster service. They also made the milkshakes thicker. As a result, understanding the real job milkshakes were hired for led to a sevenfold increase in sales.

Pretty cool, right? Many companies would have seamlessly gone global using the JTBD framework if it were that simple.

The reality is that the effectiveness of JTBD depends heavily on a deep understanding of customer context, which becomes increasingly complex in international settings. Cultural differences, language barriers, socioeconomic conditions, and varying legal and regulatory environments can significantly influence the jobs customers are trying to accomplish and how they define success.

Cultural Differences and Their Impact

Cultural nuances significantly shape customer behavior and preferences, directly impacting the jobs customers aim to accomplish and their measures of success. Understanding these nuances is essential for effectively applying the JTBD framework in international markets.

Privacy and Technology Adoption

The concept of privacy varies dramatically across cultures, influencing how products and services related to personal data are perceived and used. In Western countries, privacy is a huge concern, affecting the adoption and usage patterns of social media and data-sharing platforms. Users in these regions tend to prioritize security features and data protection, hiring products that ensure their personal information remains private. In contrast, many Asian cultures may prioritize communal sharing and collective benefits, altering these technologies’ jobs. Here, the emphasis might be on connectivity and community engagement rather than individual privacy, leading to different product expectations and usage patterns.

Health and Wellness Preferences

Cultural attitudes towards health and wellness can lead to significant differences in how dietary supplements and fitness products are hired. In Western cultures, there is often a focus on immediate results and scientifically backed benefits. Customers might hire dietary supplements and fitness products to achieve specific health goals quickly, such as weight loss or muscle gain. Conversely, in cultures with a strong emphasis on natural remedies and holistic health, the job might be centered around overall well-being and long-term health maintenance. For instance, traditional Chinese medicine emphasizes balance and prevention, leading customers to hire products that align with these principles rather than seeking quick fixes.

Family and Social Dynamics

Family structures and social dynamics also play a crucial role in hiring products and services across different cultures. In individualistic societies, personal benefit and convenience are often primary drivers. Products catering to individual needs and enhancing personal efficiency perform well. On the other hand, in collectivist cultures, family and community considerations are paramount. Products that support family well-being, foster community relationships, or provide collective benefits are more likely to be hired. For example, many Latin American cultures highly value family-oriented products and services that enhance social bonding and group activities.

Language Barriers

Language plays a critical role in understanding customer jobs and outcomes. When applying the JTBD framework internationally, accurately translating and interpreting customer feedback presents significant challenges. Subtle nuances and context-specific meanings can easily be lost in translation, leading to misunderstandings and misaligned product strategies. Ensuring clear and accurate communication is essential to correctly identifying the jobs customers hire products for.

The two examples below illustrate this perfectly.

Coca Cola China

Coca Cola faced significant challenges when expanding into China. Early market research surveys were mistranslated, leading to misunderstandings about consumer preferences. For instance, Coca-Cola’s direct translation of its brand name in Chinese resulted in “Ke-Kou-Ke-La,” which roughly translates to “Bite the Wax Tadpole” or “Female Horse Stuffed with Wax,” depending on the dialect. This misinterpretation did not resonate with Chinese consumers, leading to initial poor sales and rebranding to “K’o K’ou K’o Lê,” meaning “Happiness in the Mouth.”

Pepsi Taiwan

Pepsi’s slogan, “Come Alive with the Pepsi Generation,” was mistranslated in Taiwan to “Pepsi will bring your ancestors back from the dead.” This error caused confusion and offense, significantly harming Pepsi’s brand image. The slogan’s intended job—to invigorate and excite consumers—was utterly lost in translation, highlighting the critical importance of contextually accurate translations in advertising.

Socioeconomic Factors

Socioeconomic conditions vary greatly across regions and significantly influence the jobs customers are trying to accomplish. Factors such as income levels, education, and access to technology can drastically alter customer priorities and expectations. Understanding these variables is crucial for tailoring products to effectively meet diverse needs.

In developing countries, Nokia successfully adapted its product offerings to meet the primary jobs of cost-effectiveness and basic functionality. For example, the Nokia 1100, designed for low-income users in emerging markets, became among the best-selling phones ever due to its affordability, durability, and long battery life. In contrast, in developed countries, where income levels are higher, customers may prioritize advanced features and brand reputation, as seen with the success of high-end smartphones like the iPhone.

