Jobs to be Done (JTBD)
for Sound recording and music publishing activities (ISIC 5920)
Music inherently serves many 'jobs' for consumers and businesses, from emotional regulation to creating ambiance or enhancing experiences. The JTBD framework is highly relevant as it enables the industry to move beyond commoditized 'tracks' to deliver value-added solutions addressing specific needs....
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 Sound recording and music publishing activities'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 I release new music, I want to ensure my intellectual property is fully protected across all distribution channels globally, so I can maximize my revenue and maintain control over my assets.
The intangible nature of digital assets (PM03: Intangible) combined with complex structural intermediation and fragmented global rights administration (MD05: 4/5) makes comprehensive IP tracking and enforcement difficult, leading to revenue leakage and unauthorized use.
- Reduction in detected unauthorized usage incidents
- Increase in attributed royalty streams from new platforms
- Improvement in IP infringement resolution time
When I am exploring new revenue streams, I want to develop and market 'functional music' catalogs tailored for specific contextual needs (e.g., sleep, focus, ambiance), so I can diversify my income beyond traditional per-stream models and tap into new B2B markets.
The industry's historical product-centric focus on 'songs' or 'albums' (Executive Summary) combined with declining per-stream value (MD03: 3/5) means current monetization strategies are insufficient for these nascent, specialized functional music markets.
- Increase in B2B licensing deals for functional music
- Growth in average revenue per functional music track
- Expansion into new vertical markets (e.g., wellness, retail)
When a business needs music for specific commercial use (e.g., retail ambiance, content creation, gaming), I want to offer them easily discoverable, pre-cleared, and contextually bundled music packages, so I can streamline the licensing process and capture more B2B value.
Existing licensing processes are often cumbersome due to unit ambiguity (PM01: 4/5) and a lack of offerings explicitly designed for commercial 'jobs' (Key Insights: Contextual Licensing Opportunities), deterring potential licensees and creating friction.
- Reduction in licensing negotiation time
- Increase in B2B licensing transaction volume
- Improvement in licensee satisfaction score
When analyzing market trends and artist performance, I want to accurately track and attribute audience engagement and royalty payments across fragmented platforms, so I can make data-driven decisions about artist investment and marketing strategies.
Audience fragmentation (MD08) and the complex, opaque nature of royalty reporting from numerous diverse platforms make it difficult to obtain a unified and accurate view of performance and earnings, hindering strategic decision-making.
- Improvement in royalty payment reconciliation accuracy
- Increase in successful artist development investments
- Reduction in time spent on data aggregation and normalization
When I am negotiating with artists and their representatives, I want to be perceived as a transparent, fair, and artist-centric partner, so I can attract and retain top talent in a competitive market.
The industry has a historical perception of opacity regarding royalty distribution (MD05: 4/5) and contractual terms, leading to distrust and potential cultural friction (CS01: 3/5) with artists and their communities.
- Increase in artist retention rate
- Improvement in artist satisfaction scores
- Increase in inbound artist submissions and referrals
When presenting our capabilities to investors and potential partners, I want to demonstrate our leadership in leveraging cutting-edge technology for immersive experiences (e.g., AI-driven adaptive music), so I can secure funding and form strategic alliances for future growth.
Rapid technological advancements in gaming, VR/AR, and interactive content (Key Insights: Immersive Experiences) require significant R&D (Strategic Recommendations) which can be capital intensive, and the industry's structural competitive regime (MD07: 3/5) demands proactive innovation.
- Increase in successful funding rounds for R&D initiatives
- Growth in strategic partnerships with technology companies
- Increase in industry media mentions for innovation
When considering investments in new artists or catalog acquisitions, I want to feel confident in my valuation models and risk assessments, so I can make sound financial decisions that yield predictable returns.
The intangible nature of music assets (PM03: Intangible) combined with market volatility and unit ambiguity (PM01: 4/5) makes precise valuation and risk prediction challenging, leading to anxiety and uncertainty in investment decisions.
