Jobs to be Done (JTBD)
for Printing (ISIC 1811)
The printing industry is particularly susceptible to 'Market Obsolescence & Substitution Risk' (MD01) and 'Persistent Price Compression' (MD07) due to digital alternatives and intense competition. JTBD is exceptionally relevant as it forces a critical shift from 'what' is printed to 'why' customers...
Strategic Overview
The printing industry currently faces significant headwinds, including a "Shrinking Core Market & Revenue Decline" (MD01), "Intensified Price Competition" (MD01), and persistent "Margin Compression" (MD03). In this challenging environment, a product-centric approach focused merely on producing print is no longer sustainable. Printers need to fundamentally rethink their value proposition to survive and thrive, addressing the "Need for Diversification & Reinvention" (MD01).
Jobs to be Done (JTBD) provides a powerful customer-centric framework to achieve this. Instead of asking what customers want to print, JTBD prompts inquiry into the underlying 'jobs' customers are trying to accomplish by 'hiring' print products or services. This shift in perspective uncovers latent needs and untapped opportunities for innovation, allowing printers to move beyond commoditized offerings and differentiate themselves.
By deeply understanding the functional, emotional, and social 'jobs'—such as packaging's 'job' to protect and attract, or direct mail's 'job' to generate leads—printing companies can develop integrated solutions, services, and new business models. This strategic approach enables them to transition from being mere producers of physical goods to becoming indispensable partners in their clients' value chains, directly combating market obsolescence and enhancing profitability.
4 strategic insights for this industry
Beyond Physical Product: Uncovering Functional & Emotional Jobs
Print products are often 'hired' for specific functional 'jobs' (e.g., compliance, protection, information dissemination) and emotional/social 'jobs' (e.g., luxury feel, brand prestige, personalized connection). Understanding these deeper motivations allows printers to innovate beyond basic production, for instance, designing packaging that not only protects but also enhances brand perception and consumer experience, or marketing collateral that evokes specific emotions.
Packaging's Evolved 'Job': Interactivity and Sustainability
The 'job' of packaging print has expanded beyond containment and visual appeal to include interactivity (e.g., QR codes, AR integration) and sustainability features (e.g., recyclable materials, reduced waste). Printers who identify the 'job to ensure product authenticity' or 'job to demonstrate environmental responsibility' can develop smart, eco-friendly packaging solutions that command higher value.
Direct Mail's 'Job' as a Data-Driven Engagement Tool
The primary 'job' of direct mail is no longer merely mass communication but rather personalized lead generation, customer retention, or driving specific actions in a multi-channel campaign. Printers need to understand the 'job to acquire high-value customers' or 'job to re-engage dormant segments' to offer value-added services like data analytics, variable data printing, and campaign management, making print an integral part of a broader marketing strategy.
Corporate Print's 'Job' in Compliance and Professionalism
For items like annual reports, financial statements, or internal documentation, the 'job' often relates to 'ensuring regulatory compliance' and 'projecting a professional and trustworthy corporate image'. By recognizing these critical jobs, printers can offer secure print solutions, advanced finishing, archival services, or even hybrid print-digital versions that cater to these specific, high-stakes requirements.
Prioritized actions for this industry
Conduct deep ethnographic customer research to uncover underlying 'jobs' and pain points.
Traditional surveys often yield superficial product feature requests. Deep qualitative research (e.g., 'job' interviews, observation) will reveal the functional, emotional, and social 'jobs' customers are truly trying to get done, providing actionable insights for differentiation and new service development. This directly addresses 'Undifferentiated Offerings' (MD07) and 'Shrinking Core Market' (MD01).
Develop and market 'print-plus' integrated solutions that fulfill entire customer 'jobs'.
Move beyond selling print units to offering comprehensive solutions that combine print with digital services (e.g., AR/VR, data analytics, CRM integration) or logistical support. For example, a printer selling 'marketing campaign success' rather than 'flyers'. This combats 'Margin Compression' (MD03) and provides the 'Diversification & Reinvention' (MD01) needed.
Reposition sales and marketing efforts to emphasize 'job outcomes' rather than print features.
Shift communication from technical specifications (e.g., paper weight, press speed) to the tangible benefits and outcomes customers achieve by hiring the print service (e.g., 'we help you reduce supply chain errors' instead of 'we print barcodes'). This helps escape 'Intensified Price Competition' (MD01) and differentiate offerings (MD07).
Build specialized vertical market expertise around distinct customer 'jobs'.
Focus on specific industries (e.g., pharmaceutical, education, luxury retail) to deeply understand their unique print-related 'jobs' (e.g., drug serialization, personalized learning materials, premium brand experience). This specialization allows for highly tailored, high-value offerings that reduce 'Intensified Price Competition' (MD01) and provide clear 'Diversification' (MD01).
From quick wins to long-term transformation
- Conduct internal workshops to identify current services/products and the 'jobs' they fulfill for customers.
- Revise immediate sales pitches to articulate benefits in terms of 'jobs to be done' for 2-3 key clients.
- Pilot a small-scale customer interview project with a specific segment to uncover one new 'job'.
- Integrate JTBD methodology into the product development and innovation pipeline.
- Retrain sales and marketing teams on value-based selling and communicating 'job outcomes'.
- Develop case studies that highlight successful fulfillment of customer 'jobs' through integrated solutions.
- Establish a dedicated innovation unit focused on discovering and addressing unmet customer 'jobs'.
- Form strategic partnerships with technology providers (e.g., IoT, AI) to build advanced 'job-fulfilling' solutions.
- Explore shifting business models towards service-level agreements or outcome-based pricing, moving away from per-unit print costs.
- Confusing customer 'wants' or 'needs' with the true underlying 'job to be done'.
- Failing to translate JTBD insights into actionable product, service, or business model innovations.
- Resistance from traditional sales teams accustomed to feature-based selling.
- Underestimating the investment required in research, R&D, and skill retraining to support new 'job' offerings.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Customer Lifetime Value (CLTV) | Increased CLTV indicates deeper, more valuable relationships built on fulfilling critical customer 'jobs'. | 10-15% increase year-over-year in top 20% of clients |
| New Service/Solution Revenue % | Percentage of total revenue generated from offerings developed specifically to address identified 'jobs'. | Achieve 20% of total revenue from new solutions within 3 years |
| Customer Retention Rate | Improved retention rates as solutions become more aligned with essential customer 'jobs'. | 5% improvement in key customer segments |
| Win Rate on New Proposals (Value-Based) | Higher success rate in competitive bids by articulating how offerings fulfill customer 'jobs' and deliver outcomes. | Increase win rate by 10% on proposals for integrated solutions |
Other strategy analyses for Printing
Also see: Jobs to be Done (JTBD) Framework