Посты с тэгом: jacob goldenberg

Marketing Innovation: Chicken and the Absurd Alternative Tool

Published date: March 7, 2016 в 3:00 am

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Jacob Goldenberg, in his book, “Cracking the Ad Code,” describes eight creative patterns that are embedded in most innovative, award- winning commercials. The tools are:

  1. Unification
  2. Activation
  3. Metaphor
  4. Subtraction
  5. Extreme Consequence
  6. Absurd Alternative
  7. Inversion
  8. Extreme Effort

One of my favorites is the Absurd Alternative Tool. It works by offering exaggerated alternatives to using the product or service to highlight the benefit. But the key is to make the alternative truly absurd. Otherwise viewers can get confused.
Here’s a great example fromTyson Chicken that is so simple and effective:

To use the Absurd Alternative Tool, first identify the key benefit you want to promote in the advertisement. If your product or brand is already well-understood in the marketplace, you should select a secondary benefit to emphasize instead to get more value for your advertising budget.
With the benefit in mind, think of an exaggerated or ridiculous way the customer could obtain the benefit instead of using your product. Then communicate the message by juxtaposing the two alternatives (yours and the absurd one) in the advertisement. Here’s an another example in a print ad:
Volvo

Innovation Sighting: Attribute Dependency and World Population

Published date: February 16, 2015 в 11:17 am

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What if countries were sized proportional to their population? What would the world look like? Take a look at this map (reported by NPR.org):
It’s a nice example of the Attribute Dependency Technique, one of five in the innovation method called Systematic Inventive Thinking (SIT). It’s a great tool to make products and services that are “smart.” They adjust and learn, then adapt their performance to suit the needs of the user. Attribute Dependency accounts for the majority of innovative products and services, according to research conducted by my co-author, Dr. Jacob Goldenberg.
Reddit user TeaDranks created this cartogram by creating a dependency between a country’s size and population. Each square represents 500,000 people.
To see more examples of Attribute Dependency with world maps, visit the website Worldmapper. It has “hundreds of cartograms, showing countries sized by everything from the number of books published or tractors working to condom use by men or woman.”
To get the most out of the Attribute Dependency Technique, follow these steps:
1. List internal/external variables.
2. Pair variables (using a 2 x 2 matrix)
Internal/internal
Internal/external
3. Create (or break) a dependency between the variables.
4. Visualize the resulting virtual product.
5. Identify potential user needs.
6. Modify the product to improve it.
 
 
 

Innovation in Practice: Seven Years Strong

Published date: December 22, 2014 в 1:48 pm

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This month marks the seven year anniversary of Innovation in Practice. As always, I want to thank my many readers and supporters who follow it.
2014 was an excellent year as our message about systematic creativity continues to be heard. Jacob Goldenberg and I launched our book, Inside the Box: A Proven System of Creativity for Breakthrough Results last year, and it was nominated for Innovation Book of the Year. We’re thrilled that the book is now published in fourteen languages. It is the first detailed description of Systematic Inventive Thinking (the method and the people at SIT LLC that taught it to me.)
Teaching, writing, and speaking continue to be my main focus. Professor Jim Tappel and I co-taught a Massive Open Online Course (MOOC) at the University of Cincinnati called Innovation and Design Thinking. I’ve published more courses at Lynda.com on innovation, marketing, and branding. I continue to write articles on creativity for Psychology Today, Industry Week, and Coca-Cola Journey. Staying busy is a good thing.
My goal is to make this blog different from other innovation blogs and websites. Instead of focusing on why innovation is important, I focus on how innovation happens.  The themes of this blog are:

  • Innovation can be learned like any other skill such as marketing, leadership, or playing the guitar.  To be an innovator, learn a method.Teach it to others.
  • Innovation must be linked to strategy. Innovation for innovation’s sake doesn’t matter. Innovation that is guided by strategy or helps guide strategy yields the most opportunity for corporate growth.
  • Innovation is a two-way phenomena. We can start with a problem and innovate solutions. Or we can generate hypothetical solutions and explore problems that they solve. To be a great innovator, you need to be a two-way innovator.
  • The corporate perspective, where innovation is practiced day-to-day, is what must be understood and kept at the center of attention. This is where truth is separated from hype.

