Jobs to be Done (JTBD)
for Activities of insurance agents and brokers (ISIC 6622)
The Activities of insurance agents and brokers industry is inherently service-oriented, but often defaults to product-driven sales. Clients 'hire' insurance not for the policy itself, but to 'get the job done' of mitigating risk, ensuring financial stability, or complying with regulations. JTBD is...
Why This Strategy Applies
A methodology for understanding the functional, emotional, and social 'job' a customer is truly trying to get done, which leads to innovation opportunities.
GTIAS pillars this strategy draws on — and this industry's average score per pillar
These pillar scores reflect Activities of insurance agents and brokers's structural characteristics. Higher scores indicate greater complexity or risk — see the full scorecard for all 81 attributes.
What this industry needs to get done
When a client needs insurance coverage, I want to efficiently identify and procure the most suitable policies from various carriers, so I can ensure comprehensive protection and meet their specific risk management needs.
While finding policies is a core function, the sheer volume and complexity of products across numerous carriers can make comparison and selection inefficient, leading to suboptimal client outcomes (PM01: 3/5, Unit Ambiguity & Conversion Friction).
- policy placement success rate
- average time to bind policy
- client coverage gaps identified
When new insurance regulations are enacted, I want to quickly understand their implications and adapt our business practices, so I can maintain legal compliance and avoid penalties.
Keeping up with the constant flux of regulatory changes requires significant time and legal expertise, posing a continuous operational burden and risk of non-compliance (PM01: 3/5, Unit Ambiguity & Conversion Friction, implies complexity).
- regulatory audit pass rate
- number of compliance-related penalties
- time to implement new regulatory procedures
When advising clients on complex risk matters, I want to be perceived as an indispensable, trustworthy expert, so I can build long-term relationships and earn referrals.
The industry suffers from pervasive consumer confusion and mistrust (PM01: 3/5, CS01: 2/5), making it hard for brokers to move beyond transactional relationships and establish deep, value-driven partnerships.
- client referral rate
- client trust scores (survey)
- retention rate of advised clients
When making critical recommendations to clients about their coverage, I want to feel confident that I've considered all relevant factors and provided the best possible advice, so I can mitigate personal liability and ensure client satisfaction.
The complexity of risk assessment, diverse client needs, and a vast product landscape create significant cognitive load and a fear of missing critical details, impacting decision-making confidence (PM01: 3/5, Unit Ambiguity & Conversion Friction).
- advisor confidence index (internal survey)
- number of client claims disputes
- error rate in policy recommendations
When a client has an evolving risk profile or needs to renew their policy, I want to proactively review their situation and offer relevant adjustments or new solutions, so I can ensure continuous, adequate coverage and enhance client loyalty.
Manual tracking of client life events and policy renewal cycles is inefficient and often reactive, leading to missed opportunities for value-add and client dissatisfaction (PM02: 4/5, Logistical Form Factor, impacts data management).
- proactive client contact rate
- upsell/cross-sell conversion rate
- client policy review completion rate
When competing in a crowded market, I want to effectively articulate and demonstrate our unique value beyond just policy price, so I can attract and retain clients who seek comprehensive risk management.
The commoditization of insurance products and intense price competition (MD03: 3/5, Price Formation Architecture; MD07: 3/5, Structural Competitive Regime) make it challenging to stand out and justify higher-value service propositions.
- client acquisition cost (CAC)
- win rate against competitors
- average policy premium per client
When seeking new business, I want to effectively identify and engage potential clients who align with our niche expertise and service model, so I can generate qualified leads and optimize sales efforts.
Without precise targeting and efficient outreach, lead generation can be scattershot and resource-intensive, yielding low conversion rates (MD06: 4/5, Distribution Channel Architecture, implies need for efficient targeting).
- qualified lead conversion rate
- cost per acquired client
- sales cycle length
When navigating market uncertainties and digital transformation, I want to feel secure in our agency's long-term sustainability and future relevance, so I can invest confidently and plan for growth.
Rapid technological shifts and the threat of market obsolescence (MD01: 3/5, Market Obsolescence & Substitution Risk) create anxiety about future viability and the ability to compete against new models.
- employee retention rate
- annual revenue growth rate
- diversification of service offerings
When clients face emerging or complex risks, I want to provide proactive, data-driven advice on mitigation strategies beyond just insurance policies, so I can help them prevent losses and strengthen their overall resilience.
Brokers are often perceived as reactive policy sellers rather than proactive risk consultants, leaving clients to seek comprehensive risk management advice elsewhere (MD01: 3/5, CS01: 2/5).
- client-reported loss reduction
- adoption rate of advisory recommendations
- revenue from advisory services
When recruiting new talent, I want our agency to be seen as an attractive and supportive workplace, so I can attract and retain skilled professionals in a competitive labor market.
