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How to Generate new Ideas and concepts
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Concept Generation/Ideation
Marketing 4250February 1, 2007
Translating Observations into Interpreted Needs (Empathic Design)
Observation Capture “data” - use video or still
pictures, don’t write Show “data” to people who didn’t
observe first-hand and discuss observations
Brainstorm for solutions
Translating Verbatim Statements into Interpreted Needs
Identify the benefit and not the function (what the product does, not how it should/must do it). “I want a 1/4” hole, not a 1/4” drill bit.”
Describe an attribute of the product or the user
If possible, avoid words like “must” and “should.”
Designing a Kitchen Tool
Customer Comment Interpreted Needs
“It hurts my hand.” “The tool is comfortable.”
“It only does one thing.”
“The tool can peel, gouge, cut, etc.”
“It is not very attractive.”
“The tool looks stylish.”
Designing a Coffee-Making Machine
“I would like it to remind me of an English butler.”
”I hate it when it drips if I pull out the pot or the filter.”
“I don’t like having the cord stretched all over the counter.”
“I just want a good tasting cup of Joe.”
The product is elegant and unassuming, with clean lines.
The product keeps itself and the area around it clean.
The product has good cord management.
The product makes good coffee.
The product heats and keeps water at the appropriate temperature.
Verbatim Needs Interpreted Needs
Structuring the Interpreted Needs
Categorize the interpreted needs into a smaller number of categories.
What “primary interpreted needs” labels should we attach to these categories?
Prioritizing Interpreted Needs Kano Classification (one approach)
L = Linear Satisfiers (“The more the merrier.”) N = Neutral/Indifferent (“No big deal.”) M = Must Haves (“I won’t buy without!”) D = Delighters (“What an unexpected treat!”)
Kano’s Model of (Non-Linear) Customer Satisfaction
Customer Satisfied
CustomerDissatisfied See (1) Matzler, et al.., 1996,
Journal of Product & Brand Mgmt (2) Matzler and Hinterhuber, 1998, Technovation (3) Center for Quality Mgmt
Must Have (M)Must Have (M)
Delighter (D)Delighter (D)
Linear Satisfier (L)Linear Satisfier (L)
RequirementFulfilled
RequirementNot Fulfilled
Indifferent (I)Indifferent (I)
EMPATHIC (OBSERVATION) VS. USER ARTICULATION (INQUIRY)
Empathic (Observation)
User Articulation(Inquiry)
- Innovation possible beyond what users are able to tell you.
- Technique relies upon real actions.
- Users may be unable to articulate needs (e.g unnoticed workarounds).
- Interview/interaction process may bias response.
Strengths Weaknesses
- Technique relies upon well- trained observers who can convert observations to innovative solutions.
- Inability to measure attitudes.
- Information can be acquired on attitudes and reasoning from users.
- Easy to acquire information.
Translating the “Voice”-of-the-Customer
CustomerVerbatims
InterpretedNeeds
Observations
ProductConcepts
ProductSpecifications
Scenario PlanningOr Market Driving Forecasting
Phase II: Concept Generation
What is a Product Concept? A concept includes: a specific product form (the
attributes) a specific technology (the source of
the form) a specific benefit for a particular
usage situation
see Page and Rosenbaum (1992), “Developing an Effective Concept Testing Program for Durables,” J Product Innovation Mgmt
One that is bothOne that is both
originaloriginalANDANDusefuluseful
Definition of a Creative Concept:
Creativity: is it an individual trait or is it situation-driven?
Both Individual Trait:
Scientific Creativity (Engineer, Chemist) Artistic Creativity (Painter, Composer) Combo (Inventor) -- rare
Situation-Driven: No creative ability Low creative ability Some creative ability
No Situation Effects
Some Situation Effects
Strong Situation Effects
Strategy Implications Individual Trait
Use Cross-Functional Teams Use Personality Testing in Hiring
Situational Effects Culture/Processes (3M, TI, IDEO, Kellogg’s)
“No more mistakes and you’re through!” - John Cleese
Reward Structures (IBM, Campbell’s) Ideation Strategies (Analogies) Analytical Strategies (Perceptual Mapping,
Relationship Analysis, Morphological Matrix)
But, do you know creativity
when you see it?
