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Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
Ethographic opportuntiy analysis sp13final
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Ethographic opportuntiy analysis sp13final

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  • http://www.foreignpolicy.com/articles/2000/11/01/how_sushi_went_global (THEODORE C. BESTOR)
  • http://www.onemoregadget.com/pictorial-timeline-of-apple-macintosh-computers-gadgets-and-ipods-in-history/ http://www.wired.com/wired/archive/17.01/ff_mac_viewer.html http://www.ipodhistory.com/ http://theiphonewiki.com/wiki/index.php?title=Timeline http://blogs.reuters.com/mediafile/2010/01/28/timeline-ipad-joins-list-of-apple-product-milestones/
  • Transcript

    • 1. Ethnographic OpportunityAnalysis part 1 (Spring 2013) Hank Delcore & Jim Mullooly aka “TheAnthroGuys” @ www.TheAnthroGuys.com 1
    • 2. io n? v atIn noInnovation is not the product of logicalthought, even though the final product istied to a logical structure - AlbertEinstein 2
    • 3.  Innovation in Business (Schumpeter, 1934) 1. Introduction of a new/improved good 2. Introduction of a new method of production 3. Opening new market or territory 4. Conquest of a new source of raw materials 5. New type of organization 3
    • 4.  Innovation in Business (Schumpeter, 1934) 1. Introduction of a new/improved good Sweet Chocolate 4
    • 5.  Innovation in Business (Schumpeter, 1934) Henry Ford’s 2. Introduction Assembly Lineof a new methodof production 5
    • 6.  Innovation in Business (Schumpeter, 1934) Shushi in US3. Opening newmarket or territory 6
    • 7.  Innovation in Business (Schumpeter, 1934) Sugar Beets in 1870s 4. Conquest of a newsource of raw materials 7
    • 8.  Innovation in Business (Schumpeter, 1934) Japanese AutomotiveAdministration 5. New type of organization 8
    • 9.  Innovation in Business (Schumpeter, 1934) 1. Introduction of a new/improved good Sweet Chocolate 9
    • 10. 10
    • 11. 11
    • 12. 12
    • 13. 13
    • 14. Steve Jobs Master of Innovation asimprovement of an existing good 14
    • 15. How PersonalComputerswere Used (1984) 15
    • 16. How Music deviceswere Used (2001) 16
    • 17. How Smart Phoneswere Used (2007) 17
    • 18. How TabletComputerswere Used (2010) 18
    • 19. BUT Apple is a Software Company(Steve Jobs) 19
    • 20.  Apple is a Software Company (Jobs) The Macintosh Interface 20
    • 21. Apple is a Software Company (Jobs) The Ipod’s Itunes Store 21
    • 22. Apple is a Software Company (Jobs) The Iphone’s App Store 22
    • 23. Apple is a Software Company(Jobs) The Ipad’s App Store 23
    • 24. How can youfind theseopportunities? 24
    • 25. Through t io n d u cIn 25
    • 26. Ethnographic (Inductive) Opportunity Analysis Deductive Approaches – Hypothesis  Data Collection  Analysis  from general to specific Inductive Approaches – Data Collection  Analysis  Hypothesis 26  from specific to general
    • 27. 27
    • 28. 28
    • 29. Engineering vs. Reverse Engineering 29
    • 30. Inspirational Induction Analytic Induction Work Workaround Engineer Reverse Engineer 30
    • 31. "The ability to observe consumersin context, without preconceptions,and then deliver a market-worthyinnovation."  Good, simple (i.e. biz-friendly) def. of "analyticinduction"? 31
    • 32. AnthroGuy HimselfProfessor Hank Delcore 32
    • 33. CASE 1: Dirty LaundryWhat do you dowith dirty clothes? 33
    • 34. Proctor & People doing ObservedGamble laundry 34
    • 35. Found 35
    • 36. CASE 2: Energy CrisisHow can yousave energy? 36
    • 37. Intel Observed Green Homeowners as Lead Adopters as Lead Adopters 37
    • 38. Found 38
    • 39. CASE3 39
    • 40. All of these casesillustrate one overarching observation: 40
    • 41. What People SayThey Doand What They DoAre Different 41
    • 42. The Business Case for User-Driven Innovation Unprecedented specialization and segmentation, multiplied many times over by domestic and international cultural diversity. 42
    • 43. The Value of the Use Case Entrepreneurs can neither assume that they are socially or culturally close to users nor that they can keep up with consumer trends themselves – unless they seek user-centered insights. 43
    • 44. Increased Competition Increased competition from emerging economies Companies can no longer rely on the advantages of being the first to introduce new technologies to the market. 44
    • 45. Democratization ofKnowledge The democratization of knowledge, driven by the internet and information technology in general Armed with lots of information and the ability to buy from companies all over the globe, consumers no longer consider the price/quality trade-off as the sole driver of choice. 45
    • 46. Democratization ofKnowledge Instead, consumers increasingly consider how a company and its products match their own personal values, behaviors and needs. To get at this, successful companies must include users in the innovation process. 46
    • 47. Just to Stay Solvent As Squires and Byrne put it: “…companies have to manufacture the right commodities and deliver them in the right way to the right consumers at least four out of ten times every year – just to stay solvent” (Squires and Byrne 2002:xiv). 47
    • 48.  Traditional R&D departments and entrepreneurs with their own views on “what people want” can no longer keep up with the reality of rapidly evolving needs and desires. 48
    • 49. THE ASSIGNMENT Pll P ea ea se If I have ever made any se Pa Pa valuable discoveries, it y yA Att has been owing more tte enntti ion on to patient attention, !!!!!! than any other talent. Isaac Newton: (1642-1727) 49
    • 50. THE ASSIGNMENT 1) Conduct some sort of “inductive observation”, 2) analyze your notes, then 3) expand those notes into a brief report about what you found. 50
    • 51.  DESCRIPTION – Rather than looking into a completely innovative idea (service or product), the goal is to 1) observe something that already works; 2) observe it in great detail; then 3) begin to understand it in such detail that you can 4) make concrete suggestions about improving it.  51
    • 52.  In Other Words – Rather than looking for how consumers COULD use a NEW service/product, the goal is to observe how consumers DO use a EXISTING service/product with the intention of looking for opportunities to improve or “add value” to that experience. 52
    • 53.  Steps – 1. Find a routine, taken-for-granted task/service/product, – 2. “Hang out” and “thickly describe” it in a notebook,  – 3. In a one page pitch, suggest some sort of innovation that will add value. DUE: next Wednesday by 3:00pm in class. – The best observations will be published on our blog and presented in class on the Wednesday after that. 5353
    • 54. Ethnographic OpportunityAnalysis part 1 Hank Delcore & Jim Mullooly aka “TheAnthroGuys” @ www.TheAnthroGuys.com Thanks for your Time 54
    • 55. 55

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