More Related Content Similar to Market Research SIG: Research for Products that Don't Yet Exist Similar to Market Research SIG: Research for Products that Don't Yet Exist (20) More from Chicago AMA (20) 1. WAVE 5 INNOVATION:
Looking “Inside Out” & “Outside In”
to Change the Game
October 14, 2013
Ralph Blessing, Executive VP, GfK Innovation
8. “The
things we fear most in organizations –
fluctuations, disturbances, imbalances –
are the primary sources of creativity.”
~ Margaret J. Wheatley
"The achievement of excellence can only occur
if the organization promotes a culture of
creative dis-satisfaction.”
~ Lawrence Miller
10. Key Serta iComfort Strategies
• Key Point of Difference is cooling gel – some consumers complain that memory
foam gets too hot
• Positioned as ‘next generation’ memory foam
• Focus on in-store materials (very beautiful displays)
and co-op advertising with retailers
• Priced a few hundred dollars less than
Tempur-Pedic
• Branding emphasized iComfort vs. Serta
© GfK 2013
10
14. Can’t Rely On Risk Adverse, Short Term Thinking
“If you're not failing every now and again, it's a sign
you're not doing anything very innovative.”
~Woody Allen
Don't worry about people stealing your ideas. If your ideas
are any good, you'll have to ram them down people's throats.
~ Howard Aiken
© GfK 2013
14
15. Wave 5 Innovation
A Definition
Innovation that
BREAKS OUT
of existing category definitions or paradigms:
[
[
Often borrowing news from other categories/services
]
Creating solutions for specific user groups and/or occasions
© GfK 2013
]
15
16. 5 Waves of Innovation – All Are Important!
Wave 5
Wave 4
Fusion of core with secondary needs
Wave 3
Fusion of core needs (ex. Taste + Health)
Wave 2
More advanced expressions of core needs
Wave 1
© GfK 2013
Creating new category definitions
Meeting basic core needs
16
17. Customer / Consumer Buy Benefits
Customers are Driven by Four Overarching Motivators (Core Drivers)
Safety
Wellbeing
Gratification
Freedom
Peace of mind that I,
my loved ones and
the planet will be safe
from harm.
Feeling good emotionally, physically,
socially and
financially.
Enjoyment of a
product or service;
pride of ownership.
“I’m worth it.”
Saving time, energy,
or money frees us up
for other things.
Each core driver can be dimensionalized
The importance of each dimension/sub-dimension varies by category
© GfK 2013
17
18. Key Principle – Evolving Needs
Looking at today's needs isn't good enough – you need a future projection
of what is going to emerge as a longer term need/ benefit space
Future needs
evolving here
Current needs &
messaging here
Safety
© GfK 2013
Wellbeing
Gratification
Freedom
18
19. A Model of Need State Evolution
Categories evolve in waves based on customer needs, with core needs
being addressed before secondary needs
Wave 5
Wave 4
Advancing
Dimensions
of Security
Wave 3
Disruptive!
Wave 2
Wave 1
© GfK 2013
Fusion
Opportunity
Tomorrow
Advancing
Dimensions of
Convenience
Category
Today
Basic Security
Basic
Wellbeing
Basic
Gratification
Basic Freedom
19
20. Fusion of Needs – Oral Care
Whitening (Gratification) + Health (Well Being)
Wave 4
Fusion
Wave 5
Advancing
Dimensions
of Security
Wave 3
Advancing
Dimensions of
Convenience
Well
Being
+
GraEficaEon
(enamel
health
+
whitening)
Wave 2
Wave 1
© GfK 2013
Basic Security
Basic
Wellbeing
Basic
Gratification
Basic Freedom
20
21. Moving to Wave 5
New Category Definition
Wave 4
Fusion
Wave 5
Advancing
Dimensions
of Security
Wave 3
Advancing
Dimensions of
Convenience
Well
Being
+
GraEficaEon
(enamel
health
+
whitening)
Wave 2
Wave 1
© GfK 2013
Basic Security
Basic
Wellbeing
Basic
Gratification
Basic Freedom
21
22. Outside-In Perspective
From Around the Globe
Patches, adhesives, kits, strips, professional care…
Tracking news across categories, countries and time identifies
innovation that is being seeded with customers
© GfK 2013
22
23. The Approach in Action
How did Coppertone find a
disruptive innovation
that significantly altered sun
care?
