Applying Jobs-To-Be-Done theory by gathering unmet customer needs to inform new food product development strategy

Abstract

Product development and innovation are considered vital for business success. The rate of failure of new launches is very high, particularly in the food and beverage industry. This research study investigated how best to inform product development strategy through the use of Jobs-To-Be-Done theory. A review of customer co-creation theory and new product development was undertaken. This qualitative study attained insights, through voice of the customer, by 12 semi-structured interviews. All participants were women, and the study was conducted in South Africa. The aim was to ascertain underserved beverage needs through customer job mapping. Data were analyses revealing themes that were turned in to jobs and desired outcomes were revealed. A core functional job showcasing the unmet beverage needs was revealed: A healthy on-the-go beverage created with desired, functional and well-liked ingredients consumed daily for health increments. The packaging has the price prominently displayed, has key messaging promoting its benefits, and the bottle is reusable. The findings indicated that the jobs-to-be-done framework, along with customer co-creation practices, were successful. The research and study add to the literature and provides compelling results. Further innovation and opportunity that using the Jobs-To-Be-Done in the managerial context can enhance new product development success.