Internet Saathi

Google’s initiative to bring internet access to rural India through its “Internet Saathi” program is an example of adapting to socioeconomic conditions. Recognizing that limited internet access was a barrier, Google hired local women as “Internet Saathis” (Internet companions) to train others in using the internet. This program addressed the job of providing digital literacy and connectivity, which is crucial in regions with poor infrastructure .

Legal and Regulatory Environments

Differing legal and regulatory frameworks across countries pose another significant challenge for the JTBD framework. Compliance with local laws can restrict certain product features or necessitate significant modifications, impacting the core job the product is hired to do.

Microsoft had to significantly alter its cloud services to comply with Europe’s General Data Protection Regulation (GDPR). The stringent data protection regulations limited certain functionalities of Microsoft’s products that relied on extensive data collection. To address these regulatory requirements, Microsoft introduced features like data residency options and compliance tools, ensuring their cloud services could still provide secure and efficient data management while adhering to local laws.

Pfizer faced lengthy approval processes for its drugs in Japan, impacting its ability to launch new pharmaceuticals in a timely manner. The Japanese regulatory system requires extensive clinical trials and data specific to the local population, which can delay market entry. This regulatory environment necessitated that Pfizer adapt its JTBD approach, focusing on meeting stringent local requirements while ensuring that their health-related products could deliver timely benefits once approved.

Market Maturity and Technological Adoption

The maturity of markets and the level of technological adoption vary widely across regions, influencing customer needs and behaviors. Emerging markets might have different priorities compared to mature markets, affecting the application of JTBD.

When expanding into India, Facebook recognized that many users’ primary needs were basic accessibility and affordability due to limited internet infrastructure. To address this, Facebook launched “Facebook Lite,” a version of the app that uses less data and works well on low-end devices and slow network conditions. This adaptation helped Facebook provide social connectivity in an emerging market context.

Facebook Lite

Norway’s high technological adoption and strong government incentives for electric vehicles created a favorable market for Tesla. Customers in Norway hire Tesla cars because of their cutting-edge features and environmental benefits. In contrast, in regions with less advanced infrastructure for electric vehicles, Tesla had to adapt its strategy, focusing on building charging networks and educating consumers about EV benefits to fulfill the job of sustainable transportation.

Understanding these varied factors and tailoring the JTBD framework accordingly can help businesses navigate the complexities of international markets and meet diverse customer needs successfully.

Steps to Adapt the JTBD Framework for International Contexts

To effectively apply the Jobs-to-Be-Done (JTBD) framework in international contexts, companies must address the unique challenges posed by diverse cultural, linguistic, socioeconomic, and regulatory environments. Customizing JTBD requires leveraging local expertise, collaborating with regional partners, and conducting thorough, region-specific market research.

Engage Local Experts

  • Identify Local Specialists: Hire or consult with local market experts who understand regional cultural nuances, language specifics, and socioeconomic conditions.
  • Conduct Workshops and Interviews: Organize sessions with these experts to gather insights into local consumer behavior and expectations.

Conduct Tailored Research

  • Design Localized Research Tools: Develop surveys, interviews, and focus groups specifically tailored to the local language and cultural context.
  • Ensure Accurate Translation: Work with professional translators who are fluent in both the source and target languages to preserve the nuances and context of customer feedback.
  • Field Studies: Conduct on-the-ground research to observe and interact with customers in their natural environments.

Read Also: The Importance Of Market Research For International Expansion

Understand Cultural Nuances

  • Cultural Immersion: Spend time understanding the local culture, traditions, and values that influence consumer behavior.
  • Ethnographic Research: Use ethnographic methods to gain deeper insights into local customers’ daily lives and routines.

Read Also: The Power of Cultural Awareness in International SEO

Analyze Socioeconomic Factors

  • Assess Economic Conditions: Understand the economic environment, including income levels, purchasing power, and employment rates, which can influence consumer priorities.
  • Evaluate Technological Access: Determine the level of access to technology and infrastructure, which can impact product usage and adoption.

Adapt the JTBD Framework

  • Flexible Approach: Modify the JTBD framework to allow for variations in jobs and outcomes based on regional differences.
  • Customize Product Features: Tailor product features to meet the specific needs and preferences identified through local research.
  • Adjust Marketing Strategies: Develop marketing messages and campaigns that resonate with the local audience, considering cultural and linguistic contexts.

