The figures are alarming: up to 90% of all new products fail, and 35–42% of all failed start-ups name a “lack of market need” as the main reason. But what does that actually mean? At its core, it means that companies develop products that nobody really needs – simply because they do not know their customers’ real needs well enough. This problem affects not only start-ups but also established companies, in B2B and B2C alike, worldwide just as much as here in Germany, Austria and Switzerland (DACH).
So why does this still happen? And above all: how can you effectively minimise this risk for your company?
In our report “Scheitern am Kunden vorbei” (in German), we worked with UTXO Solutions to analyse current studies and data from the last ten years, including:
The result is clear:
Start-ups most often fail (35–42%) because there is no real need for their product. At established companies, as many as 60–90% of all product launches fail because they are not aligned with real customer needs.
Companies often lack in-depth customer insights, or they are not close enough to the market. The result: an enormous waste of resources, lost revenue and, ultimately, the failure of entire companies.
And if, as you read, you notice that you are about to make your next decision blind: our purchase-reason finding (Kaufgrund-Befund, in German) puts an interview with a real buyer from your market next to your assumptions. The analysis is ready two working days after the interview, for €1,900 net, fixed price.
See also our latest whitepaper: Bitcoin strategies with Jobs to be Done (JTBD) – how Bitcoin companies create sustainable markets through genuine customer proximity (in German)
Young companies in particular urgently need to validate whether their business idea solves a real customer problem. Studies show that more than a third of founders realise far too late that there is no relevant market at all.
Large companies often lose their direct line to the customer. Products are created in internal silos, without enough connection to what customers actually want. Examples such as Google Glass or “New Coke” show that investments worth billions fail when customer focus is missing.
B2C and B2B companies are equally affected:
Many companies already rely on methods such as design thinking, Lean Startup or customer experience analyses. Even so, failure rates remain high. The reason usually lies not in the methods themselves, but in the fact that they are applied half-heartedly or superficially:
The result: companies often do not even know which problem they actually need to solve.
Companies fail with classic opinion research because surveys and focus groups ask what people think about a product instead of reconstructing what they did at their last real purchase – this produces plausible answers with no explanatory power, and product, message and budget are built on a reason to buy that never triggered the decision.
This is rarely down to the sample. It is down to the direction of the question. The typical question is: “What matters to you when you buy?” And almost everyone gives an answer that sounds reasonable. But what customers give you as their reason for buying is rarely the cause. It is the explanation that seems plausible to them afterwards. In other words: a thousand answers show you the what, but not the why.
Then there is the analysis. Classic market research segments by characteristics such as age, industry or income and averages the opinions. And that produces a profile. But people buy in a specific situation, because a job has become urgent enough. So you need the script: what happened before someone bought, what made them hesitate, and what decided it in the end?
Take a manufacturer of sustainable yoga mats that we supported with Jobs to be Done. The team was sure the target group bought because of sustainability, and all the marketing revolved around it. A survey would only have confirmed this assumption. Four in-depth interviews that reconstructed the real moment of purchase showed something else: what decided it was the grip on the mat. One buyer said about her yoga teacher’s recommendation: “If she says I won’t slip on it, then I won’t slip on it.”
So the company put grip at the centre, with a yoga teacher’s recommendation and a 30-day guarantee on the product page. Sales rose fivefold, and the cost per new customer fell by 60 per cent. In other words: the difference was not made by a bigger sample, but by asking about the real moment of purchase.
This is where Jobs to Be Done comes in. JTBD helps you and your company understand systematically:
The JTBD method is based on structured, in-depth customer interviews and makes it possible to identify relevant customer needs precisely before products are developed.
With JTBD, you can establish early on whether there is any market need at all – and if so, what the product must look like to meet that need as well as possible.
Peter Rochel has been working with the Jobs to be Done method since 2006, and since 2014 with Oberwasser Consulting. Our team, led by JTBD expert Peter Rochel, has helped companies in Germany, Austria and Switzerland build real customer understanding systematically in more than 700 client projects – and so reduce the risk of product flops.
Our services include:
Our clients report clear successes from using the JTBD method:
Do you want to make sure your company does not develop products that “miss the customer”?
Then contact us now for a free initial call. Find out how Jobs to Be Done can help your company develop products your customers really want.
