ROI Case File No.247 | 'African Agricultural Tech's Breakthrough'

Chapter 1: Farmers' Silent Needs — Challenge to Invisible Issues

The week following the resolution of Quantum Financial's OKR integration case, a consultation regarding agricultural technology innovation arrived from Africa. The seventh case in Volume 19 "New Frontiers of Analysis" concerned the complex challenge of discovering true customer needs and creating value.

"Detective, we are a company providing agricultural technology solutions in Africa, but even when we develop excellent technology, farmers don't accept it. We can no longer see what farmers truly need."

Samuel Mwangi, founder from Kenya of AgriTech Solutions Africa, visited 221B Baker Street unable to hide his deep confusion. In his hands, he held the latest agricultural technology materials and, in stark contrast, data showing low adoption rates.

"We provide digital agriculture solutions for smallholder farmers across East Africa. We're technically advanced, but somehow we're not improving farmers' lives."

AgriTech Solutions Africa's Technical Capabilities and Reality Gap: - Founded: 2019 (pioneering African agricultural tech company) - Technology Development: Integrated platform utilizing IoT, AI, and satellite data - Coverage Area: Kenya, Uganda, Tanzania (3 countries) - Target Farmers: 500,000 smallholder households (East Africa's largest) - Investment Amount: Cumulative 2.5 billion yen (international development agencies, VCs)

The numbers certainly indicated large-scale initiatives. However, Samuel's expression bore deep concern.

"The problem is a large gap between the technology we developed thinking 'farmers would need this' and 'what farmers actually seek.' The technology is excellent, but farmers' lives aren't improving."

Serious Gap Between Technical Superiority and Acceptance: - Technology Adoption Rate: 18% of target farmers (far below expected 50%) - Continuation Rate: 35% of adopters (many stop using midway) - Revenue Improvement: Only 28% of technology users see revenue increase - Farmer Satisfaction: 3.1/5 (technology highly rated but no life improvement perception) - Business Profitability: 65% of plan (profitability deteriorates with low adoption)

"We're anxious that we might be 'forcing technology.' What do farmers truly need?"

Chapter 2: JTBD Introduction — Customers' Reason for Hiring

"Mr. Samuel, what kind of daily challenges do farmers currently face?"

Holmes quietly inquired.

Samuel began explaining the current situation with a confused expression.

"We've been focusing on technical challenges to develop solutions, but haven't sufficiently understood farmers' overall life struggles."

Current Farmer Solutions (Technology-Centered Approach):

Soil Analysis App: - Function: Detailed analysis of soil composition and moisture through IoT sensors - Assumed Value: Optimal fertilization and irrigation based on scientific data - Actual Response: "Data is accurate but we don't have money to buy fertilizer" - Usage Continuation Rate: 25%

Weather Prediction System: - Function: High-precision weather forecasting through satellite data and AI - Assumed Value: Advance weather risk avoidance, appropriate planting planning - Actual Response: "Forecasts are accurate but we have no means to take countermeasures" - Usage Continuation Rate: 30%

Market Price Information Service: - Function: Real-time market price and supply-demand information distribution - Assumed Value: Selling at optimal timing and prices - Actual Response: "Prices are known but we lack transportation and storage facilities" - Usage Continuation Rate: 40%

I focused on the gap between technology and actual needs.

"While technically excellent, value creation within farmers' daily life context seems insufficient."

Samuel answered with a serious expression.

"That's exactly right. We focused on 'what technology can do' but didn't understand 'what farmers want to do.'"

⬜️ ChatGPT | Catalyst of Conception

"Farmers aren't hiring technology. They're hiring life challenge solutions."

🟧 Claude | Alchemist of Narrative

"True needs don't appear on the surface. They're buried within life contexts."

🟦 Gemini | Compass of Reason

"JTBD stands in customers' shoes. Understanding why they 'hire' products or services."

The three members began their analysis. Gemini displayed an "Agriculture-Specific JTBD Analysis" framework on the whiteboard.