- Reduction in investment write-downs due to overvaluation
- Improvement in projected versus actual ROI for acquisitions
- Increase in investor confidence in financial forecasting accuracy
When operating across multiple international territories, I want to feel assured that all our publishing and recording activities are fully compliant with diverse local and international copyright laws and regulations, so I can avoid legal penalties and reputational damage.
The global nature of music distribution and differing intellectual property laws create a complex and fragmented compliance landscape (CS04: 4/5 for Ethical/Religious Compliance Rigidity), making it difficult to maintain comprehensive adherence without significant legal overhead.
- Reduction in compliance-related fines or legal disputes
- Improvement in internal audit scores for legal compliance
- Decrease in time spent resolving cross-border rights issues
When delivering finished masters, I want to efficiently distribute our music to all major streaming platforms and digital retailers, so I can ensure maximum reach and availability to consumers.
While core distribution channels are well-established, managing numerous platform-specific technical requirements and evolving metadata standards can still be a time-consuming operational burden for smaller or less technologically advanced entities.
- Reduction in time-to-market for new releases
- Increase in platform coverage percentage for new content
- Decrease in metadata rejection rates from distributors
When hiring and managing creative talent, I want to ensure they feel valued and respected through equitable contracts and a supportive work environment, so I can attract and retain the best people in the industry.
The industry has historically faced issues with labor integrity and fair compensation (CS05: 3/5), making it critical but challenging to build a reputation as an employer of choice in a highly competitive and talent-driven market.
- Reduction in employee and artist turnover rate
- Improvement in employee satisfaction scores and surveys
- Increase in positive Glassdoor/industry reviews
Strategic Overview
The sound recording and music publishing industry, traditionally focused on creating and distributing 'songs' or 'albums,' often overlooks the deeper underlying needs or 'jobs' that consumers 'hire' music to do. In an environment characterized by 'Declining Per-Stream Value' (MD03), 'Audience Fragmentation' (MD08), and a 'Discoverability Crisis' (MD07), a shift from product-centric thinking to a JTBD framework can unlock significant innovation and value.
This methodology encourages industry players to understand the functional, emotional, and social 'jobs' for which individuals and businesses consume music. For instance, music might be 'hired' for relaxation, focus, motivation during workouts, setting a mood in retail, or as a sonic brand identity. By identifying these 'jobs,' companies can move beyond generic content offerings to create tailored products, services, and licensing models that directly address specific, unmet needs.
Adopting JTBD provides a strategic lens to innovate beyond traditional formats, monetize IP more effectively in new contexts (MD01), and develop distinct competitive advantages. It helps overcome 'Unit Ambiguity & Conversion Friction' (PM01) by clearly defining the value derived from music in specific use cases, thereby fostering new revenue streams and strengthening market relevance in an increasingly commoditized landscape.
5 strategic insights for this industry
Music as a Functional Tool
Beyond entertainment, music is 'hired' to perform specific functional jobs such as aiding sleep, enhancing concentration, providing background ambiance for work/retail, or facilitating meditation. This opens new markets for curated or algorithmically generated functional music. This addresses 'Audience Fragmentation' (MD08) by catering to niche needs.
Contextual Licensing Opportunities
Businesses 'hire' music for distinct purposes – e.g., gyms for motivation, spas for relaxation, restaurants for atmosphere. JTBD facilitates the creation of bespoke B2B licensing packages aligned with these specific commercial 'jobs,' offering clearer value propositions and potentially higher margins. This directly addresses 'IP Monetization & Management in New Formats' (MD01) and 'Opaque Royalty Calculations' (MD03).
Emotional & Identity 'Jobs'
Consumers 'hire' music to express identity, regulate emotions, evoke nostalgia, or foster social connection. Understanding these emotional and social 'jobs' can inform artist branding, content creation, and community building, strengthening fan loyalty and addressing 'Cultural Friction & Normative Misalignment' (CS01).
Music for Immersive Experiences
In gaming, VR/AR, and interactive digital content, music is 'hired' not just as a soundtrack, but as an integral element to create immersive environments, drive narrative, or enhance user agency. This represents a significant growth area for bespoke sound design and adaptive music systems. This speaks to 'IP Monetization & Management in New Formats' (MD01) and 'Technology Adoption & Legacy Drag' (IN02).
