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Innovation day 2012 6. david pas - verhaert - verifying your new concept with your market'

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  • 1. CONFIDENTIAL Verifying your new concepts with your market David Pas Innovation and design consultant david.pas@verhaert.com 26.10.2012 Slide 1
  • 2. CONFIDENTIAL David Pas Consultant Innovation & Design VERHAERT new products & Services nv Guest lecturer Productontwikkeling, Antwerpen Design Coach ‘humin’ Design Ambassador ‘My Precious co-creation’ 26.10.2012 Slide 2
  • 3. CONFIDENTIAL verifying new concepts what development process when who right tools right time how why 26.10.2012 innovation strategy ? innovation level Slide 3 do you know your users ?
  • 4. CONFIDENTIAL why 26.10.2012 Slide 4
  • 5. CONFIDENTIAL in common ? competitive advantage 26.10.2012 Slide 5
  • 6. CONFIDENTIAL innovation strategies COST DRIVEN 3 key strategies competitive advantage DIFFERENTIATION NICHE / FOCUS 26.10.2012 difficult in existing market without changing business model Slide 6 - often viable, but how? - on performance or experience ? - strong brands can ‘do more’
  • 7. CONFIDENTIAL more ‘performance’ or more ‘experience’ technology driven design driven innovation strategy innovation strategy © Verhaert 26.10.2012 © Verganti Slide 7
  • 8. CONFIDENTIAL never easy…. “consumers’ desires and habits change as quickly as their mobile devices” concept failure poor insights ? inadequate research changing desires Goffin, Lemke, Koners, redrawn 26.10.2012 Slide 8
  • 9. CONFIDENTIAL and if you fail today……. new threat ! for products & services 26.10.2012 Slide 9
  • 10. CONFIDENTIAL what 26.10.2012 Slide 10
  • 11. CONFIDENTIAL innovation ‘width’ the touchpoints, merging products and services 26.10.2012 Slide 11
  • 12. CONFIDENTIAL Verhaert 26.10.2012 Slide 12
  • 13. CONFIDENTIAL innovation ‘depth’ novelty and expectations NEW MARKET revolutionary incremental evolutionary EXISTING OFFERINGS NEW OFFERINGS evolutionary EXISTING MARKET 26.10.2012 Slide 13
  • 14. CONFIDENTIAL Norman (1998: The Invisible Computer) 26.10.2012 Slide 14
  • 15. CONFIDENTIAL expectations example NEW MARKET iPhone 1 incremental evolutionary EXISTING OFFERINGS NEW OFFERINGS evolutionary EXISTING MARKET 26.10.2012 Slide 15
  • 16. CONFIDENTIAL example 26.10.2012 Slide 16
  • 17. CONFIDENTIAL when 26.10.2012 Slide 17
  • 18. CONFIDENTIAL viable feasible ENGINEERING MARKETING ENGINEERING REVIEW design iteration acceptable 26.10.2012 Slide 18
  • 19. CONFIDENTIAL almost too late 26.10.2012 Slide 19
  • 20. develop concept product idea strategy CONFIDENTIAL verification verification technology creation creation company exploration exploration market acceptable ? exploration verification Verhaert 26.10.2012 Slide 20
  • 21. CONFIDENTIAL who 26.10.2012 Slide 21
  • 22. CONFIDENTIAL Norman (1998: The Invisible Computer) 26.10.2012 Slide 22
  • 23. CONFIDENTIAL • 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. 26.10.2012 Slide 23
  • 24. CONFIDENTIAL 26.10.2012 Slide 24
  • 25. Indulging emotions CONFIDENTIAL Energetic sporty cars Lively spontaneous cars Seat Ibiza Seat Leon Seat Altea Honda Civic VW Golf Kia Sportage Young female cars Peugeot 207 Mitsubishi Pajero Alfa Romeo 147 Mini Suzuki Grand Vitara Jeep Grand Cherokee Peugeot 307 Toyota RAV4 Ford Focus c-max Porsche Cayenne Seat Cordoba LR Freelander Hyundai Tucson Mazda 3 Opel Astra VW New Beetle LR Range RoverLR RR Sport Chrysler PT Cruiser BMW Serie-3 Citroën C2 Hyundai Santa Fe VW Touareg Ford S-max VW Fox Citroën C1 BMW SERIE-X3 BMW Serie-X5 X-trail Peugeot 1007 Toyota Yaris Nissan BMW Serie-1 Toyota Landcruiser VW Polo Volvo XC90 Lancia Ypsilon Audi Q7 Alfa Romeo 159 Ford Fusion Renault Clio Suzuki Swift BMW Serie-7 Honda Accord Peugeot 107 BMW Serie-5 Citroën C4 Suzuki Jimny Audi A3 Citroën C3 Honda Jazz Ford Fiesta Mercedes Serie M Ford Ka Toyota Aygo Lexus IS Audi A8 Peugeot 407 Saab 9-5 Ford Focus Opel Corsa Saab 9-3Audi A4 Opel Signum Smart Fortwo Mercedes Serie A Audi A6 Renault Modus Lexus RX Fiat Punto Mercedes CLS Opel Vectra Jaguar X-type Mitsubishi Colt Volvo V50 Mercedes Serie S Chrysler Grand Voyager Mercedes Serie E VW Jetta Nissan Micra Mercedes Serie R Mercedes Serie B Toyota Corolla Peugeot 607 