Jobs to be Done (JTBD)
for Manufacture of batteries and accumulators (ISIC 2720)
While highly technical, batteries are components within larger systems. Understanding the OEM's 'job' (e.g., achieving a specific vehicle range, enabling fast charging, ensuring safety) and the end-user's 'job' (e.g., worry-free driving, quick device recharge, reliable home backup power) is crucial...
Strategic Overview
The 'Jobs to be Done' (JTBD) framework offers a powerful lens for innovation in the highly technical 'Manufacture of batteries and accumulators' industry. Rather than solely focusing on technical specifications like kWh, C-rate, or cycle life, JTBD encourages manufacturers to understand the deeper functional, emotional, and social 'jobs' that OEM customers and their end-users are trying to get done. For example, an EV manufacturer isn't just buying energy storage; they are buying 'maximum range to alleviate anxiety' or 'ultra-fast charging to minimize downtime,' while a grid operator seeks to 'stabilize the grid during peak loads' or 'integrate renewable energy reliably.'
By deeply understanding these underlying 'jobs,' battery manufacturers can move beyond incremental improvements to existing chemistries and instead develop truly disruptive solutions. This approach helps in navigating market obsolescence risks (MD01) and intense competitive pressures (MD07) by enabling the creation of highly differentiated products and services. It encourages innovation in form factors, integrated solutions (e.g., advanced battery packs with integrated thermal management), and services that simplify the OEM's integration task or enhance the end-user's experience, thus creating new market opportunities and increasing customer stickiness.
Furthermore, JTBD can guide R&D investments (MD01) towards solutions that address critical unmet needs, such as improved safety (SC02), enhanced recyclability (LI08), or longer operational lifespans, aligning with evolving customer expectations and regulatory demands. This customer-centric perspective can transform how batteries are designed, marketed, and supported, leading to more relevant and successful product portfolios.
5 strategic insights for this industry
Beyond Technical Specs to Application Value
OEMs don't solely purchase energy units; they 'hire' batteries to fulfill specific functions within their products, such as 'maximize EV range,' 'enable rapid power delivery for industrial tools,' or 'provide stable grid backup for hours.' JTBD shifts the focus from 'what the battery is' to 'what the battery does' for the customer and end-user, revealing true value drivers (MD01, SC01).
Uncovering Latent Needs in Diverse End-Markets
The battery industry serves a wide array of sectors (EV, grid storage, consumer electronics, industrial). Each sector, and even sub-segments within them, has unique 'jobs' that existing battery solutions may not fully address. JTBD helps identify these nuanced, often unarticulated, needs that can lead to highly differentiated product offerings (MD06).
Driving True Innovation in Chemistries and Form Factors
Understanding the core 'job' (e.g., 'minimize charging downtime' or 'maximize asset utilization') can directly inform R&D priorities. This can lead to the development of novel battery chemistries (e.g., solid-state, silicon-anode) or innovative form factors that better 'fit' the job, rather than incremental improvements on existing technologies (MD01).
Simplifying OEM Integration Challenges
OEMs face significant challenges in integrating complex battery systems, including thermal management, BMS, and packaging. JTBD can reveal opportunities to offer more complete, 'plug-and-play' integrated solutions that simplify the OEM's 'job' of system design, manufacturing, and regulatory compliance (SC01).
Addressing Sustainability and End-of-Life 'Jobs'
Customers increasingly demand batteries that are not only performant but also environmentally responsible. JTBD can identify 'jobs' such as 'ensure ethical sourcing,' 'minimize environmental impact,' or 'enable second-life applications and recycling,' driving circular economy innovations and addressing social concerns (CS03, LI08).
Prioritized actions for this industry
Implement Deep Ethnographic Research Programs
Conduct intensive qualitative research (interviews, observations) with key OEM customers and their end-users to uncover the underlying functional, emotional, and social 'jobs' they are trying to get done, beyond stated technical requirements. This will provide richer insights for innovation.
Shift R&D to Solution-Oriented Development
Reorient R&D efforts from solely improving component specifications to developing integrated battery solutions (e.g., advanced cell-to-pack designs, AI-powered BMS) that specifically 'hire' for identified customer jobs (e.g., 'reduce charging time by 50%', 'extend EV range by 20%').
Establish Cross-Functional 'Job-Focused' Teams
Create interdisciplinary teams comprising R&D, engineering, sales, marketing, and customer service to collectively understand, articulate, and address specific customer 'jobs.' This fosters a holistic, customer-centric approach to product development and market strategy.
Develop Integrated Service Offerings
Identify 'jobs' related to the post-purchase experience, such as 'ensure long-term battery health,' 'manage end-of-life recycling,' or 'optimize energy usage.' Develop new service models (e.g., battery-as-a-service, advanced diagnostics, second-life programs) that address these jobs, creating new revenue streams and customer loyalty.
From quick wins to long-term transformation
- Conduct internal workshops to train teams on JTBD principles and reframe existing products/services through a 'jobs' lens.
- Interview 5-10 strategic OEM customers about their biggest pain points and aspirations related to battery integration and performance.
- Map current customer journey and identify areas where customers struggle to get 'jobs' done.
- Develop 'job stories' and user personas for key target segments (e.g., EV manufacturers, grid operators).
- Launch pilot projects for new product features or integrated solutions based on high-priority identified 'jobs.'
- Integrate JTBD insights into the early stages of the product development and innovation pipeline.
- Evaluate competitors not just on product specs, but on how effectively they help customers get their 'jobs' done.
- Embed JTBD methodology throughout the entire organization, from strategic planning to marketing and customer support.
- Establish a dedicated 'Customer Insights' or 'Jobs-to-be-Done' team responsible for continuous research and insight generation.
- Develop an innovation portfolio directly linked to a pipeline of identified and prioritized customer 'jobs.'
- Cultivate a company culture that prioritizes understanding customer 'jobs' over purely technical specifications.
- Confusing 'jobs' with 'solutions' (e.g., 'I need a fast charger' vs. 'I need to minimize charging downtime').
- Focusing only on functional jobs and neglecting emotional or social jobs.
- Failing to translate 'jobs' insights into actionable product features or business models.
- Resistance from R&D teams accustomed to purely technical metrics and benchmarks.
- Lack of sustained commitment to deep customer research beyond initial interviews.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| New Product Adoption Rate (Job-Specific) | Percentage of target customers adopting new products/solutions designed to fulfill specific identified 'jobs'. | >30% within 1 year of launch |
| Customer 'Job' Fulfillment Score | Customer satisfaction metric specifically measuring how well a product helps them achieve their desired 'job' (e.g., survey scores). | >8 on a 10-point scale |
| % R&D Budget for Solution-Oriented Development | Percentage of the research and development budget allocated to projects explicitly designed to address customer 'jobs'. | Increasing to 40% within 3 years |
| Market Share in 'Job-Segmented' Markets | Growth in market share within specific segments defined by customer 'jobs' (e.g., 'long-duration storage' segment). | 5-10% annual growth in targeted segments |
| Reduction in Customer Effort Score (CES) | Measure of how much effort a customer has to exert to get their 'job' done when interacting with our product/service. | 15% reduction in CES within 2 years |
Other strategy analyses for Manufacture of batteries and accumulators
Also see: Jobs to be Done (JTBD) Framework