Pilot Testing

  • Run Localized Pilots: Test the adapted JTBD framework and product offerings in small, representative segments of the target market.
  • Gather Feedback: Collect and analyze feedback from pilot tests to refine and adjust the approach before a full-scale launch.

Collaborate with Regional Partners

  • Form Strategic Partnerships: Partner with local businesses, distributors, and influencers who have established trust and credibility in the market.
  • Leverage Local Networks: Utilize the networks of regional partners to enhance market entry and penetration efforts.

Monitor and Iterate

  • Continuous Monitoring: Regularly monitor market responses and customer feedback to ensure the JTBD framework remains relevant.
  • Iterative Improvements: Continuously refine and adapt the framework and product offerings based on ongoing insights and market changes.

How JTBD Influences Multilingual Strategies

The Jobs-to-be-Done (JTBD) framework, which focuses on understanding users’ needs and motivations, can help shape effective SEO and globalization strategies, especially internationally.

Different regions have distinct search habits, leading to the need for different keywords. For instance, users in different countries might search for the same service using different terms due to their unique familiarity with industry jargon, urgency, or personal preferences. This variation needs a comprehensive keyword strategy that accounts for these diverse search behaviors across various locations.

Linguistic differences further highlight the need to tailor keywords to match the vernacular of different languages. That’s why a direct translation of keywords often falls short, failing to capture the nuances and colloquial expressions that native speakers use. Instead, an in-depth understanding of local dialects and slang is essential for creating effective keywords that resonate with the target audience.

Cultural backgrounds also significantly influence how users seek information and make decisions, which should be a critical consideration in SEO approaches. For example, while some cultures may prioritize detailed product reviews and technical specifications, others might value concise descriptions and user testimonials. Understanding these cultural preferences is vital for developing content that appeals to diverse international audiences.

How JTBD Influences Multilingual SEO Strategies

Therefore, an effective multilingual SEO strategy must insightfully integrate the JTBD framework to develop a multifaceted keyword strategy. This strategy should resonate with diverse linguistic and cultural contexts, ensuring broader reach and higher engagement. This holistic approach not only improves search engine rankings but also aligns with the ultimate goal of effectively meeting users’ needs, driving higher conversion rates, and enhancing customer satisfaction on a global scale.

Examples of global JTBD

Airbnb in Japan

Airbnb faced significant challenges when entering the Japanese market, where cultural norms around hospitality and property ownership differ markedly from those in Western countries. To adapt, Airbnb engaged local experts to understand Japanese customers’ preferences and regulatory requirements. This collaboration led to tailored services, such as personalized host training programs emphasizing omotenashi (Japanese hospitality) and ensuring compliance with local regulations on short-term rentals. These efforts helped Airbnb align its services with local expectations, increasing its acceptance and success in Japan.

P&G in China

Procter & Gamble (P&G) successfully adapted its JTBD research approach when launching Pampers in China. Recognizing that Chinese parents have different expectations and cultural beliefs about child-rearing than Western parents, P&G conducted extensive local research. They discovered that Chinese parents prioritize their babies’ cognitive development and sought products that supported this goal. P&G incorporated these insights into their marketing strategy, emphasizing Pampers’ role in promoting better sleep and cognitive development. This tailored approach led to significant market penetration and growth in China.

Unilever in India

Unilever’s approach to selling laundry detergent in India illustrates the importance of a flexible JTBD framework. In rural areas, where water scarcity and affordability are critical concerns, Unilever developed a low-cost detergent, Wheel, that required less water to rinse. This product met the specific job of providing an affordable, water-efficient laundry solution. In contrast, in urban markets, Unilever marketed premium brands like Surf Excel, emphasizing advanced cleaning power and fragrance. By flexibly adapting its products to different regional needs, Unilever catered to diverse consumer segments across India.

Make TBD Framework in Global Markets

While the JTBD framework faces significant challenges in global contexts due to cultural, linguistic, and socioeconomic differences, it is far from entirely useless. The JTBD framework can provide invaluable insights into customer needs across diverse markets when appropriately adapted. By leveraging local expertise, conducting culturally sensitive research, and maintaining a flexible approach, companies can effectively tailor their strategies to meet the unique demands of international consumers. With careful customization, the JTBD framework can help businesses navigate the complexities of global markets, ensuring that they survive and thrive by delivering products and services that resonate deeply with local customers.

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