Toyota Prius Suzuki Sx4 Volvo V70 Mercedes Serie C Citroën Xsara Picasso Volvo S60Volvo S80 Kia Picanto VOLVO S40 Hyundai Getz VW Passat Ford Galaxy Renault Twingo Mazda 6 Renault Espace VW Caddy Ford Mondeo Opel Zafira Chevrolet Matiz Opel Meriva Fiat Seicento VW Touran Mazda 5 Citroën C5 Fiat Panda Opel Agila Renault Kangoo Toyota Avensis Citroën Berlingo Hyundai Atos VW Sharan Opel Combo Skoda Fabia Fiat DobloMazda 2 Citroën C8 Peugeot Partner Renault Mégane Dacia Logan Seat Alhambra Hyundai Matrix Renault Laguna Skoda Superb Peugeot 807 Fiat Stilo Social integration Social affirmation Shy female cars Classy status cars Capable compromise cars Superficial compromise cars Skoda Octavia Controlling emotions 26.10.2012 Slide 25 Trivial functional cars
  • 26. CONFIDENTIAL how 26.10.2012 Slide 26
  • 27. CONFIDENTIAL “focus groups kill innovation” 26.10.2012 Slide 27
  • 28. CONFIDENTIAL 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. 26.10.2012 Slide 28
  • 29. CONFIDENTIAL “true innovation comes from recognizing an unmet need and designing a creative way to fill it in” 26.10.2012 Slide 29
  • 30. CONFIDENTIAL an unmet need….scratching an itchy back properly ;-) 26.10.2012 Slide 30
  • 31. CONFIDENTIAL HUMAN NEEDS needs that have been recognized already addressed by existing products/services known needs unmet needs needs that are known and articulated by customers not addressed by products/services hidden (latent) needs needs that have not been identified by researchers or customers 26.10.2012 Slide 31
  • 32. CONFIDENTIAL basic features performance features indifferent features pain of absence pleasure of presence outperforming features Verhaert 26.10.2012 Slide 32
  • 33. CONFIDENTIAL sharpening the value proposition accessories power tuner / receive / transmit TV system (PAL) size format contrast incredible surround easylink temperature range connectivity teletext pain of absence pleasure of presence design ambilight Verhaert 26.10.2012 Slide 33
  • 34. CONFIDENTIAL 26.10.2012 Slide 34
  • 35. CONFIDENTIAL FEATURES & SATISFACTION outperforming features delight satistafction performance features happiness basic features not unhappy dissapointed poor good implementation Kano model, redrawn 26.10.2012 Slide 35
  • 36. CONFIDENTIAL R&D traditional market research exploratory research Verhaert 26.10.2012 Slide 36
  • 37. CONFIDENTIAL exploratory research Kano model, redrawn 26.10.2012 Slide 37
  • 38. CONFIDENTIAL data reveal what people do, but not why they do it understanding the why is critical to innovation 26.10.2012 Slide 38
  • 39. CONFIDENTIAL cross-disciplinary general concrete exploration verification market research design team qualitative research research team participation data abstract recommendations broader 26.10.2012 design research Slide 39 focus
  • 40. CONFIDENTIAL focus group 2 hours percent of needs identified 100 80 individual interview 1 hour 60 40 number of analysts 20 0 2 4 6 8 10 amount of interviews/groups bron : humin 26.10.2012 Slide 40
  • 41. CONFIDENTIAL selecting the appropriate method field test diary customer journey (conceptual) scenario Interviews persona co-creation usability test focus groups shadowing customer support data analysis eye tracking user survey site traffic QUANTITATIVE validation 26.10.2012 automated usability testing Slide 41 BEHAVIOUR What people do GOALS & ATTITUDES what people say QUALITATIVE insights
  • 42. CONFIDENTIAL 26.10.2012 Slide 42
  • 43. CONFIDENTIAL 26.10.2012 Slide 43
  • 44. CONFIDENTIAL summary 26.10.2012 Slide 44
  • 45. CONFIDENTIAL verifying new concepts what always when who ‘the why’ innovation focus your target group how data reveal what people do, but not why they do it.. ..understanding the why is critical to innovation 26.10.2012 Slide 45
  • 46. CONFIDENTIAL 26.10.2012 Slide 46
  • 47. CONFIDENTIAL VERHAERT MASTERS IN INNOVATION® Headquarters Hogenakkerhoekstraat 21 9150 Kruibeke (B) tel +32 (0)3 250 19 00 fax +32 (0)3 254 10 08 ezine@verhaert.com More at www.verhaert.com VERHAERT MASTERS IN INNOVATION® 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. 26.10.2012 Slide 47 Netherlands European Space Innovation Centre Kapteynstraat 1 2201 BB Noordwijk (NL) Tel: +31 (0)633 666 828 willard.vanderheijden@verhaert.com More at www.verhaert.com