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The Voice of the Brand

Published date: November 21, 2011 в 3:00 am

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Most people are surprised to hear that five simple patterns explain the majority of innovative products and services.  Jacob Goldenberg and his colleagues discovered this surprising insight.  It is similar to the notion of TRIZ which is a set of patterns for solving problems.  Innovative products share common patterns because their inventors unknowingly followed them when generating new product ideas.  These patterns become the DNA of products.  You can extract the DNA and implant it into other products and services to create new innovations.  We call it The Voice of the Product.

Are there more than five patterns?  Most certainly.  Highly creative people like musicians and artists use templates in their creations.  Even products invented serendipitously have a pattern embedded in them.  Many products are invented accidentally.  Serendipity led to the microwave oven, corn flakes, Teflon®, penicillin, fireworks, Viagra®, chocolate chip cookies, and the most famous of all accidents…the Post-it® note.  The problem with serendipity is it’s not predictable.  It is not an innovation method one would count on for corporate growth.  But there is value in serendipity if you can unlock its hidden secrets.  Every serendipitous invention can be reduced to a heuristic and ultimately to an algorithm or pattern.  We call it The Voice of Serendipity.

What other voices are out there?  Take brands, for example.  A well-developed brand has a unique personality, sort of a code of attributes.  That code is a pattern that could be reapplied to products and services to help discover new benefits and opportunities.  Like the other voices, The Voice of the Brand can be leveraged for innovative thinking.

Consider the following brand attribute model:

The LAB: Innovating the Pricing Process (November 2011)

Published date: November 14, 2011 в 3:00 am

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Setting prices on new products and services is one of the most challenging roles in marketing. Pricing mistakes are costly, yet it’s one of the most tempting tools to use when trying to generate revenues.  Fortunately, methods like Value Based Pricing and frameworks like The Big Picture make the job easier.

What if you wanted to explore more innovative ways to set prices?  Applying the SIT innovation patterns would create new insights and options. The SIT patterns help break fixedness – the tendency to limit the way we see things to what we know.  These patterns are innate to all of us.  We just need to “extract” them from within and deploy them in a systematic way.

For this month’s LAB, we will apply SIT to pricing.  While there are many methods and schools of thought around pricing, the SIT templates should apply to any of them. I would do the following.

The Path of Most Resistance

Published date: November 7, 2011 в 3:00 am

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The best innovations arise by following the path of most resistance, not least resistance.  As Amnon Levav at SIT writes, “In nature, water cascading down a mountain follows the path of least resistance – the easiest route to arrive at its final destination.  In thinking, too, our minds tend to take the path of least resistance – those avenues that are familiar to us.  So doing, it is difficult to arrive at ideas that are new to us or to our competitors.”

Two principles of consumer behavior* account for this.  The Principle of Cognitive Efficiency says that individuals are unlikely to expend any more cognitive effort than necessary to attain the objective they are pursuing. Thus, they use the procedure or judgmental criterion that is easiest to apply.   The Principle of Knowledge Accessibility says that individuals typically use only a small subset of the relevant knowledge they have acquired as a basis for comprehending information, generally the knowledge that comes to mind most quickly and easily.

In other words, people stick to what they know and what’s easiest to process.  The good news is that people can be trained to recognize this phenomena and shift over to the path of most resistance – where the most exciting ideas are waiting to be imagined.

How do you recognize it?  Look for laughter.  When something is funny, it means two previously unrelated themes suddenly collided to create an absurdity.  For innovation practitioners, laughter during workshops is both a blessing and a curse.  It is a blessing because it signals a moment when participants have encountered a truly odd and unfamiliar configuration.  That means innovation is “right around the corner.”  But laughter derails innovation if not handled properly.   Here is a case in point.

The LAB: Innovating the Light Switch (October 2011)

Published date: October 31, 2011 в 3:00 am

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How do you know which SIT tool to use on your product?  That is one of the most common questions from my students and workshop participants.  One way to decide is to analyze the current products in the category.  You look for SIT patterns that tend to dominate how the product emerged and evolved over the years.  I look at recent innovations in the category to spot trends.  I also try to identify where the industry might have some “fixedness” about the products and how they are used.  The type of fixedness (functional, structural, or relational) can lend insight about which SIT tool to start with.