Personalization as a 'Job'
Users 'hire' music services to personalize their auditory experiences – custom playlists for specific moods, activities, or time of day. This shift towards personalized 'sonic environments' creates demand for adaptive music technologies and sophisticated recommendation engines. This helps address 'Discoverability Crisis' (MD07) and 'Audience Fragmentation' (MD08).
Prioritized actions for this industry
Develop and market 'functional music' catalogs and services explicitly tailored for specific jobs (e.g., focus, sleep, exercise).
Directly targets unmet needs beyond traditional entertainment, creating new subscription or licensing models. This allows for premium pricing based on utility rather than just content. This addresses 'Declining Per-Stream Value' (MD03) and 'Discoverability Crisis' (MD07).
Redefine B2B licensing offerings by bundling music based on commercial 'jobs' (e.g., 'Retail Ambiance Kits', 'Content Creator Sound Packs').
Simplifies decision-making for B2B clients by providing clear value propositions and usage rights for specific applications, enhancing IP monetization (MD01) and potentially increasing licensing deal volume and value. This addresses 'Opaque Royalty Calculations & Distribution' (MD03) and 'Unit Ambiguity' (PM01).
Invest in R&D or partnerships for AI-driven adaptive music and sound design solutions for immersive media.
Positions the company to capitalize on the growing demand for dynamic, context-aware audio in gaming, VR/AR, and interactive experiences, addressing 'IP Monetization & Management in New Formats' (MD01) and leveraging 'Technology Adoption' (IN02).
Conduct deep ethnographic research and customer journey mapping to uncover latent 'jobs' music fulfills for diverse audiences.
Provides actionable insights for new product development, targeted marketing campaigns, and innovation in service design, ensuring future offerings truly meet user needs and address 'Audience Fragmentation' (MD08).
From quick wins to long-term transformation
- Conduct internal workshops to train teams on JTBD principles and apply them to existing product lines.
- Analyze existing usage data from streaming platforms to identify common functional use cases (e.g., 'sleep playlists', 'workout music').
- Repackage and re-market existing music from the catalog for specific functional 'jobs' through targeted playlists or compilations.
- Launch a pilot subscription service for curated 'functional music' specifically for wellness or productivity.
- Develop standardized B2B licensing templates for common commercial 'jobs' (e.g., in-store music, podcast intros).
- Partner with a health & wellness app or a gaming studio to co-create music designed for specific user experiences.
- Establish an R&D lab dedicated to generative AI music and adaptive soundscapes for various 'jobs'.
- Integrate JTBD framework into A&R processes to guide artist development and content creation for specific target 'jobs'.
- Develop proprietary platforms for licensing music as a 'service' tailored to specific B2B needs, with advanced analytics.
- Misinterpreting or superficially identifying the 'job,' leading to ineffective product development.
- Failing to adequately communicate the 'job' a new product or service is designed to do.
- Over-segmentation, creating too many niche offerings that become difficult to manage or market.
- Legal and royalty complexities arising from new licensing models based on 'jobs' rather than traditional units.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| New 'Job' Segment Revenue Share | Percentage of total revenue generated from products or services explicitly designed to fulfill a newly identified 'job'. | Achieve 15% of total revenue from functional music segments within 3 years. |
| B2B Licensing Deal Volume (Job-Specific) | Number of new B2B licensing agreements structured around specific 'jobs' or use cases. | Increase job-specific B2B deals by 20% year-over-year. |
| User Engagement with Functional Offerings | Retention rates, active user counts, and average session duration for services or products designed for specific 'jobs' (e.g., sleep music app). | Achieve a 60% 3-month retention rate for functional music users. |
| IP Value Increase (Contextual Licensing) | Quantifiable increase in the value of music IP based on new licensing opportunities unlocked by 'job'-centric models. | Increase perceived and realized IP value by 10% through new contextual licensing. |
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 Sound recording and music publishing activities.
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 Sound recording and music publishing activities
Also see: Jobs to be Done (JTBD) Framework