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Speaker of Verhaert at the 9th edition of our Innovation Day on October 26th 2012.
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CONFIDENTIAL
26.10.2012 Slide 1
CONFIDENTIAL
Verifying your new concepts with your market
David Pas
Innovation and design consultant
CONFIDENTIAL
26.10.2012 Slide 2
David Pas Consultant Innovation & Design VERHAERT new products & Services nv Guest lecturer Productontwikkeling, Antwerpen Design Coach ‘humin’ Design Ambassador ‘My Precious co-creation’
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26.10.2012 Slide 3
verifying new concepts
what
when
who
how
why
innovation strategy ?
innovation level
development
process
right tools
right time
do you know your users ?
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26.10.2012 Slide 4
why
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26.10.2012 Slide 5
competitive advantage
in common ?
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26.10.2012 Slide 6
competitive advantage
COST DRIVEN
DIFFERENTIATION 3 key strategies
NICHE / FOCUS
difficult in existing market
without changing business model
- often viable, but how?
- on performance or experience ?
- strong brands can ‘do more’
innovation strategies
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26.10.2012 Slide 7
© Verhaert
technology driven innovation strategy
design driven innovation strategy
more ‘performance’ or more ‘experience’
© Verganti
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26.10.2012 Slide 8
inadequate
research changing
desires
poor insights ?
concept
failure
Goffin, Lemke, Koners, redrawn
never easy….
“consumers’ desires and
habits change as quickly as
their mobile devices”
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26.10.2012 Slide 9
and if you fail today…….
for products & services
new threat !
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26.10.2012 Slide 10
what
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26.10.2012 Slide 11
innovation ‘width’
the touchpoints, merging products and services
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26.10.2012 Slide 12
Verhaert
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26.10.2012 Slide 13
innovation ‘depth’
novelty and expectations
EX
IST
ING
OF
FE
RIN
GS
incremental
revolutionary
NEW
MARKET
NE
W
OF
FE
RIN
GS
evolutionary
evolutionary
EXISTING
MARKET
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26.10.2012 Slide 14
Norman (1998: The Invisible Computer)
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26.10.2012 Slide 15
expectations
example
EX
IST
ING
OF
FE
RIN
GS
incremental
iPhone 1
NEW
MARKET
NE
W
OF
FE
RIN
GS
evolutionary
evolutionary
EXISTING
MARKET
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26.10.2012 Slide 16
example
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26.10.2012 Slide 17
when
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26.10.2012 Slide 18
viable feasible
acceptable
design iteration
ENGINEERING
MARKETING
ENGINEERING
REVIEW
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26.10.2012 Slide 19
almost too late
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26.10.2012 Slide 20
exploration verification
str
ate
gy
market
company
ide
a
co
nce
pt
de
ve
lop
explo
ration
technology
product
cre
ation
verification
Verhaert
acceptable ?
explo
ration
cre
ation
ve
rifica
tio
n
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26.10.2012 Slide 21
who
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26.10.2012 Slide 22
Norman (1998: The Invisible Computer)
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26.10.2012 Slide 23
• lead user
Professionals, experts at using a particular product or service.
• mainstream users
Non Professionals, using your product or service
• analogue users
Possible target group that buys products of the competition or from
the same product category. (E.g. Interview buyers from energy bars to
understand motivations from buyers of energy drink)
• non users
Non target groups to understand their barriers of consumption.
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26.10.2012 Slide 24
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26.10.2012 Slide 25
Social affirmation
Indulging emotions
Social integration
Controlling emotions
Mini
Citroën C2
VW New Beetle
Peugeot 207
VW Polo
Suzuki Swift Peugeot 107
Citroën C3
Toyota Yaris
Renault Clio
Ford Ka
Citroën C1 Peugeot 1007
VW Fox
Lancia Ypsilon
Young female
cars
Renault Twingo
Fiat Punto Mitsubishi Colt
Opel Corsa
Ford Fiesta
Nissan Micra
Renault Modus
Smart Fortwo
Toyota Aygo
Honda Jazz Suzuki Jimny
Hyundai Getz
Suzuki Sx4
Kia Picanto
Shy female
cars
Skoda Superb
Skoda Octavia
Skoda Fabia
Renault Mégane
Renault Kangoo
Fiat Stilo
Opel Meriva
Fiat Panda
Citroën Berlingo
Peugeot Partner
Opel Combo
Chevrolet Matiz
Opel Agila
VW Caddy
Mazda 2
Hyundai Atos
Fiat Doblo
Fiat Seicento
Dacia Logan Hyundai Matrix
Trivial
functional cars
Suzuki Grand Vitara
Opel Astra
Seat Ibiza
Peugeot 307 Ford Focus c-max
VW Golf
Honda Civic
Seat Leon
Ford S-max
Citroën C4
Seat Altea
Ford Fusion
Seat Cordoba Mazda 3
Lively spontaneous
cars
Ford Focus
Citroën Xsara Picasso
Peugeot 807
VW Touran
VW Sharan
Toyota Corolla
Renault Laguna
Renault Espace Ford Galaxy
Opel Zafira
Seat Alhambra
Toyota Avensis
Citroën C8
Mazda 5
Toyota Prius
Superficial
compromise cars
Capable
compromise cars
Citroën C5
VW Passat
Opel Vectra
Volvo V70
Peugeot 407
Mercedes Serie A
Ford Mondeo
Chrysler Grand Voyager VW Jetta
Mercedes Serie B
VOLVO S40 Volvo S80
Mazda 6
Opel Signum Audi A6
Audi A4
Mercedes Serie S
Mercedes Serie C
Audi A8
Mercedes CLS
Volvo S60
Mercedes Serie E
Volvo V50
Peugeot 607
Mercedes Serie M
Lexus RX
Jaguar X-type
Saab 9-3
Lexus IS
Saab 9-5
Mercedes Serie R
Classy status
cars
Audi A3 BMW Serie-5
Porsche Cayenne
Mitsubishi Pajero
LR Freelander
Jeep Grand Cherokee Toyota RAV4
LR Range Rover
BMW SERIE-X3
BMW Serie-7 Alfa Romeo 159
Honda Accord
Chrysler PT Cruiser
Toyota Landcruiser
BMW Serie-3
BMW Serie-1
VW Touareg
LR RR Sport
BMW Serie-X5
Alfa Romeo 147
Hyundai Tucson
Hyundai Santa Fe
Volvo XC90
Nissan X-trail
Kia Sportage
Audi Q7
Energetic sporty
cars
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26.10.2012 Slide 26
how
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26.10.2012 Slide 27
“focus groups kill innovation”
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26.10.2012 Slide 28
design research outcome
Most people swept their floors before they
mopped.