Because these methods are often applied superficially or without in-depth customer interviews. JTBD complements them with a real understanding of customer jobs.
Absolutely. JTBD is particularly effective in B2B, because customer relationships there are close, so JTBD can be used to best effect.
From a short, intensive sprint (usually two to six weeks from the first interview) to comprehensive, long-term integration into the organisation. JTBD is very flexible and scalable.
If you understand today what your customers will really need tomorrow, the risk of failure falls dramatically. The Jobs to Be Done method gives you the tool to build this customer understanding in a targeted and effective way. That is how you develop products that succeed – sustainably and predictably.
Oberwasser Consulting – experts in Jobs to Be Done.
Let’s make sure together that your company doesn’t develop products that miss the customer.
Because they measure what people say – not what they did at their last real purchase. You get opinions instead of reasons to buy. Jobs to be Done instead reconstructs the real purchase decision like a script, not like a profile.
Up to 90 per cent of all new products fail – and 35 to 42 per cent of failed start-ups name a lack of market need as the main reason. Classic market research segments by characteristics and averages opinions; that is not how it finds the job customers really pay for.
Market research segments by characteristics – a profile. Jobs to be Done explains the purchase decision through the job the customer wants to get done – a script. One describes; the other explains why people buy.
It trains people to pitch better while missing the customer’s job. More pressure on the same mismatch does not close more deals – only when you know the job the customer wants to get done do you hit the reason to buy.
It delivers frameworks and slides, but rarely the verified reasons why your own customers buy. JTBD research works like an investigative interview: on the specific purchase decision, not on the hypothesis.
Because surveys and focus groups ask what people think about a product instead of reconstructing what they did at their last real purchase. The reasons given sound plausible but rarely explain the decision. That is why Jobs to be Done asks about the real moment of purchase: what happened, and what decided it in the end?
If this pattern sounds familiar: in the OC Radar I send you two or three signals between AI and customer understanding every two weeks, plus a case from our ongoing research. Short, concrete, unsubscribe at any time.
11. August 2026
The three types of innovation – sustaining, efficiency and market-creating – with examples, the fields exploit and explore, and the link to Jobs to be Done.
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Read postIn this JTBD podcast shot, Peter Rochel explains what hypothesis-driven working is. In just under 6 minutes, Peter shows you what to look out for and shares valuable tips and tricks that will save you time, nerves and money.
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Read postI+U podcast shot. In four minutes, Peter Rochel nails down what the solutions element means in the JTBD context and how solutions help you identify the best market for your product.
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Read postI+U podcast shot. In three minutes, Peter Rochel gets to the heart of what defines the JTBD element “limiting context”.
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Read postForces are one of three central elements of a Job to be Done and of The Wheel of Progress JTBD Canvas – alongside events and the limiting context. They are the emotionally charged drivers of – or brakes on – progress and change.
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Read postI+U podcast shot. In six minutes, Peter Rochel explains why events are so important in a JTBD context – which events there are and how to use them.
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Read postLearn how the Jobs to Be Done method and strategic business development shape the purchase decision for coffee pot spare parts. Discover innovative ways to strengthen sustainability and customer loyalty.
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Read postJTBD Meetup in Frankfurt am Main, 6 February Thursday, 6 February 202018:45 to 20:45 Knowing the jobs to be done of your target group is important input when it comes to developing new products and product strategies. At this meetup, Eckhart Böhme will introduce you to the new The Wheel of Progress canvas (wheelofprogress.com). Working as a […]
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Read post8. April 2025
JTBD interviews are supposed to visualise customer needs – but often nothing happens afterwards. Find out why the transfer fails and how you can do better in this podcast episode with Jan Milz. We show you how to use jobs-to-be-done research strategically and systematically transfer results into products, communication and innovation.
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Read post8. October 2023
Discover the channel phase model developed by Peter Rochel to get the most out of your jobs-to-be-done research and optimally align your product or business model with customer needs.
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Read post3. October 2023
Innovation Strategies for Competitive Advantage: JTBD Workshop
At a time when companies need to constantly reinvent themselves to remain competitive, Oberwasser Consulting and UTXO Solutions jointly launch their latest live online workshop: “Mastering Jobs To Be Done (JTBD) Innovation Framework”.