Are these creative new product Are these creative new product concepts?concepts?
What about these?What about these?
Or these?Or these?
Concept Generation / Ideation
Step 1: Clarify the Problem Step 2: Search Externally Step 3: Search Internally Step 4: Explore Systematically Step 5: Reflect on the Results and the
Process
Concept Generation / Ideation
Step 2: Search Externally Experts - Lead User Analysis
Lead Users - experience the need ahead of the mass market; not the same as early adopters
General Principle of Lead User Research
Extreme versus Means Identification of functionally novel
products and service concepts should be done at the leading edge of markets and applications
Evaluation of commercial potential should be done at the “means” of markets and market segments
Important Innovations by Consumers Category
Health Products Personal Care Sports Food Office Computers Apparel
Example Gatorade Protein-based Shampoo Mountain Bike Chocolate Milk White-out Liquid E-mail, Desktop
Publishing Sports Bra
Benefiting from Lead Users Lead User innovations form the basis
for new products and service of value to manufacturers.
Lead Users Have new product or service needs that will be
general to the marketplace, but they face them months or years before the bulk of the market
Expect to benefit significantly by finding a solution to those needs
Adopter Categorization on the Basis of Innovativeness
Lead users are not the same as “early adopters”
Concept Generation / Ideation
Step 2: Search Externally Experts - Lead User Analysis
Lead Users - experience the need ahead of the mass market; not the same as early adopters
Interviewing Observation - Empathic Design Focus Groups
Concept Generation / Ideation
Step 3: Search Internally Analogy
Near Vs. Far Relations Vs. Attributes
Exercise A recent article in the Wall Street Journal
identified the difficulties and problems inherent in eating in a moving vehicle.
“Automotive dining” has created a new opportunity for an innovative product introduction.
You are asked to develop a new product concept that will meet the needs/solve the problems of the commuting diner.
Some Interpreted Needs
Results
Teams of 2 Designers Texas Instruments TXS Industrial Design Ignition
Results from comprehensive study
Number of benchmarks or no benchmark
Design Strategy - use many vs. few analogies
Results:
Concept Generation / Ideation
Step 4: Explore Systematically GAP Analysis with Perceptual Maps
Determinant GAP Maps
A Determinant Gap Map
A Determinant GAP map exercise
Sandwich shops in Boulder Make a list of 10-12 sandwich shops in Boulder
Include: Deli Zone Half Fast Subs on the Hill Jimmy Johns Snarfs Subway Silvermine Subs
Think about the shops and use your judgement to identify the two most important factors that differentiate them from each other. Use those factors as axes
Place all of the shops on your list onto the map Are there any noticeable gaps? How do you interpret
them?
Concept Generation / Ideation
Step 4: Explore Systematically GAP Analysis with Perceptual Maps
Determinant GAP Maps Perceptual Maps based on Attribute Ratings (AR)
Data Reduction Using Multivariate Analysis
Factor Analysis Reduces the original number of attributes
to a smaller number of factors, each containing a set of attributes that “hang together”
Cluster Analysis Reduces the original number of
respondents to a smaller number of clusters based on their benefits sought, as revealed by their “ideal brand”
Rate each brand you are familiar with on each of the following:
Disagree Agree