JTBD (Jobs-to-be-Done) Core Concepts: - Job: Progress or goal customers want to achieve - Hire: Reason for choosing products or services for that job - Fire: Reason for stopping use when expectations aren't met - Context: Situation, constraints, environment where job arises

"Mr. Samuel, let's clarify the 'jobs East African smallholder farmers truly want to hire' through JTBD analysis."

Chapter 3: Agricultural Jobs to "Hire" — Essence of Life Improvement

Detailed JTBD Analysis of East African Smallholder Farmers:

Primary Job: "Want to stabilize and improve family life"

Sub-Job 1: "Want to secure predictable income" - Current Challenge: Unpredictable income due to unstable harvest and prices - Solution to Hire: Stable income sources, risk diversification - Reason for Failure: Technical improvements exist but don't directly lead to income stability - Success Conditions: Reliable sales channels, fair prices, multiple income sources

Sub-Job 2: "Want to increase productivity while reducing labor burden" - Current Challenge: Heavy physical burden from hard and long labor hours - Solution to Hire: Efficient farming, labor-saving technology - Reason for Failure: Sophisticated technology has complex operation, doesn't reduce burden - Success Conditions: Simple, inexpensive, certain effects

Sub-Job 3: "Want to provide educational opportunities for children" - Current Challenge: Difficulty securing education costs, schooling difficult due to farm work assistance - Solution to Hire: Additional income sources, time creation through efficiency - Reason for Failure: Focus on short-term revenue improvement, no margin for educational investment - Success Conditions: Medium to long-term revenue improvement, cash income increase

Emotional Job: "Want to live with dignity"

Sub-Job 4: "Want to master modern agricultural technology" - Current Challenge: Looked down upon by younger generation with traditional farming methods - Solution to Hire: Latest technology that can be understood and mastered - Reason for Failure: Too complex to understand, fear of failure - Success Conditions: Staged learning, community success stories

Sub-Job 5: "Want to be recognized in local community" - Current Challenge: Low influence and voice due to poverty - Solution to Hire: Economic success, technical advancement - Reason for Failure: Individual improvement ends there, no community contribution - Success Conditions: Success sharing, teaching other farmers, regional development

Context Analysis: Specific Situations Where JTBD Occurs

Rainy Season (March-May): - Job: "Want to protect harvest from flood and disease risks" - Constraints: Can't take preventive measures due to lack of funds - What to Hire: Low-cost prevention technology, insurance systems - Current Gap: Advanced technology difficult to introduce due to price and complexity

Dry Season (June-August): - Job: "Want maximum harvest with limited water" - Constraints: No irrigation equipment, difficult water source access - What to Hire: Efficient water use technology, joint irrigation systems - Current Gap: Individual-oriented technology, no joint use perspective

Harvest Season (September-November): - Job: "Want to sell harvest at highest price with certainty" - Constraints: No storage facilities, no transportation, no market information - What to Hire: Sales channel securing, transportation support, fair price purchases - Current Gap: Only information provision, no actual sales support

Planting Preparation Period (December-February): - Job: "Want optimal preparation for next season's success" - Constraints: Insufficient funds for seeds and fertilizer purchase, insufficient technical information - What to Hire: Funding support, practical technical guidance - Current Gap: Only technical information, no funding or practical support

Claude reported an important discovery.

"This is clear. Farmers aren't seeking technology itself but want to hire technology for the comprehensive job of 'family life stabilization and improvement.' Current technology-centered approach can't meet this essential need."

Most Important Discovery: "Technology vs. Life Improvement Gap"

What farmers want to hire is not "technology" but "life improvement." Technology is means; purpose is realizing stable, prosperous family life.

Chapter 4: Services That Change Lives — JTBD-Driven Solutions

Following detailed JTBD analysis and investigation of farmers' true needs, AgriTech Solutions Africa's value creation strategy became clear.

Transition from "Technology-Centered Approach" to "Life Improvement-Centered Approach":

Core Problem: Mismatch Between Customer Jobs and Provided Value

AgriTech Solutions Africa provided technically excellent solutions but was offering technology itself for the "life improvement" job farmers actually wanted to hire.