© GfK 2013
23
24. The Approach in Action
Sunscreen evolution driven by Well Being – higher and better SPF
100
???
90
30
45
50
15
4
What comes next?
24
© GfK 2013
24
25. The Approach in Action
Secondary need states were overlooked; sunscreen was underdeveloped in
the other drivers, particularly Convenience...
Hard
to
Apply
© GfK 2013
Hard
to
Reach
Messy
“Future
Opportunity”
25
26. The Approach in Action
Looking “outside-in” for inspiration:
Sun
Protection
© GfK 2013
26
27. The work enabled Coppertone to start a
Continuous Spray category revolution
Easy application – spray at any angle, no-rub
Convenient twist to close – no cap to lose
On-going protection – waterproof & sweat proof
28. Don’t Forget Timing
Wishbone bought Salad Spritzers in 2006; Newman's Own and others
soon followed with their own “spritzer” versions
Before its Time:
1988
© GfK 2013
At the Right Time:
2006
28
29. Don’t Forget Timing
Before its Time:
Avert Virucidal Tissues
by Kleenex
Kleenex Anti-Viral
Tissues
1984
© GfK 2013
At the Right Time:
2004
29
30. Don’t Forget Timing
The Electric Car
Re-launch at the Right Time?
1913
1961
Thomas
Edison
with
the
Henney
Kilowa4
Detroit
Electric
Car
(Failed;
no
interest)
© GfK 2013
2012
Tesla
30
31. Testing of Ideas “That Don’t Exist”
1. Standard approaches and modeling just don’t work very well
2. We find you have to:
- Look at “Leading Edge Consumers” for the ‘category
- Place more weight on uniqueness and less on believability or top box
purchase interest
- Often we test unpriced early in the development
- Do NOT include super ‘finished’ visuals. May test via an animatic or
video vs. 2-D board
- Map through diagnostics where the idea is delivering on benefit
framework – how strong is the communication of new/fused benefits
© GfK 2013
31
32. Lessons from GfK’s Leading Edge Consumers
The future is here, if you know where to look
“Leading
edge consumers are
most likely to shape the future
— those that are early buyers,
who are passionate about the
category, and/or influence
others in the category”
We have found that this group
of pioneers helps us predict the
later direction of the majority.
© GfK 2013
32
33. Connecting ALL the dots to provide FORESIGHT
OBSERVING CHANGING
PATTERNS
White
Spaces
IDENTIFYING
PRIORITY CONSUMERS
and Benefits
TAPPING
OUTSIDE INFLUENCES
© GfK 2013
LINKING
“My
Spaces”
KNOWING
WHEN TO LAUNCH
33
35. Closing Thoughts and Q & A
1. Identify how evolved your category is today (through a customer/
consumer lens)
2. Look for categories / geographies / services that are more ‘evolved’
§ Go ‘outside in’
§ Identify what news is being seeded with customers
3. Link potential emerging desired benefits with emerging technologies /
news – this can require a very extensive search outside familiar areas
4. Develop specific innovation strategic platforms that can guide
innovation short and longer term
— Use as a springboard for ideation
5. Ironically – seeking Wave 5 identifies better Wave 2-4 ideas!
© GfK 2013
35
36. Wave
5
InnovaEon…
SomeEmes,
You
Have
to
Swing
For
The
Fences!
"Security
is
mostly
a
supersEEon.
Life
is
either
a
daring
adventure
or
nothing."
~
Helen
Keller
