Company Overview: A leading auto parts distributor operates multiple business lines, including parts manufacturing, importation, service stations, an online store, and physical retail locations. Its primary focus is B2B auto parts sales. By leveraging the Advanced Jobs To Be Done (JTBD) methodology, the company’s product manager, Julia, developed a new IT product that increased B2B client revenue by 5%, contributing an additional $1.1 million in monthly revenue.

This case study, shared by Julia, Chief Product Officer for B2C sales, highlights insights from the “How to Build a Product” training, with commentary from the trainer, Ivan.

Initial Challenges: Lack of Strategic Clarity

The auto parts market is highly competitive, with numerous suppliers vying for client loyalty. In mid-2023, Julia was tasked with overseeing the company’s entire product portal and developing a product strategy to increase revenue from existing B2B clients. The challenge was that the company already offered top-tier service, and clients who valued this service were already loyal. However, the company couldn’t always meet client demand due to unavailable parts or high prices.

The business proposed ideas like developing a mobile app, replicating competitors’ features (e.g., a “garage” tool), creating a marketplace, or enhancing product pages. These ideas, based on competitor analysis or trends in other markets, lacked clear causal reasoning to guarantee success. Without qualitative or quantitative research to validate these proposals, Julia struggled to choose a strategic direction for the next six to twelve months.

Identifying High-Level Jobs

Drawing on her prior experience with the “How to Build a Product” training, Julia revisited the Advanced JTBD methodology. She hypothesized that focusing on clients’ “previous jobs” (tasks before purchasing) and “high-level jobs” (overarching goals) could deliver unique value, encouraging clients to use the company’s platform more frequently and choose it over competitors. Data analysis confirmed that clients who used the platform to select parts were more likely to purchase from them.

Ivan’s Commentary: In JTBD terminology, “jobs” refer to the tasks or goals that drive client actions and purchases. For example, a B2B client’s job might be: “When I identify the auto parts I need, I want to purchase them quickly and at the lowest price to complete a repair order.” Jobs are a core unit of analysis in JTBD, and understanding them—along with their sequence and hierarchy—guides product development. The existing B2B product addressed the job of “purchasing parts” but not the preceding job of “identifying the right parts” or the high-level job of “completing a repair order.” Focusing on these jobs offers opportunities to create unique value and differentiate from competitors.

Validating the Hypothesis

Julia re-enrolled in the “How to Build a Product” training and conducted client interviews using the JTBD methodology. These interviews revealed client segments, their job graphs (visualizations of task hierarchies), and validated her hypothesis for a new product. Specifically, she identified an opportunity to create a tool within the company’s portal to help a specific client segment perform their high-level job of “completing repair orders” more effectively than their current manual methods (e.g., pen-and-paper or Google Sheets).

The research established a clear causal link between the proposed product and potential revenue growth, outperforming other hypotheses. Julia’s team identified a target segment: owners or mechanics at small service stations (1–3 lifts or bays) with no automation, who earn revenue from selling parts. The team confirmed that this segment already performed the job of managing repair orders and that the company could offer a more valuable solution.

Ivan’s Commentary: A job graph visualizes the hierarchy and sequence of tasks clients perform. This insight drives hypotheses for value creation and strategic decisions, as Julia demonstrated in this case.

Strategic Product Development

Julia’s team developed a new IT product tailored to the target segment’s high-level job of “completing repair orders.” (Details of the product are withheld to prevent competitors from replicating it.) The product addressed the preceding job of “identifying the right parts” and integrated with the high-level job, enabling clients to manage repair orders more efficiently than with manual processes. This focus on client jobs created a competitive edge by delivering unique value.

Business Results

After launching the product:

  • In the first quarter, revenue per client increased by 15%.
  • In the second quarter, as the product scaled across the client base, average revenue per client stabilized at a 5% increase, still delivering significant overall revenue growth.
  • Approximately 20% of the active B2B client base (19,000 clients) adopted the product.
  • The company achieved an additional $1.1 million in monthly revenue.
  • The product’s development cost (~$185,000) yielded an excellent Return on Investment (ROI).

Julia’s Reflection: “This year marked significant career growth for me, which I attribute partly to this case and a deeper understanding of product development through JTBD. After the case’s success, I was promoted to Head of Product for the sales vertical, and now I’m Chief Product Officer for our new B2C auto parts sales direction.”

Ivan’s Commentary: “Julia’s case exemplifies how JTBD can unlock strategic clarity and drive measurable results. By focusing on clients’ jobs, she created a product that not only boosted revenue but also positioned the company as a leader in a competitive market.”