The industry struggles with attracting younger talent and adapting to modern workforce expectations, impacting the ability to staff for growth and sustain operations (CS08: 4/5, Demographic Dependency & Workforce Elasticity).
- new hire retention rate
- time to fill open positions
- employee satisfaction scores
When engaging with clients, I want to feel that my work genuinely protects their financial well-being and provides peace of mind, so I can derive personal satisfaction and reinforce our agency's mission.
The perception of insurance as a complex necessity (CS01: 2/5, PM01: 3/5) can diminish the sense of purpose for agents, making the work feel transactional rather than impactful.
- employee engagement scores
- client testimonials on peace of mind
- agent job satisfaction
When developing client strategies, I want to leverage data analytics to identify specific client needs and risk exposures, so I can offer highly personalized and relevant insurance solutions.
Many agencies lack sophisticated data analytics capabilities, relying on general segmentation or intuition, leading to generic policy recommendations and missed opportunities for personalization (PM01: 3/5, MD05: 2/5, Structural Intermediation & Value-Chain Depth).
- client-specific policy adoption rate
- ROI on personalized marketing campaigns
- accuracy of risk assessment models
Strategic Overview
The Jobs to be Done (JTBD) framework offers a powerful lens for insurance agents and brokers to move beyond product-centric selling and truly understand the underlying motivations and problems that drive a client's need for insurance and risk management. In an industry grappling with commoditization (MD03), a diminished value proposition (MD01), and pervasive consumer confusion (PM01), JTBD provides a methodology to redefine service offerings around the ultimate outcomes clients are trying to achieve. Instead of merely selling a policy, brokers can position themselves as facilitators of 'peace of mind,' 'business continuity,' or 'asset protection,' aligning directly with clients' deeper needs.
By adopting JTBD, agencies can foster greater client trust (CS01), differentiate their services effectively, and unlock innovation opportunities for new, value-added offerings such as proactive risk mitigation tools or simplified claims processes. This approach combats eroding market share (MD01) by making the broker indispensable, moving them from a transactional role to a strategic advisor. Ultimately, a JTBD mindset can transform how brokers engage with clients, design solutions, and sustain relevance in a rapidly evolving financial and insurance landscape.
5 strategic insights for this industry
Shift from Product Features to Client Outcomes
JTBD helps brokers understand that clients are not merely buying insurance policies, but rather 'hiring' solutions to 'get the job done' of achieving 'peace of mind,' 'financial security,' 'regulatory compliance,' or 'business continuity.' This fundamental shift directly addresses PM03 (Value Demonstration & Commoditization) and MD01 (Diminished Value Proposition) by focusing on tangible benefits.
Uncovering Innovation and Unmet Needs
By deeply understanding the functional, emotional, and social 'jobs' of clients, brokers can identify critical unmet needs and innovate new services (e.g., integrated cyber incident response, proactive safety audits, specialized compliance services). This moves beyond traditional policy sales and mitigates MD01 (Eroding Market Share) by providing unique value.
Building Trust and Reducing Client Friction
Focusing on what customers are trying to achieve fosters trust and demystifies insurance, reducing the perception of it as a complex, opaque necessity (CS01: Cultural Friction & Normative Misalignment, PM01: Consumer Confusion & Mistrust). This leads to deeper relationships and improved client retention.
Enabling Differentiated Service Bundles
JTBD allows brokers to bundle complementary services (e.g., risk assessment, insurance coverage, and claims management support) that collectively solve a complete 'job.' This combats MD03 (Margin Compression) by moving the offering up the value chain from a standalone product to a comprehensive solution.
Enhanced Client Engagement and Data-Driven Personalization
Engaging clients through a JTBD lens provides richer qualitative data about their challenges and priorities. This insight can be leveraged to personalize offerings, improve predictive analytics, and strengthen the broker's role, addressing MD06 (Channel Disintermediation) by making the broker an indispensable strategic partner.
Prioritized actions for this industry
Conduct In-depth JTBD Discovery Interviews
Implement a systematic approach for conducting qualitative customer interviews (with both existing and lost clients). Focus on uncovering the 'jobs' they are truly trying to get done, their 'pains' in the current process, and desired 'gains' related to risk and protection. This directly addresses MD01 (Diminished Value Proposition) and PM01 (Consumer Confusion & Mistrust) by understanding core needs.
Redefine and Reframe Service Offerings Around 'Jobs'
Shift the agency's internal and external communication from policy features to problem-solving outcomes. Develop integrated solutions or advisory packages that address a complete customer 'job' (e.g., 'Ensure Business Continuity' instead of 'Business Interruption Insurance'). This combats MD03 (Difficulty Demonstrating Value) and PM03 (Value Demonstration & Commoditization).
