Jobs to be Done (JTBD)
for Manufacture of articles of concrete, cement and plaster (ISIC 2395)
While historically a commodity-driven industry, the JTBD framework has high relevance because it enables manufacturers to break free from pure price competition (MD03, MD07) by focusing on value. The increasing complexity of construction projects, demand for sustainability (MD01), and need for...
What this industry needs to get done
When managing a complex construction project, I want to procure concrete articles that are easy to transport, handle, and install on-site, so I can reduce overall project time and labor costs.
The heavy and bulky nature of concrete articles (PM02: 4/5) creates significant logistical and installation challenges, often leading to project delays and increased labor expenses (LI05).
- Project completion duration
- Installation labor hours per unit
- On-site material handling efficiency index
When designing or developing a modern building, I want to specify concrete articles that contribute demonstrably to environmental certifications and sustainability goals, so I can meet green building standards and appeal to environmentally conscious stakeholders.
There is growing pressure for green building and reduced carbon footprints (MD01), yet a lack of readily available, certifiable, and cost-effective sustainable concrete options makes this job difficult.
- LEED or equivalent certification points achieved
- Material's embodied carbon reduction percentage
- Sustainable product adoption rate
When evaluating potential suppliers in a competitive market, I want to easily compare product specifications and performance across different concrete articles, so I can make informed decisions based on value, not just price.
Unit ambiguity and conversion friction (PM01: 4/5) make it difficult to standardize procurement processes and compare offerings effectively in a commoditized market (MD07: 3/5).
- Supplier selection lead time
- Variance in procured material performance
- Procurement cost savings percentage
When manufacturing concrete articles, I want to maintain consistent product quality and dimensional accuracy, so I can meet strict customer specifications and reduce internal rework or waste.
Variability in raw materials and manufacturing processes can lead to inconsistencies, requiring continuous quality control efforts to avoid product rejection.
- Product defect rate
- Material waste percentage
- Customer return rate due to quality
When presenting my company to potential clients and partners, I want to be perceived as an innovator and a leader in material science, so I can differentiate my offerings in a commoditized industry and attract higher-value projects.
The industry is often characterized by commoditization and intense price competition (MD07: 3/5), making it hard to stand out based on reputation alone without tangible innovation.
- Market share in specialized segments
- Number of industry awards or recognitions
- Average project bid win rate
When engaging with local communities and stakeholders, I want to demonstrate my company's commitment to ethical labor practices and environmental stewardship, so I can build trust and maintain a positive social license to operate.
Concerns around labor integrity (CS05: 3/5) and environmental impact require proactive and transparent communication to mitigate potential social displacement (CS07: 3/5) or activism risks.
- Community engagement satisfaction scores
- Environmental compliance audit pass rate
- Employee satisfaction index regarding ethical practices
When overseeing a large construction project, I want to feel confident that my concrete supplier will deliver materials reliably and on schedule, so I can avoid costly delays and ensure project milestones are met.
Project delays due to unreliable material supply or incorrect specifications can have significant financial and reputational consequences (LI05), leading to high stress for project managers.
- On-time delivery percentage
- Supplier lead time variance
- Number of project schedule deviations attributed to materials
When making strategic investment decisions for the business, I want to feel secure that my long-term plans are protected from market obsolescence and significant substitution risks, so I can invest confidently in R&D and capacity expansion.
While market obsolescence and substitution risk (MD01: 2/5) are currently low, the rapid pace of material science innovation and sustainability mandates still presents a future threat that requires monitoring.
- R&D investment as a percentage of revenue
- Patent application rate for new materials
- Market share retention rate
When managing a concrete manufacturing operation, I want to ensure my workforce is highly skilled and adaptable to new technologies, so I can feel confident in our ability to innovate and maintain a competitive edge.
The industry faces demographic dependency and workforce elasticity challenges (CS08: 3/5), making it difficult to attract and retain skilled labor for adopting new production methods or specialized product lines.
- Employee training hours per year
- Employee retention rate for skilled positions
- Rate of adoption of new manufacturing technologies
When a complex issue arises on a construction site, I want access to expert technical support and guidance from my concrete supplier, so I can quickly troubleshoot problems and ensure the correct application of materials.
The absence of integrated value-added services means customers often lack immediate, specialized technical assistance, prolonging issue resolution and increasing project risk (ER01).
- Technical support response time
- First-call resolution rate for technical inquiries
- Customer satisfaction with support services
Strategic Overview
In the 'Manufacture of articles of concrete, cement and plaster' industry, which is often characterized by commoditization and intense price competition (MD03, MD07), the Jobs to be Done (JTBD) framework offers a powerful lens for differentiation and innovation. By shifting focus from selling products (e.g., concrete) to understanding the fundamental 'jobs' customers (contractors, architects, developers) are trying to accomplish (e.g., 'reduce construction time,' 'achieve LEED certification,' 'create highly durable infrastructure'), companies can uncover unmet needs and develop truly value-added solutions. This approach can help overcome market saturation (MD08) and counter the risk of obsolescence from greener alternatives (MD01) by innovating beyond basic material properties to deliver holistic solutions that address specific customer outcomes.
