Journal of
Marketing Development and Competitiveness

Scholar Gateway

Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)


Segmentation & the Jobs-to-be-done theory: A Conceptual Approach to Explaining
Product Failure

Author(s): Klaus G Oestreicher
Citation: Klaus G Oestreicher, (2011) "Segmentation & the Jobs-to-be-done theory: A Conceptual Approach to Explaining Product Failure" Vol. 5, Iss. 2, pp. 103 - 121

Article Type: Research paper

Publisher: North American Business Press


The jobs-to-be-done theory tends to hold that segmentation is a theory. It supports that it is more
important to align R&D alongside jobs for which consumers searched a solution historically for, than to
allocate organisational R&Cs close to market attributes easy to measure, as the segmentation – targeting
– positioning framework emphasises. While the established STP-strategy seems salient within incremental
product novelties, the jobs-to-be-done theory is suggested to offer assistance for more radical
developments. This paper contrasts established segmentation strategies with the jobs-to-be-done theory
conceptualising that there are markets for incremental improvements and parallel markets expecting
more radical solutions to get jobs done.