Consumers are powerful and they have ideas. They are a brands most valuable, untapped resource. Brands should put the consumer at the center of innovation.
5. In September of 2012, Apple
released the latest version of
their iOS mobile operating
system. The upgrade
included an overhaul to their
map service. Upon release,
there was an immediate
backlash from once devoted
Apple consumers.
Consumers knew
what they wanted
and it wasn't a
new map service.
Soon after the consumer and
media backlash, Apple CEO,
Tim Cook made a public
apology to consumers and
the original Google Maps app
would be once again
available for iPhones. (inc.
com)
"Apple's made a new product that actually
is pretty but dumb. Worse, they've used
their platform dominance to privilege their
own app over a competitor's offering, even
though it's a worse experience for users.
This is the new Maps in iOS 6."
Anil Dash, Dashes.com
6. To our customers,
At Apple, we strive to make world-class
products that deliver the best experience
possible to our customers. With the launch of
our new Maps last week, we fell short on this
commitment. We are extremely sorry for the
frustration this has caused our customers and
we are doing everything we can to make
Maps better... - Tim Cook, Apple CEO
8. In the 1970s, Harvard Law Professor and
active ice climber, William W. Fisher III
had the idea of adding a leash to ice
hammers and axes so they could hang on
them while climbing frozen waterfalls.
Other climbers were inspired by Fisher's
innovation and followed suit. Soon after
manufacturers noticed the trend and
began to incorporate the leash into all
their products (nytimes.com.)
9. WHEN IT COME TO SCIENTIFIC
INSTRUMENTS
77% OF INNOVATIONS
COME FROM USERS.
(NYTIMES.COM)
11. “WE TRY TO PUT THE END CONSUMER
AT THE CENTER OF EVERYTHING WE
DO. IN THE CASE OF THE
INNOVATION PROCESS
WE WANT THE CUSTOMER ENGAGED
AT THE FRONT END."
AG LAFLEY, CEO, P&G
12. "A part of it?
They should
be front and
center of the
R&D Process. That's
who you are developing
products for. "
(Click to play interview)
Rob Volpe, President, Ignite 360
14. With increased pressure from alternative fast food
companies, Domino’s was faced with a choice:
innovate or continue to lose market share. The pizza
giant’s in-house digital marketing team saw an
opportunity in learning from and about customers
while also increasing the lifetime value of each fan.
They came to Napkin Labs looking for an online
platform where they can tap into this unlocked
resource, the customer. Instantly the fanbase of 5
million customers turned into a crowdsourcing
workforce resulting in 9500 ideas submitted in the
first month. Two years after Domino's
refocus to the consumers they saw a Q1
boost of 14.3% for same-store sales.