Take light switches, for example.  The first light switch was invented in 1884.  The dominant design since then continues to be the “up” or “down” toggle switch. In North America, the “up” position switches the appliance to “on,” whereas in other countries such as the UK, the reverse is true.  In Japan, switches are positioned sideways to prevent the switch from inadvertently being turned on or off by falling objects during an earthquake.

Hooks-keys-410x264Many innovations have emerged over the years including dimmer switches, rockers, multi-way, and touch pad. Recent innovations reveal the use of several SIT patterns including Task Unification and Division.  Yet the most dominant theme in control switching seems to be “variability.”  The dimmer switch and the motion sensor switch are the most obvious examples.  If you wanted to create more innovations along this theme, Attribute Dependency is the tool to use.

To use Attribute Dependency, make two lists.  The first is a list of internal attributes.  The second is a list of external attributes – those factors that are not under your control, but that vary in the context of how the product is used.  Then create a matrix with the internal and external attributes on one axis, and the internal attributes only on the other axis.  The matrix creates combinations of internal-to-internal and internal-to-external attributes that we will use to innovate.  We take these virtual combinations and vidualize them in two ways.  If no dependency exists between the attributes, we create one.  If a dependency exists, we break it.  Using Function Follows Form, we envision what the benefit or potential value might be from the new (or broken) dependency between the two attributes.

For example:

Coin switchInternal Attributes:

  1. Type
  2. Number of switches
  3. Size
  4. What is controls
  5. Color
  6. Voltage
  7. State (on/off)

External Attributes:

  1. User
  2. Location
  3. Time
  4. Price
  5. Temperature
  6. Other appliances
  7. Room factors

Imagine creating a dependency between Internal Attribute 4 (what the switch controls) and External Attribute 3 (Time).  The Virtual Product becomes a switch that controls different lights depending on the time of day (or time of year).  For example, from midnight to noon, the switch controls a set of lights, but from noon to midnight, the switch changes and controls a different set of lights.  Why would that be useful?  Perhaps in situations where the person using the switch has no way of knowing what lights will come on, the switch determines it for them based on time of day.  This idea breaks the functional fixedness around one switch controlling one appliance.

Academic Focus: John Hauser and the MIT Team

Published date: October 24, 2011 в 3:00 am

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This month’s Academic Focus features Professor John Hauser and the highly-regarded team at MIT.  Perhaps no other university in the world stands for innovation as much as this one.  MIT is an innovation powerhouse because of the way the faculty looks at innovation through multiple lens and collaborative approaches.  MIT is a great blend of innovation research, technology research, and commercialization research.

From his online biography:

Are You More Innovative Than You Think?

Published date: October 17, 2011 в 3:00 am

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You may be surprised to find many of your products and services conform to the five innovation patterns of Systematic Inventive Thinking.  If so, it means your employees are predisposed to use innovation patterns when developing new  products.  Like many innovators, they are using patterns probably without realizing it. Given this predisposition to using innovation templates, a company can realize huge gains in innovation effectiveness by taking the next step.

Take the case of a large industrial company in the energy sector.  It leads the industry producing a product that is relatively simple in design but incredibly challenging to produce.  Despite its strong reputation and market success, the company worries it is not innovative.  Yet when I reviewed its project pipeline, I spotted concepts with each of the five patterns of S.I.T. (Subtraction, Task Unification, Multiplication, Attribute Dependency, and Division).  The teams did not use S.I.T. in the classic way (apply templates and work backwards using “Function Follows Form” to find a potential benefit).  Instead, they used trial and error, experimentation, and good old fashioned tinkering.  Their innovations embody the templates nevertheless.

These teams are more innovative than they think.  They are one short step away from applying S.I.T..  They already have these patterns inside them, so now it’s just a matter of extracting them and putting them to use in a more disciplined way.  Using S.I.T. on their products and processes will force new combinations and concepts that they would not have thought of otherwise.  The method will “bootstrap” their innovation performance to a new high level.

If your company is predisposed to innovation, take these steps to ramp up performance:

Social Enterprise Innovation

Congratulations to the Columbia Business School for hosting the 2011 Social Enterprise Conference.  Six hundred enlightened attendees witnessed a unique lineup of keynote speakers and breakout sessions. Social enterprises are challenged to create new business models to capture social, economic and environmental value.  The conference focused on supporting innovation, promoting sustainability, advancing technology, and building communities.

