Challenge
Earlier this year, we partnered with a global consumer goods company who recognized a growth opportunity to expand beyond their core. The team’s critical, internal assumption was that their loyal consumers would be open to a broader ecosystem of products. But, they needed help navigating what would come next.
The team had narrowed in on a specific use case for expansion but had very little understanding of consumer needs. If the leaders chose to “shoot first, aim second” they would have risked wasting time, money, and resources. Instead, we led them through an 8-week process, rooted in identifying the Jobs to be Done most ripe for solving.
Jobs-Based Journey Mapping Approach
Over the 8 weeks, we put our Lean Growth Playbook to work. We spent the first 5 weeks conducting iterative Learning Loops to build a compelling body of evidence. We used insights gleaned to chart the consumer’s ideal end-to-end experience, and anchored each step of the journey in the “Job” the consumer was looking to accomplish. Next, we fielded a lean quantitative study to drive prioritization on the biggest and most underserved Jobs.
Laser-focused on the most meaningful Jobs, we explored potential new solutions. To get there, we tapped into Associative Thinking and curated external inspiration to fuel divergent ideation. We culled down the list of ideas by infusing real-time consumer feedback. Last, we sized the top ideas to ensure they were valuable places to play for the business.
Impact
Our global consumer goods client walked away with an aligned, clear path forward. Not only did they have a tight grasp on “where to play” within the growth space, they had a comprehensive gameplan into “how to win”. For each idea in the pipeline, they had both consumer rationale and a size of prize to justify investment.
A clear recommendation with a robust body of evidence is what we’re known for – taking complex, uncertain growth challenges, and driving action. When the path explored is illuminated, broader organizational “sell-in” and alignment gets easier.
"This work ignited important discussions. It has created momentum and I’ll continue advocating for action steps from multiple teams within the organization." - F500 Strategic Insights Manager
What We’ve Learned Over Time
This was our fourth Jobs-Based Journey Mapping workstream in the past 18 months. Earlier this summer, we shared what makes Jobs-Based Journey Mapping unique vs. traditional Journey Mapping. And, we continue to have conviction for the power of this approach.
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