This training is aimed at decision-makers, product managers, developers and other specialists in product development. It offers efficient methods and frameworks for all those who want to secure their company’s innovative edge. For the first time since 2020, Oberwasser Consulting’s complete JTBD Innovation Framework is again available in a format accessible to all and not just as an exclusive in-house offering
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Read postAre you looking for an effective method for customer research and innovation management? Then the Wheel of Progress is just right for you. In our latest podcast episode, Katharina Weigert and Peter Rochel talk about the versatile applications of this revolutionary framework.
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Read post30. September 2023
Innovation & Strategic Development: A Comprehensive Guide to Corporate Success -Delve into the myriad facets of innovation and strategic development, exploring their indispensable roles in achieving sustainable corporate success. Gain insights from the experts at Oberwasser Consulting and learn how to integrate innovative strategies to stay ahead in today’s dynamic market.
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Read post25. March 2023
The Jobs-to-Be-Done (JTBD) method is a powerful tool to drive innovation and transformation in organisations. A crucial success factor for JTBD projects is well-conducted interviews with the right candidates. In this article we will give you tips and tricks on how to find the right interview candidates for your JTBD interviews and how to prepare them optimally.
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Read post15. March 2023
🎧JTBD Deep Dive: From Research and Product Development🎧Dive into the world of product development and research with Jobs to Be Done! Learn about the challenges and misunderstood tools in this field. Get valuable insights and take your products to the next level. Listen to the podcast now!👂💻💡
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Read post3. March 2023
In the contemporary economic landscape, a fierce competition prevails, and it has become imperative for businesses to continuously enhance their offerings, be it products, services or even their business models, to stay relevant and competitive. To create a prosperous product or service, it’s crucial to comprehend the demands and prerequisites of our patrons. Achieving a deep understanding of our customers’ needs will allow us to cater to their requirements effectively and build long-lasting relationships with them. By taking the time to study their wants and pain points, we can develop solutions that are not only efficient but also exceed their expectations. Ultimately, this approach can lead to increased customer satisfaction, loyalty, and business growth. A proficient approach to fulfilling these necessities is by implementing the Jobs-to-be-Done (JTBD) methodology. This piece of writing aims to elucidate the concept of the JTBD methodology and provide guidance on its effective implementation.
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Read post26. May 2021
Podcast Short Episode (German language)- What is a Job to Be Done? Peter Rochel explains in 4 minutes what a JTBD is, how to describe it, which elements belong to it and why you need it.
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Read post15. June 2020
Great idea! (we don’t do either) Wheel of Progress, Jobs to Be Done, agile working, Design Thinking , Business Model Canvas and, and and… are certainly all ingenious methods and excellent tools. In der Praxis ist die zügige und sichere Einführung von Tools und Methoden besonders schwierig. Oft werden gute und neue Ansätze verbrannt und […]
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Read postValidity of facts without alternatives How do you prove qualitative results? Those who have identified the Jobs to Be Done, be it to improve products or even to initiate a new direction for the company, must be absolutely certain. A typical challenge of qualitative market research and with the risk of making gross mistakes. How […]
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Read postIs demystification and a simpler picture coming from the JTBD? Eckhart Böhme and Peter Rochel report on the latest developments and a new JTBD model that they are currently developing. The two have developed a new model that integrates the existing models. It should also be both a tool and a means of communication and […]
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Read postIs this disruptive, market-creating, or irrelevant? How do customers see your next feature, product, or marketing idea? Next big thing or irrelevant, that’s the question that will be the issue at our next Meetup in Cologne.
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Read postOn 08.01.2020 we continue, this time as a guest at wework. In this meetup we first refresh the JTBD basics. Then we deal with the Jobs to Be Done evaluation canvas “Wheel of Progress”. Alexander Moths and Peter Rochel play through the application with you using a real case. Today it will be about winter […]
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Read postNo customer job = No innovation In this podcast episode, Peter Rochel talks to Bob Moesta, one of the main architects of Jobs to Be Done Theory. In addition to some JTBD history, it is about the real world practice in the development of sustaining-, efficiency-, or market-creating innovations. This episode is in English. Subscribers […]
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