Discover motivations with Jobs to be Done
Deeply explore our users' true motivators with JTBD to redesign experiences centered on real desires, stresses, and decisions.
Summary version
Behind every click is an intention. And that's where we went. With Jobs to be Done, we understood what our users really wanted (spoiler: it wasn't always obvious). We investigated tensions, fears, expectations, and desires. From there, we redesigned experiences that not only work, but connect. For real.
* Some figures and data have been adapted for illustrative purposes to protect strategic and confidential information.
Understand before designing
In complex environments like digital logistics, where processes are cross-cutting and decisions involve multiple actors, understanding what truly drives people to act is more important than simply observing what they do. That's why, at Nowports, we decided to implement the Jobs to be Done (JTBD) methodology to go beyond superficial data and uncover the true motivations, needs, and frictions our users experience throughout their journey.
JTBD is a methodology focused on the "progress" a user wants to achieve in a given situation. It's not about demographic profiles or roles within a company, but rather about understanding what the user is trying to solve and what drives them to change . This progress can have three dimensions: functional (solving a specific task), emotional (feeling calm, in control, or validated), and social (how the user is perceived by others).
A classic example helps illustrate this concept: when someone buys a hammer, they don't do it because they want a hammer, but because they need to hammer a nail. But even that's just the surface. What they're really looking for is to hang a picture, beautify their space, or even create a sense of home.
This approach allows us to identify design and business opportunities that might otherwise go unnoticed under traditional logic.
The Study: A Map of Decisions and Tensions
Starting from a JTBD framework tailored to our objectives, we conducted a series of in-depth interviews with different types of users who interact with our platform. We aimed to answer key questions: When and why do users choose to use Nowports? What were they doing before? What frustrations or needs motivated them to make a change?
Based on these insights, we crafted specific Job Stories that reflect real motivations. For example:
“When I need to quote and manage an international shipment and don’t want to waste time with inefficient email chains, I want a platform that centralizes everything in one place and gives me instant visibility, so I can quickly respond to my client and make informed decisions.”
Tensions and moments of change
One of the most valuable findings of the study was the identification of internal and external stresses that affect users' timing of change.
Adding layers: Findings from the Customer Operations study
We complemented the study with an in-depth audit focused on customer operations. This analysis allowed us to map in greater detail the entire journey of those who manage cargo movement: from service definition to final receipt. We not only recorded their actions, but also the emotions associated with each stage: stress when validating cargo, anxiety about the lack of information in transit, anticipation of possible delays, or uncertainty when confirming costs.
We identified key opportunities such as simplifying document management, facilitating renegotiations, offering greater real-time visibility, and strengthening communication in the event of unexpected events. We also highlighted the value of having integrated insurance and clear channels for resolving errors or unforeseen events. These insights directly informed our Job Stories and helped us design more empathetic solutions, aligned with the real and emotional context of our users. We classified these tensions into four quadrants:
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Present push : frustrations with the current system.
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Pull of the future : desires or aspirations of the new system.
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Anxieties about change : fears or doubts when adopting something new.
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Present habits : forces that hold back change due to comfort or habit.
This matrix allowed us to visualize not only the triggers for change, but also the psychological barriers we must reduce in our value proposition.
Actionable insights that impact product and strategy
The findings allowed us to redefine and prioritize key features, such as real-time visibility into shipment status, automated quotes, and integration with other tools in the logistics ecosystem. But beyond the product, the study had a cross-cutting impact:
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Communication strategy: We refine our messaging to connect with the real jobs users are looking to solve.
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Growth and marketing: We redesign onboarding journeys that are more in tune with moments of change.
Internal training: The sales team adopted Job Stories to improve their presentations and assessments with potential clients.
A living tool for continuous change
This study wasn't a one-off exercise. It became a strategic asset that we continue to update as market needs evolve. We incorporated the learnings into the product backlog, business decisions, and the development of new solutions.
At Nowports, we understand that design isn't just about creating a pretty interface, but about solving real problems with tangible impact . And that's only possible if we first take the time to listen, map, and understand what the people using our platform are trying to achieve.
Signs of change: new ways of interacting, new ways of trusting
Since implementing JTBD, we not only redesigned the platform and strategies, but we also began to notice concrete changes in our customers' behavior. The clarity with which we identified their true objectives allowed us to speak their language, align features with realistic expectations, and reduce unnecessary friction points.
For example, we noticed a significant increase in engagement with visibility boards after simplifying the way in-progress shipments are presented. We also saw an increase in the use of automated quoting tools by rethinking how they are presented based on identified stresses and motivations. These changes were reflected in clear engagement metrics, such as longer sessions, lower bounce rates, and higher conversion rates on key actions.
Additionally, we identified that many users weren't simply looking for agility, but also validation and confidence in their decision-making. We adjusted the way we present critical data (such as documentation and shipping status), generating a significant increase in the frequency with which our clients' internal teams consult and collaborate within the platform.