People assemble a system of largely
unbranded products to get the job done.
Mops worked mostly by the adhesion of dirt
to the mop and people seemed to spend
almost as much time rinsing their mop as
they did cleaning the floor.
People wore old clothes when they were
cleaning because it was a dirty job.
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26.10.2012 Slide 29
“true innovation comes from recognizing
an unmet need and designing a creative
way to fill it in”
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26.10.2012 Slide 30
an unmet need….scratching an itchy back properly ;-)
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26.10.2012 Slide 31
unmet needs
known needs
hidden (latent)
needs
needs that have been recognized
already addressed by existing products/services
needs that are known and articulated by customers
not addressed by products/services
needs that have not been identified
by researchers or customers
HUMAN NEEDS
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26.10.2012 Slide 32
basic
features
indifferent
features
performance
features
outperforming
features
pain
of absence
pleasure of presence
Verhaert
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26.10.2012 Slide 33
accessories
power
tuner / receive / transmit
TV system (PAL)
temperature range
connectivity
teletext
size format
contrast
incredible surround
easylink
pain
of absence
pleasure of presence
design
ambilight
sharpening the value proposition
Verhaert
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26.10.2012 Slide 34
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26.10.2012 Slide 35
implementation
good poor
dissapointed
not unhappy
happiness
delight
sa
tista
fctio
n
basic features
performance
features
outperforming
features
Kano model, redrawn
FEATURES & SATISFACTION
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26.10.2012 Slide 36
exploratory
research
traditional
market research
R&D
Verhaert
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26.10.2012 Slide 37
exploratory research
Kano model, redrawn
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26.10.2012 Slide 38
data reveal what people do, but not
why they do it
understanding the why is critical to
innovation
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26.10.2012 Slide 39
exploration verification
design research market research
participation
data
design team
broader
focus
recommendations
research team
concrete general
abstract
qualitative
research
cross-disciplinary
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26.10.2012 Slide 40
bron : humin
amount of interviews/groups
0
20
40
60
80
pe
rce
nt o
f n
ee
ds id
en
tifie
d
number of
analysts
individual
interview
1 hour
focus group
2 hours
100
6 8 10 4 2
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26.10.2012 Slide 41
selecting the appropriate method
GO
AL
S &
AT
TIT
UD
ES
wh
at people
sa
y QUALITATIVE
insights B
EH
AV
IOU
R
Wh
at p
eople
do
QUANTITATIVE
validation
focus groups
(conceptual)
Interviews
diary customer journey
shadowing
eye tracking
automated
usability testing
user survey
customer
support data
analysis
site traffic
co-creation
scenario
persona
field test
usability test
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26.10.2012 Slide 42
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summary
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26.10.2012 Slide 45
verifying new concepts
what
when
who
how
innovation focus
always
‘the why’
your target group
data reveal what people do, but not why they do it..
..understanding the why is critical to innovation
CONFIDENTIAL
26.10.2012 Slide 46
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26.10.2012 Slide 47
VERHAERT MASTERS IN INNOVATION® Headquarters
Hogenakkerhoekstraat 21
9150 Kruibeke (B)
tel +32 (0)3 250 19 00
fax +32 (0)3 254 10 08
More at www.verhaert.com
VERHAERT MASTERS IN INNOVATION® Netherlands
European Space Innovation Centre
Kapteynstraat 1
2201 BB Noordwijk (NL)
Tel: +31 (0)633 666 828
More at www.verhaert.com
VERHAERT MASTERS IN INNOVATION® helps companies and governments to innovate.
We design products and systems for organizations looking for new ways to provide value
for their customers.
We are a leading integrated product innovation center; creating technology platforms,
developing new products and business in parallel, hence facilitating new-growth strategies
for our clients.
