Complete projects: several interviews, segments, one strategic result.
A B2C start-up increased its sales fivefold – because sustainability was not the purchase trigger but the justification.
‘However beautiful the mat might be – if I don’t have any grip, I won’t buy it.’View analysis →
A mid-sized company repositions itself: customers do not buy security, they buy proof that they have done their job properly and have things under control.
The interviews showed that what people buy is proof of trustworthiness they can show to third parties – so they can sleep easy.
View analysis (in German) →Brochure out, shop shut. Within a week, four buyer interviews showed why customers came: all three shop customers wanted to keep up without effort and chose a retailer nearby.
‘Without an e-bike, no chance at all.’View analysis →
Eight e-bike buyers interviewed one by one – eight completely different buying motives. Presented interactively, with a forces matrix and segments.
‘What happened that made you buy one?’View analysis (in German) →
‘The solar customer’ does not exist: four clearly distinct buying jobs – self-sufficiency, financial return, pioneer identity, confidence in the decision. Including the bottleneck and an action plan.
‘Independence. Independence first and foremost.’View analysis (in German) →
One conversation, fully decoded: timeline, forces, tipping points – interactive.
Why a sleeping baby sells the desk – a buying motive you won’t find on any product page.
View analysis (in German) →Why a €7 spare part takes two years – for reasons that have almost nothing to do with coffee.
View analysis (in German) →Why a firewall is not enough – and a small team buys security as a service rather than as a new hire.
View analysis (in German) →The Jobs-to-be-Done method is not a theoretical model but a practical framework that makes companies measurably more successful – in marketing, sales, product development and strategy. These examples show what happens when you stop asking how many people buy and start understanding why:
The common thread across B2B and B2C: Customers buy progress, not a product. The real reasons for buying are never on the packaging – and no conventional questionnaire will find them.
Yes – the analyses on this page show it using real projects: a yoga mat start-up increased its sales fivefold, an IT services company repositioned itself as a cybersecurity provider, and a solar installer found four clearly distinct buying jobs instead of ‘the solar customer’. Peter Rochel has been applying JTBD since 2006 – since 2014 under the Oberwasser Consulting name – in more than 700 client projects.
On this page: five project studies (yoga mats/B2C, cybersecurity/B2B, bicycle retail in lockdown, e-bike purchase decisions, solar with four buying jobs) and three fully decoded single interviews (buying a desk, moka pot, buying B2B security) – each with timeline, forces and tipping points.
The reason for buying. Conventional customer references show results and logos; a JTBD analysis shows what went on in the customer’s mind – which forces moved them to buy or held them back, and which moment tipped the decision.
Yes. Two of the cases on this page are B2B: the repositioning of an IT services company (customers buy trust and visibility, not ‘security’) and a single interview on buying security as a service. In B2B, too, people make the decisions – driven by the same forces as in B2C.