JTBD-Driven Solution Redesign:

Primary Job Response: "Integrated Support for Stabilizing and Improving Family Life"

Job 1 Response: "Predictable Income Securing Service" - Traditional: Soil analysis and weather prediction information provision - After JTBD Improvement: Integrate contract farming, sales channel guarantees, price insurance - Contract Farming: Confirm sales destination and price before planting - Quality Assurance: Ensure certain quality through technical guidance - Price Insurance: Minimum price guarantee during market price decline - Multiple Crops: Support crop diversification for risk dispersion

Job 2 Response: "Labor Burden Reduction and Productivity Improvement Service" - Traditional: Optimization system through IoT and AI technology - After JTBD Improvement: Staged labor-saving and joint use systems - Simple Technology: Start with basic technology easy to understand and operate - Joint Equipment: Joint purchase and use of expensive machinery and equipment - Work Efficiency: Practical methods for labor hour reduction - Health Consideration: Physical burden reduction, safety improvement

Job 3 Response: "Educational Investment Funding Creation Service" - Traditional: Short-term revenue maximization technology - After JTBD Improvement: Medium to long-term revenue improvement, cash income diversification - Value Addition: Revenue improvement through processing and branding - Cash Income: Developing income sources other than agriculture - Educational Loans: Installment payment system for education costs - Future Planning: Income planning according to children's career paths

Emotional Job Response: "Dignified Life Realization Service"

Job 4 Response: "Technology Learning and Modernization Support" - Traditional: One-way provision of advanced technology - After JTBD Improvement: Staged learning and community support - Basic Education: Staged education in literacy, numeracy, basic technology - Success Experience: Confidence building through accumulation of small successes - Peer Learning: Mutual learning and support among farmers - Certification System: Public certification of technology acquisition, status improvement

Job 5 Response: "Regional Leadership Exercise Support" - Traditional: Emphasis on individual technical superiority - After JTBD Improvement: Regional development, community contribution - Leader Development: Making advanced farmers mentors and instructors - Cooperatives: Farmer organization, collective bargaining power enhancement - Regional Model: Regional deployment of success cases - Social Impact: Contributing to overall regional living standard improvement

Context Response: Situation-Specific Optimization Services

Rainy Season Response (March-May): "Disaster Prevention and Damage Minimization Service" - Risk Prediction: Low-cost early warning system - Preventive Measures: Joint implementation of preventive measures, cost sharing - Damage Insurance: Low-cost agricultural insurance, mutual aid systems - Rapid Recovery: Swift recovery support after damage

Harvest Season Response (September-November): "Sales Maximization and Revenue Securing Service" - Collection System: Joint collection, transportation cost reduction - Storage Support: Joint storage facilities, quality maintenance technology - Sales Channel Development: Direct sales, high-price market access - Cash Income: Cash payment system simultaneous with harvest

Comparison with Successful Companies:

JTBD-Utilizing Successful Company (Indian Company A): - Similar agricultural tech company, smallholder farmer services - Before JTBD Introduction: 20% technology adoption rate, 30% continuation rate - After JTBD Introduction: 75% adoption rate, 85% continuation rate - Success Factors: Focus on farmer jobs, integrated life improvement support

AgriTech Solutions Africa's Improvement Potential: Significant improvement in farmer satisfaction and business profitability expected through similar approach

Chapter 5: Detective's JTBD Diagnosis — Discovery of Essential Value

Holmes summarized the comprehensive analysis.

"Mr. Samuel, JTBD's essence is 'standing in customers' shoes.' Farmers aren't hiring technology but hiring family life improvement. Technology is means; purpose is life stabilization and improvement. By understanding this essential job, truly valuable solutions can be provided."