4 strategic insights for this industry
Beyond Basic Material Properties: Focusing on Project Outcomes
Customers in the construction sector are not just buying concrete; they are 'hiring' it to complete projects faster (LI05), build safer structures, meet specific design aesthetics, or achieve environmental certifications (MD01). Understanding these project-level 'jobs' allows for the development of advanced mixes or specialized articles that deliver superior outcomes, justifying a higher price point and differentiating from commodity offerings.
Addressing Sustainability and Environmental Jobs
With growing pressure for green building and reduced carbon footprints (MD01), customers have a 'job' to minimize environmental impact. This translates into demand for low-carbon concrete, recycled aggregate content, or products that contribute to building energy efficiency. JTBD helps identify specific sustainability metrics customers prioritize.
Logistical and Installation 'Jobs' for Efficiency
The heavy and bulky nature of concrete articles (PM02) creates 'jobs' around ease of transport, handling, and installation. Innovations in product form factor (e.g., pre-fabricated elements, lighter weight aggregates) or service (e.g., precise scheduling, technical support for complex pours) can significantly help customers get their 'job' done more efficiently and safely.
Mitigating Risk and Ensuring Compliance 'Jobs'
Contractors and developers have a critical 'job' to mitigate risks related to structural integrity, regulatory compliance (ER01), and project delays (LI05). Products and services that offer enhanced durability, guaranteed performance under specific conditions, or clear documentation for compliance can address these underlying 'jobs' and build trust.
Prioritized actions for this industry
Conduct in-depth ethnographic research and 'job mapping' with key customer segments (e.g., general contractors, specialized subcontractors, architects, structural engineers, developers).
Directly observing and interviewing customers in their natural environment is essential to uncover the true functional, emotional, and social 'jobs' they are trying to get done, which often go beyond stated product requirements. This insight is crucial for meaningful innovation and differentiation (MD07).
Develop a portfolio of specialized, high-performance concrete mixes and pre-fabricated articles tailored to specific 'jobs'.
Moving beyond generic products to offering solutions like self-compacting concrete for complex forms, ultra-high-strength concrete for critical infrastructure, or low-carbon mixes for green buildings directly addresses specific customer 'jobs' and market needs (MD01), enabling value-based pricing.
Integrate value-added services such as technical consultation, on-site support, digital project management tools, or specialized delivery into product offerings.
Often, the 'job' encompasses more than just the material. Providing expertise on application, optimizing logistics for just-in-time delivery, or offering digital tracking for material flow helps customers achieve their project goals more efficiently and reduces their operational burden (LI05, PM02).
Invest in R&D to develop innovative materials addressing critical unmet 'jobs' related to sustainability, durability, and installation efficiency.
Long-term differentiation requires continuous innovation. Focusing R&D on specific customer 'jobs' (e.g., self-healing concrete for extended lifespan, lighter-weight aggregates for reduced logistics, bio-based cements for reduced carbon footprint) ensures that innovation efforts are market-driven and create true customer value (MD01, MD08).
From quick wins to long-term transformation
- Conduct internal workshops to shift mindset from 'product features' to 'customer jobs'.
- Interview 10-15 existing customers using a JTBD framework to identify initial 'jobs'.
- Review customer complaints and feedback through a JTBD lens to uncover pain points.
- Pilot a new service offering (e.g., enhanced technical support) with a key customer.
- Launch market research initiatives specifically focused on 'job mapping' across diverse customer segments.
- Develop 2-3 new specialized product variants addressing clearly defined customer 'jobs'.
- Train sales and marketing teams on value proposition selling based on 'jobs' rather than features.
- Establish cross-functional innovation teams dedicated to solving identified 'jobs'.
- Redesign product development and innovation processes around the JTBD framework.
- Form strategic partnerships with construction tech companies or architects to co-create solutions.
- Create a 'solutions' division focused on delivering comprehensive offerings rather than just materials.
- Embed JTBD thinking into the organizational culture and strategic planning.
- Superficial understanding of 'jobs' (focusing on surface-level desires rather than root causes).
- Failing to translate 'job' insights into viable and profitable product/service innovations.
- Underestimating the required investment in R&D and customer research.
- Organizational resistance to change from a product-centric to a customer-job-centric approach.
- Poor communication of the value proposition for new, 'job-based' solutions.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Revenue from New Products/Services (Job-Based) | Percentage of total revenue generated from products or services specifically designed to address identified customer 'jobs'. | 10-15% of total revenue within 3 years. |
| Customer Satisfaction Score (for Job-Based Solutions) | NPS or similar score specifically for customers utilizing new solutions developed through JTBD insights. | Achieve >60 NPS. |
| Market Share in Niche Segments | Market share within specific segments targeted by specialized, job-based offerings (e.g., low-carbon concrete market). | Top 3 position in target niches. |
| Customer Retention Rate (for Job-Based Solutions) | Percentage of customers who continue to purchase job-based solutions over time. | >90%. |
| Time-to-Market for Job-Based Innovations | Average time taken from identifying a customer 'job' to launching a solution addressing it. | Reduce by 20% over 2 years. |
Other strategy analyses for Manufacture of articles of concrete, cement and plaster
Also see: Jobs to be Done (JTBD) Framework