By what we call Customer-Focused Innovation. It consists of three steps:

  1. Frame the growth idea from the customers’ perspective
  2. Discover and measure unmet needs and opportunities
  3. Spin the growth idea towards the unmet customer needs

For many years Jobs-to-be-done is the key way of thinking that informs each stage of our Customer-Focused Innovation model.


Our global clients are larger companies and innovative technology startups. They have one thing in common: Provide more value to the customer. Their feedback:

The work of Vendbridge has been directly included into our strategic growth plan. It will be implemented based on the customer insights Vendbridge uncovered.

Kaan Bulut, Global Product Manager, Sonova

We are positively surprised by how concretely we now understand customer problems and needs. Some of the results feed directly into our digital development.

Roger Krähenbühl, Head of railway production, SBB CFF FFS

The project with Vendbridge helped to internalize the Jobs-to-be-done way of thinking in the teams and structure customer Pain Points by importance and fulfillment – i.e. customer relevance.

Market, Innovation & Technology Manager, Leading car manufacturer

I think back again and again to our Value Driver Project. It was very important and initiated a ton of actions in the organization.

Eckart Höfer, Senior Solution Development Manager Insulin Therapy, leading Medtech company.


The Vendbridge core team:

Beat has more than 25 years of experience in business strategy, innovation and marketing & sales.

Yann has more than 10 years of experience working with the CFI Methodology and JTBD.

Petra has more than 25 years of experience in market research and project management.

Annika is a Junior Consultant at Vendbridge since 2020.

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User first

We put the users first. They know best what they want and they are a fantastic source of inspiration for new ideas. Provided they are asked the right questions, namely framed by the jobs-to-be-done perspective.

Concrete over abstract

We identify specific user pain points rather than abstract insights. Why? Because abstract concepts don’t trigger emotions or prompt new behaviors. A notion well known by story tellers, but largely ignored by strategists. The basic principle is: The concrete always beats the abstract.

Outside-in over inside-out

We actively level out biases. Conventional thinking and long-standing beliefs are challenged by an outside-in user perspective. Biases in managerial decision making, a new field in management, has been designed into the CFI framework.

Solution free

We strictly separate needs from product solutions. Because people tend to forget: a product is not a need. Products come and go. Needs stay forever.

Facts over anecdotes

We quantify pain points based on an outside-in user rating. The result is a solid fact base, which provides more valuable knowledge than anecdotical evidence – an essential plus considering that companies often invest millions in a new strategy.


We generate actionable outcomes: a clear picture of user pain points, inspiring value propositions, validated relevance. There is no room for doubts when it comes to implementation.



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