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...
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 Printing'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 the core print market is shrinking and highly competitive, I want to identify and integrate new, high-value 'print-plus' services, so I can secure sustainable revenue streams and long-term business viability.
Difficulty identifying genuine customer jobs beyond traditional print features and building integrated solutions, leading to market obsolescence risk (MD01: 4/5) and margin compression (MD03: 5/5).
- new service revenue % of total
- customer retention rate for integrated solutions
- average revenue per customer increase
When facing intense price competition and rising input costs, I want to streamline production processes and manage the supply chain more efficiently, so I can improve profitability and remain competitive.
Legacy systems, complex value chain depth (MD05: 4/5), and high distribution complexity (MD06: 4/5) make significant cost reduction challenging without compromising quality or lead times.
- cost of goods sold % reduction
- production cycle time reduction
- supply chain lead time variance
When handling sensitive customer data or printing regulated materials, I want to ensure full compliance with all relevant laws and industry standards, so I can avoid legal penalties and protect client trust.
Managing evolving compliance requirements across diverse print products (e.g., healthcare, financial) and ensuring data security for personalized print projects requires continuous vigilance and investment.
- compliance audit pass rate
- data breach incidents
- regulatory fine instances
When interacting with clients and partners, I want to ensure all printed materials consistently reflect high quality and brand integrity, so I can reinforce my company's professional reputation and trustworthiness.
In a highly competitive market (MD07: 4/5), cost pressures (MD03: 5/5) can lead to shortcuts that risk inconsistent quality, undermining the desired brand image.
- customer satisfaction with print quality
- brand perception survey scores
- reprint request rate due to quality
When I entrust a critical print job with tight deadlines, I want to feel confident that the process is transparent and that delivery will be accurate and on time, so I can reduce my stress and focus on other strategic tasks.
Lack of real-time visibility into production status, potential delays in complex supply chains (MD06: 4/5), and insufficient communication create anxiety and uncertainty for clients.
- on-time delivery %
- customer project status inquiry frequency
- delivery accuracy rate
When creating marketing or packaging materials, I want to utilize truly sustainable and ethically sourced print solutions, so I can visibly demonstrate my brand's commitment to environmental responsibility and appeal to conscious consumers.
Difficulty in verifying the genuine environmental impact of materials and processes, and distinguishing between greenwashing and authentic sustainable options, within a competitive landscape.
- certified sustainable material usage %
- carbon footprint reduction from print suppliers
- consumer perception of brand sustainability
When executing multi-channel marketing campaigns, I want to deliver highly personalized and data-driven print communications, so I can increase response rates, deepen customer relationships, and maximize campaign ROI.
Integrating diverse customer data sources with print production at scale, ensuring variable data accuracy, and measuring attribution remains complex and prone to friction (PM01: 4/5).
- personalized campaign response rate
- customer lifetime value increase
- print channel ROI improvement
When evolving our service offerings and facing market shifts, I want to attract and retain a skilled and adaptable workforce, so I can ensure our operational capabilities remain cutting-edge and we can innovate effectively.
The perception of the printing industry as declining (MD01: 4/5) makes it challenging to draw new talent and retain existing employees who possess critical modern skills (e.g., data analytics, automation).
- employee retention rate
- time to fill specialized roles
- workforce upskilling program participation %
When pitching to potential clients in a saturated market, I want to clearly articulate my unique value proposition beyond just cost, so I can win profitable contracts and avoid being commoditized.
Intense price competition (MD03: 5/5) and a highly saturated market (MD08: 4/5) make it difficult to communicate specialized 'print-plus' services and justify higher value.
- average deal size increase
- new client acquisition rate for premium services
- win rate against low-cost competitors
When considering significant capital expenditure or strategic pivots in a volatile market, I want to have clear data and robust forecasting, so I can make confident investment decisions that secure the business's future and my legacy.
The high market obsolescence risk (MD01: 4/5) and rapid technological changes create significant uncertainty, making large-scale investment decisions feel like high-stakes gambles.
- ROI on new technology investments
- strategic initiative success rate
- revenue growth from new ventures
When a customer needs on-demand or multi-location delivery of printed materials, I want to offer seamless inventory management and efficient fulfillment services, so I can reduce their logistics burden and ensure timely product availability.
Managing complex and varied distribution channels (MD06: 4/5) for different client needs, especially for just-in-time or serialized delivery, adds significant operational overhead.
- customer inventory carrying cost reduction
- on-demand order fulfillment rate
- delivery timeliness for multi-location shipments
When observing advancements in digital technologies and changing customer expectations, I want to identify and integrate relevant innovations into my service offerings, so I can stay ahead of the curve and remain a valuable partner.
High market obsolescence risk (MD01: 4/5) combined with the pace of technological change makes it difficult to prioritize and implement effective innovations without significant upfront investment and uncertain returns.
- new technology adoption rate
- R&D investment % of revenue
- patent applications filed (if applicable)
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 |
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 Printing.
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 Printing
Also see: Jobs to be Done (JTBD) Framework