1. Attractive design 1..2..3..4..5 2. Stylish 1..2..3..4..5 3. Comfortable to wear 1..2..3..4..5 4. Fashionable 1..2..3..4..5 5. I feel good when I wear it 1..2..3..4..5 6. Is ideal for swimming 1..2..3..4..57. Looks like a designer label 1..2..3..4..58. Easy to swim in 1..2..3..4..59. In style 1..2..3..4..5 10. Great appearance 1..2..3..4..5 11. Comfortable to swim in 1..2..3..4..5 12. This is a desirable label 1..2..3..4..5 13. Gives me the look I like 1..2..3..4..5 14. I like the colors it comes in 1..2..3..4..5 15. Is functional for swimming 1..2..3..4..5
Obtaining Customer PerceptionsObtaining Customer Perceptions
Factor Eigenvalue Percent VarianceExplained
1 6.04 40.32 3.34 22.33 0.88 5.94 0.74 4.95 0.62 4.26 0.54 3.67 0.52 3.58 0.44 3.09 0.40 2.7
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 No. of Factors
Pe
rce
nt
Va
ria
nc
eE
xp
lain
ed
The Scree
Selecting the Number of FactorsSelecting the Number of Factors
Attribute Factor 1 --“Fashion”
Factor 2 --“Comfort”
1. Attractive design .796 .0612. Stylish .791 .0293. Comfortable to wear .108 .7824. Fashionable .803 .0775. I feel good when I wear it .039 .7296. Is ideal for swimming .102 .8337. Looks like a designer label .754 .0598. Easy to swim in .093 .7939. In style .762 .12310. Great appearance .758 .20811. Comfortable to swim in .043 .75612. This is a desirable label .807 .08213. Gives me the look I like .810 .05514. I like the colors it comes in .800 .06115. Is functional for swimming .106 .798
Factor Loading MatrixFactor Loading Matrix
Figure 6.7
Attribute Factor 1 --“Fashion”
Factor 2 --“Comfort”
1. Attractive design 0.145 -0.0222. Stylish 0.146 -0.0303. Comfortable to wear -0.018 0.2134. Fashionable 0.146 -0.0175. I feel good when I wear it -0.028 0.2016. Is ideal for swimming -0.021 0.2277. Looks like a designer label 0.138 -0.0208. Easy to swim in 0.131 0.2169. In style -0.021 -0.00310. Great appearance 0.146 0.02111. Comfortable to swim in -0.029 0.20812. This is a desirable label 0.146 -0.01613. Gives me the look I like 0.148 -0.02414. I like the colors it comes in 0.146 -0.02215. Is functional for swimming -0.019 0.217
Sample calculation of factor scores: From the snake plot, the mean ratings of Aqualine on Attributes1 through 15 are 2.15, 2.40, 3.48, …, 3.77. Multiply each of these mean ratings by the correspondingcoefficient in the factor score coefficient matrix to get Aqualine’s factor scores. For example, on Factor 1, Aqualine’s score is (2.15 x 0.145) + (2.40 x 0.146) + (3.48 x -0.018) + … + (3.77 x -0.019)= 2.48. Similarly, its score on Factor 2 can be calculated as 4.36. All other brands’ factor scores are calculated the same way.
Factor Scores MatrixFactor Scores MatrixFigure 6.8
Aqualine
Islands
Splash
Molokai
Sunflare
Gap 1
Gap 2
Fashion
Com
fort
The AR Perceptual MapThe AR Perceptual Map
Figure 6.9
Concept Generation / Ideation
Step 4: Explore Systematically GAP Analysis with Perceptual Maps
Determinant GAP Maps Perceptual Maps based on Attribute Ratings (AR) Perceptual Maps Based on Overall Similarities
(OS)
Aqualine Islands Sunflare Molokai SplashAqualine X 3 9 5 7Islands X 8 3 4Sunflare X 5 7Molokai X 6Splash X
Dissimilarity MatrixDissimilarity Matrix
Figure 6.10
Aqualine
Islands
Splash
Molokai
SunflareC
omfort
Fashion
The OS Perceptual MapThe OS Perceptual Map
Figure 6.11
Analytical Strategies Step 4: Explore Systematically
GAP Analysis with Perceptual Maps Relationship Analysis
Event InsuredAgainst
Person/Animal InsuredNew-borns Geniuses
Dogs/Cats
Tropical Birds
NewJobholders
Newlyweds
Injury from Fire
Getting Lost
NormalDeath
Kidnapping
Being Insulted
Analytical Strategies Step 4: Explore Systematically
GAP Analysis with Perceptual Maps Relationship Analysis Gap Analysis Morphological Matrix
Dimension 1:Cleaning Instrument
Dimension 2:Ingredients
Dimension 3:Object to beCleaned
Dimension 4:Package
Dimension 5:SubstanceRemoved
BroomBrushSpongeSteel WoolVacuum
AlcoholAmmoniaDisinfectantPine Oil
AirBoatCarpetFloorFence
AerosolBagBottleCan Tube
BloodDirtMildewPaintRust