Develop Proactive Risk Mitigation & Advisory Services
Move beyond reactive policy sales to offering proactive services that help clients prevent risks and achieve their 'job' more effectively. Examples include cybersecurity audits, workplace safety assessments, or climate risk modeling. This enhances value, mitigates MD01 (Eroding Market Share), and MD03 (Margin Compression) by diversifying revenue streams.
Streamline the Client Journey for 'Job Completion'
Map the entire customer journey from the perspective of 'getting the job done,' identifying and eliminating friction points in policy acquisition, claims, and renewals. Implement technology (e.g., intuitive self-service portals, AI-driven claims assistance) to simplify and expedite these critical steps, addressing PM01 (Inefficient Policy Comparison) and MD06 (Investment in Technology).
Train Brokers in the JTBD Mindset and Consultative Selling
Equip agents with the JTBD framework and enhanced soft skills for conducting effective, needs-based conversations. Transition from product-pushing to consultative problem-solving, enabling brokers to truly understand and articulate how their solutions help clients 'get the job done.' This addresses MD01 (Talent Attrition by upskilling) and MD03 (Difficulty Demonstrating Value).
From quick wins to long-term transformation
- Conduct internal workshops to introduce the JTBD concept to all staff and foster a customer-centric mindset.
- Select a small pilot group of key clients for initial, in-depth JTBD interviews to gather first insights.
- Rephrase existing service descriptions on the agency website or brochures to be outcome-focused rather than feature-focused.
- Develop structured interview guides and processes for consistent JTBD analysis across client interactions.
- Integrate JTBD insights directly into the agency's new service development and marketing strategies.
- Revamp sales and client service training programs to emphasize consultative selling and 'job' understanding.
- Begin piloting new, bundled service offerings that directly address identified customer 'jobs'.
- Instill a full organizational shift to a JTBD-driven innovation and service design process.
- Develop proprietary tools or platforms that leverage deep JTBD insights to create highly personalized client solutions.
- Establish continuous feedback loops and iterative refinement processes to ensure service offerings consistently address evolving customer 'jobs'.
- A superficial understanding of JTBD, merely rebranding existing services without genuine customer insight.
- Lack of true customer empathy during interviews, leading to inaccurate identification of core 'jobs'.
- Failure to translate JTBD insights into actionable service innovation or improved client processes.
- Organizational resistance to change from a familiar product-centric approach to an outcome-centric one.
- Focusing too heavily on functional jobs while neglecting emotional and social dimensions of customer needs.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Client Solution Adoption Rate | Percentage of clients who opt for bundled 'job-solving' services or advisory packages instead of standalone insurance policies. | >30% adoption rate within 2 years |
| Customer Effort Score (CES) | A metric measuring how easy it is for customers to 'get their job done' when interacting with the agency. | CES score < 2 (on a 1-5 scale where 1 is very easy) |
| Net Promoter Score (NPS) | Measures client loyalty and willingness to recommend the agency's services, reflecting satisfaction with 'job' completion. | >50 NPS |
| Innovation Pipeline Ratio | Number of new 'job-solving' services, features, or bundles launched per year, derived from JTBD insights. | 3-5 new initiatives annually |
| Broker Consultative Selling Score | Internal assessment or client feedback score on brokers' ability to identify, articulate, and solve client 'jobs' rather than just sell products. | >80% average score for client-facing teams |
Software to support this strategy
These tools are recommended across the strategic actions above. Each has been matched based on the attributes and challenges relevant to Activities of insurance agents and brokers.
Capsule CRM
10,000+ customers worldwide • Includes Transpond marketing platform
Transpond's email marketing and audience tools support proactive brand communication that builds customer loyalty and reduces churn-driven reputational fragility
Cost-effective CRM for growing teams — manage contacts, track deals and pipeline, build customer relationships, and streamline day-to-day work. Paired with Transpond, a dedicated marketing platform for email campaigns and audience management.
Try Capsule FreeAffiliate link — we may earn a commission at no cost to you.
HubSpot
Free forever plan • 288,700+ customers in 135+ countries
Deal intelligence, win/loss analytics, and pipeline data give sales teams the evidence to defend price with ROI proof rather than discounting reactively against commodity competition
All-in-one CRM and go-to-market platform used by 288,700+ businesses across 135+ countries. Connects marketing, sales, service, content, and operations in one system — free forever plan to start, paid tiers to scale.
Try HubSpot FreeAffiliate link — we may earn a commission at no cost to you.
Other strategy analyses for Activities of insurance agents and brokers
Also see: Jobs to be Done (JTBD) Framework