JTBD Integration Strategy: Transition from "Technology-Centered" to "Life Improvement-Centered"

Basic Strategic Policy: Customer Job-Driven Value Creation

Phase 1: JTBD Foundation Construction (3 months)

Farmer Job Understanding System: - Detailed Job Investigation: Comprehensive investigation of farmers' daily lives, challenges, aspirations - Context Understanding: Understanding differences in situations by season, region, family composition - Success Definition: Specific definition of "success" and "happiness" for farmers - Inhibiting Factor Analysis: Systematic analysis of factors preventing job realization

Integrated Solution Design: - Job-Specific Solutions: Integrated solutions corresponding to each job - Technology Utilization Design: Technology utilization as means for job realization - Staged Implementation: Staged approach from small successes to large outcomes - Community Support: Mechanisms connecting individual success to regional success

Phase 2: Life Improvement Service Implementation (9 months)

Comprehensive Farmer Support Platform: - Income Stabilization: Integrated provision of contract farming, sales channel guarantees, price insurance - Labor Efficiency: Staged technology introduction, joint equipment use, health consideration - Educational Investment Support: Medium to long-term revenue improvement, cash income diversification, educational loans - Social Status Improvement: Technology acquisition certification, leadership development, regional contribution

Performance Measurement and Improvement System: - Job Achievement Measurement: Regular measurement of each farmer's job realization status - Life Improvement Indicators: Integrated evaluation of income, labor hours, education, satisfaction - Continuous Improvement: Service continuous improvement through farmer feedback - Success Case Sharing: Regional success case sharing and diffusion

Phase 3: Sustainable Value Creation (Ongoing)

Ecosystem Construction: - Farmer Community: Community formation for mutual support, learning, and growth - Partnerships: Collaboration with financial institutions, distributors, educational institutions - Policy Advocacy: Policy advocacy and system improvement based on farmer jobs - Sustainable Innovation: Discovery of new jobs, solution evolution

Expected Effects: - Technology Adoption Rate: 18% → 70% (true need response) - Usage Continuation Rate: 35% → 80% (life improvement perception) - Farmer Satisfaction: 3.1 → 4.5 (comprehensive support) - Revenue Improvement: Revenue increase in 85% of farmers (from 28%)

Investment Plan: - JTBD Integrated Service Development: 1.5 billion yen annually - Expected Benefits: 4.5 billion yen annually (adoption rate increase + continuation rate increase) - Investment Recovery Period: 5 months

"What's important is understanding the job customers truly want to hire. JTBD is the bridge converting technology's possibilities into customer value."

Chapter 6: True Technology Changing Lives — Farmer Happiness JTBD Realized

18 months later, a report arrived from AgriTech Solutions Africa.

Farmer Life Transformation Results through JTBD-Driven Services:

Dramatic Farmer Life Improvement: - Technology Adoption Rate: 18% → 73% (job-based value provision) - Usage Continuation Rate: 35% → 82% (life improvement perception) - Farmer Satisfaction: 3.1 → 4.6 (comprehensive life support) - Revenue Improvement: Revenue increase in 87% of farmers (from 28%)

Specific Life Improvement Results:

Income Stabilization Realization: - Income Predictability: 80% of annual income pre-determined - Price Risk Mitigation: Minimum income guarantee through price insurance - Multiple Income Sources: Average 30% increase in non-agricultural income - Economic Stability: 90% reduction in farmers saying "don't know this month's income"

Labor Burden Reduction and Efficiency: - Labor Hours: Average 25% reduction (12 hours/day → 9 hours/day) - Physical Burden: 50% physical burden reduction through mechanization and joint work - Technology Acquisition: 90% of farmers staged technology mastery - Work Efficiency: 40% productivity improvement per unit time

Educational Opportunity Expansion: - School Enrollment Rate: Farmer children enrollment rate 65% → 92% - Educational Investment: Average 60% increase in education cost spending - Educational Loans: 350 households utilizing educational loans - Future Outlook: 95% of farmers "can let children receive education"

Social Status and Dignity Improvement: - Technical Certification: 2,800 people acquired agricultural technology certification - Leadership: 580 people became regional agricultural leaders - Community Impact: 85% of farmers feel "recognized in region" - Confidence and Pride: 90% of farmers "take pride in agriculture"

Farmer Voices:

Kenya Nairobi Area Farmer (45 years old, male): "Previously every day was anxiety. Didn't know this month's income, whether could pay children's school fees. Now 80% of annual income confirmed through contract farming, and all three children attend high school. Technology also taught staged, became regional leader instructing other farmers."

