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...
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 Manufacture of batteries and accumulators'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 developing new battery products, I want to ensure they precisely meet the nuanced and evolving performance and form factor requirements of diverse OEM applications, so I can maximize market adoption and mitigate obsolescence risk.
The rapid evolution of end-market demands and the high market obsolescence risk (MD01: 4/5) make it difficult to anticipate and design for future application-specific needs, compounded by unit ambiguity (PM01: 4/5) in specifications.
- New product feature adoption rate by OEMs
- Time-to-market for custom solutions
- Customer-specific performance benchmark achievement percentage
When sourcing critical raw materials and components, I want to secure a resilient, ethically transparent, and environmentally responsible global supply chain, so I can ensure uninterrupted production and protect my brand's reputation.
The complex and interdependent trade network (MD02: 4/5) coupled with significant social activism (CS03: 4/5) and labor integrity risks (CS05: 3/5) makes maintaining a robust and ethical supply chain challenging.
- Supply chain disruption incidents per year
- Percentage of raw materials independently certified as ethically sourced
- Lead time variance for critical materials
When collaborating with OEM customers, I want to simplify the integration of our complex battery systems into their products, so I can reduce their development cycles and enhance our value proposition as a strategic partner.
OEMs face significant challenges with thermal management, BMS, and packaging, and high unit ambiguity (PM01: 4/5) and complex logistical form factors (PM02: 4/5) complicate seamless integration.
- Average OEM integration time reduction
- Number of joint development projects initiated
- OEM R&D cost savings attributable to simplified integration
When managing production, I want to optimize manufacturing throughput and minimize operational waste, so I can meet delivery schedules efficiently and control costs.
While temporal synchronization (MD04: 3/5) is important, standard lean manufacturing and process optimization tools are widely available and well-implemented for fundamental production efficiency.
- Production output per shift
- Manufacturing waste reduction percentage
- On-time delivery rate to customers
When ensuring product quality, I want to implement rigorous and consistent testing protocols across all production stages, so I can reliably deliver high-performing and safe batteries.
Despite the high tangibility (PM03: 4/5) and critical importance of quality, robust quality control systems are foundational and well-established practices within the industry.
- Defect rate per million opportunities (DPMO)
- Customer return rate (DOA)
- Warranty claim frequency per unit sold
When positioning our company in the market, I want to be perceived as a responsible and pioneering leader in sustainable battery technologies, so I can attract ethical investors, retain top talent, and differentiate from competitors.
High social activism (CS03: 4/5) and public concern over structural toxicity (CS06: 3/5) necessitate proactive communication and demonstrable commitment to sustainability, which many struggle to articulate effectively.
- ESG rating improvement
- Positive media sentiment score
- Employee Net Promoter Score (eNPS)
When engaging with key strategic OEM partners, I want to cultivate a reputation as an indispensable technology partner, so I can secure long-term, high-value contracts and co-develop next-generation solutions.
The predominantly specialized/strategic direct B2B distribution channel (MD06: 5/5) requires deep, trust-based relationships, but technical complexities and intellectual property concerns can hinder true partnership.
- Customer retention rate for top-tier OEMs
- Percentage of revenue from joint development projects
- Net Promoter Score (NPS) from strategic partners
When making significant capital investments in new production facilities or R&D, I want to feel confident that our technological choices will remain competitive and relevant long-term, so I can avoid costly stranded assets.
The high market obsolescence and substitution risk (MD01: 4/5) in a rapidly evolving technological landscape creates significant anxiety about making long-term, capital-intensive bets.
- Average useful life of capital assets (years)
- Variance from projected technology roadmap adherence
- Return on capital employed (ROCE) for new technologies
When delivering high-energy battery systems, I want to have peace of mind that our products are intrinsically safe and highly reliable, so I can protect our brand reputation and ensure the well-being of end-users.
The inherent structural toxicity and precautionary fragility (CS06: 3/5) of high-energy storage, combined with the high tangibility (PM03: 4/5) and visible impact of failures, creates constant pressure regarding safety.
- Field failure rate (safety incidents)
- Product liability claims per year
- Internal safety audit compliance score
When navigating complex regulatory landscapes, I want to ensure proactive compliance with all global safety and environmental standards, so I can mitigate legal risks and avoid reputational damage.
The increasing complexity and regional variation of environmental, safety, and end-of-life regulations (CS06: 3/5, CS03: 4/5) make it difficult to maintain continuous compliance across all markets.
- Number of regulatory non-compliance incidents
- Percentage of products meeting regional end-of-life recycling targets
- Time to certify new products for global markets
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