Key takeaways from my breakout session, “Designing a Better Social Enterprise,” (download slides here):

Marketing Innovation: Sharks to the Extreme

Published date: October 3, 2011 в 3:00 am

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Great television commercials deliver the right message in a creative way.  Great commercials are memorable.  The longer customers remember your commercial, the more cost effective the campaign. 

One way to make memorable ads is to make them funny and vivid.  The Vividness Effect causes people to recall experiences and images that stand out in their minds.  Images of wild creatures like sharks, for example, tend to be good choices to create vividness.  But just showing sharks in a commercial is not enough.  They have to be fused to the core marketing message – the value proposition.  That is where you need a structured innovation method to channel the creativity process and regulate your thinking.

Jacob Goldenberg and his colleagues describe eight such tools in their book, "Cracking the Ad Code," and provide a step-by-step approach to using them. The tools are 1. Unification 2. Activation 3. Metaphor 4. Subtraction 5. Extreme Consequence 6. Absurd Alternative 7. Inversion and 8.Extreme Effort.

Let's look at two examples.  The first uses the EXTREME CONSEQUENCE tool.  This tool conveys the absurd result of using the product or service.  By over exaggerating the brand promise, the ad is viewed as clever and credible versus traditional exaggeration.  It is particularly useful when the product is well-understood.  These ads can help viewers see secondary attributes in new ways.  Snickers does this well in this 2011 commercial.  The exaggeration here is: "Snickers is so good that sharks prefer to eat humans who have eaten a Snickers bar."

The LAB: Innovating a New Product Launch Campaign (September 2011)

Published date: September 26, 2011 в 3:00 am

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Lab_2
Innovation methods are not just for inventing new products.  Savvy marketers apply innovation methods to the “big event” – the product launch campaign. Companies spend millions of dollars to get a product off to the right start.  The launch of a new product can make or break it.

Some companies excel at this.  Memorable campaigns include Apple’s launch of the iPhone, Microsoft’s launch of Windows 95, and my all time favorite – Tickle Me Elmo – by Fisher Price.  But a lot can go wrong with product launch, so marketers need ways to stand out from the crowd.  Whether you have a big budget or small one, structured innovation methods take your dollars further and may be the difference between success and failure.

For this month’s LAB, we will demonstrate the use of Systematic Inventive Thinking to this critical aspect of marketing: the product launch.

The method works by applying one of five innovation patterns to components within the product launch process.  The pattern morphs the component into something that unrecognizable or ambiguous.  We take that “virtual product” and work backwards to uncover potential benefits, a process called “Function Follows Form.”

We start by listing the components of the launch:

The Remaking of Blackberry

Published date: September 19, 2011 в 3:00 am

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Research in Motion, the maker of Blackberry, must reinvent its business model.  Otherwise, it’s the end of the road as many market analysts are predicting.  Time is of the essence, so the management team needs to accelerate its search for new directions and pursue them aggressively.  Here is a series of steps and techniques to do that.

1.  Reframing:  Use the Subtraction Tool to reframe and see new possibilities.  Make a list of the major components of the company (sales force, products, brand, employees, customers, network, etc.).  Now imagine that the company will merge with another company from any industry.  Create a phrase something like this: “RIM has no products, but it has all the other components.  What company has the ideal set of products that would best fit the remaining resources of RIM?”   For example, would a company in data-mining or other information-based services have products that would find new growth within the RIM enterprise? Companies like LexisNexis, Authernative, and Lifelock come to mind.  Continue searching for more insights by doing the same exercise for each component.

2.  Reverse Assumption:  Assumptions get outdated, and this technique helps “break fixedness” about them.  List all the obvious business assumptions about RIM and its industry.  For example:

  • Blackberry is for enterprises
  • Consumers want more functionality
  • Cellphones are the dominate form of communication

Reverse the assumptions one by one.  “Consumers want less functionality.”  Perhaps the new business model is to create stripped down products used by a different market segment.  Perhaps Blackberry becomes a system strictly for young people, not enterprises.  Cellphones are replaced by Internet technologies.  Imagine if RIM developed a Blackberry approach to Skype.

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