Uganda Coffee Farmer (38 years old, female): "Labor hours decreased, time with children increased. Heavy work also became easier with joint equipment, health improved. Coffee quality also improved, selling at premium prices. Daughter aims for university, and have income to support that."

Tanzania Vegetable Farmer (52 years old, male): "Grandchild says 'grandpa is amazing using latest technology.' Combining traditional farming methods with latest technology, getting best harvest in village. Young farmers come asking to teach technology, proud to contribute to regional development."

Organizational and Business Result Improvement:

Business Profitability Significant Improvement: - Annual Revenue: 1.3 billion yen → 5.2 billion yen (4x growth) - Profit Margin: 8% → 28% (profitability improvement through value provision) - Customer Acquisition Cost: 75% reduction (word-of-mouth and referral increase) - Customer Lifetime Value: 3.5x improvement (long-term continuation and upsell effects)

Social Impact Expansion: - Regional Economy: Regional economy overall vitalized through farmer income improvement - Educational Level: Rural educational level improvement and human resource development - Technology Diffusion: Healthy diffusion and establishment of modern agricultural technology - Sustainability: Environmentally conscious agricultural practice expansion

International Evaluation Improvement: - Development Agency Evaluation: Evaluated as "rural development best practice" by UN and World Bank - Investor Evaluation: Investment evaluation improvement as "social impact company" from "technology company" - Industry Evaluation: Recognized as leading company in African agricultural tech industry - Academic Evaluation: Becomes research subject and teaching material as JTBD utilization success case

Sustainable Growth Foundation Establishment: - Farmer Ecosystem: Self-sustaining and mutually supporting farmer community formation - Technology Evolution: Continuous technology innovation based on farmer needs - Regional Expansion: Deployment of successful model to other regions and countries - Social Mission: Contribution to social issue resolution beyond mere business

Next Developments: - West Africa Expansion: Regional deployment of successful model - Application Beyond Agriculture: JTBD approach application to education and healthcare fields - International Cooperation: Providing know-how to other country agricultural tech companies - Policy Advocacy: Agricultural policy advocacy to African governments

Samuel's letter contained deep gratitude and sense of mission:

"Through JTBD analysis, we transformed from 'technology providing company' to 'life improvement support company.' By understanding the job farmers truly want to hire, technology was able to demonstrate true value. Now 500,000 farmers' lives are reliably improving, and households where children can attend school have increased significantly. Technology is means; purpose is people's happiness. JTBD taught us that essence. We're not just an agricultural tech company but have become partners realizing African farmers' dreams. JTBD is not just an analytical method but a philosophy for realizing customers' true happiness."

Detective's Perspective — The Power to Understand Customer Jobs

That night, I pondered deeply about the essence of customer value.

AgriTech Solutions Africa's case vividly demonstrated the fundamental challenge tech companies tend to fall into—"technology's possibilities vs. customer reality needs." No matter how excellent technology exists, without understanding the "job" customers truly want to hire, true value creation isn't realized.

JTBD's true value lies in defining value from the perspective of "progress" in customers' lives rather than product or service perspective. Farmers aren't hiring soil analysis technology but judging whether to hire that technology for the job of "stabilizing and improving family life."

In Volume 19 "New Frontiers of Analysis," while the previous six cases demonstrated various analytical method powers, Case 247's JTBD analysis proved the importance of customer-perspective value creation. Analytical methods demonstrate true power when utilized based not on corporate internal logic but on customer life logic.

"Customers don't buy products. They hire jobs. Understanding that job is the starting point of true value creation."

The next case will surely depict another moment when analytical methods realize customer true need discovery and value creation.

"Technology is means. Purpose is customer happiness and progress. JTBD is the compass to not lose sight of that essence." — From the Detective's Notes