2015 will be an explosive year in terms of more keynotes, workshops, and training programs. I plan to collaborate with my various business partners and colleagues at the University on making SIT the dominant form of ideation. Since learning it in 2002, I’ve not found anything that surpasses it. Both Jacob and I are “open source” in terms of helping anyone who wants to learn or teach the method. Our slides, Syllabi, and training materials are available to all. Just ask.
I want to thank Jacob, as well as Amnon Levav, Yoni Stern, and the entire team at SIT LLC. I thank Marta Dapena-Baron at Big Picture Partners, Bob Cialdini and the team at Influence at Work, Yury Boshyk at Global Executive Learning, the Washington Speakers Bureau, the team at Lynda.com, Jim Levine, Emilie D’Agostino, Shelley Bamburger, the team at Innovation Excellence (Braden, Julie, Rowan), and my fellow faculty at the UC Lindner College of Business.
Special thanks to my family, Wendy and Ryan, for all their love and support.
 
Drew

Can Creativity Be Taught? Insights from Jacob Goldenberg and Others

Published date: September 29, 2014 в 3:00 am

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Can creativity be taught? Here are insights from Professors Jacob Goldenberg, Rom Shrift and others on this seemingly elusive topic (from Knowledge@Wharton, August 27, 2014):

“I think there are individual differences in our propensity to be creative,” says Wharton marketing professor Rom Schrift, “but having said that, it’s like a muscle. If you train yourself, and there are different methods for doing this, you can become more creative. There are individual differences in people, but I would argue that it is also something that can be developed, and therefore, taught.”

Wharton marketing professor Jerry (Yoram) Wind has in fact taught a course in creativity at Wharton for years, and says that “in any population, basically the distribution of creativity follows the normal curve. At the absolute extreme you have Einstein and Picasso, and you don’t have to teach them — they are the geniuses. Nearly everyone else in the distribution, and the type of people you would deal with at leading universities and companies, can learn creativity.”
Does creativity need the right conditions to flourish? Jennifer Mueller, a management professor at the University of San Diego and former Wharton professor who has researched creativity, sees evidence that it does. “Every theorist that exists today on the planet will tell you creativity is an ability that ranges in the population, and I think in a given context, creativity can be shut off — or turned on, if the environment supports creativity.”
In whatever the sector or discipline — product development, exploitation of networks, music or education — creativity shares certain traits, experts say. Jacob Goldenberg, professor of marketing at the Arison School of Business at the IDC Herzliya in Israel, says creativity has more than 200 definitions in the literature. “However, if you ask people to grade ideas, the agreement is very high,” he notes. “This means that even if it is difficult to define creativity, it is easy to identify it. One of the reasons why it is difficult to define is the fact that creativity exists in many different domains.” Still, he says: “Most creative ideas share a common structure of being highly original and at the same time highly useful.”

In Inside the Box: A Proven System of Creativity for Breakthrough Results, Goldenberg and co-author Drew Boyd make the case that all inventive solutions share certain common patterns. Working within parameters, rather than through free-associative brainstorming, leads to greater creativity, the book says. This method, called Systematic Inventive Thinking, has found application at Procter & Gamble and SAP, among others. “We shouldn’t confuse innovation and creativity,” Goldenberg says. “Creativity refers to the idea, not to the system [product, service, process, etc.] that was built around it. For example, online banking is a great innovation, but the idea [of using the Internet to replace the branch] was not creative. It was expected years before it was implemented.”

Similarly, he adds, “cell phone technology is one of the most innovative developments, but the need was defined years before, and we just waited for the technology. In my view, a creative idea that is still changing our lives is the concept of letting users develop the software they need on a platform [that a particular] firm sells: the apps concept. This means that consumers develop and determine the value of the smartphone and tablets.”
This example, Goldenberg says, fits one of the templates for creativity described in Inside the Box: “Where you subtract one of the resources” — such as engineers and marketers — “and replace them with a resource that exists inside a closure (box), in this case your consumers.”
Schrift has used a different template from Inside the Box in his classes: The idea of building a matrix of characteristics of two unrelated products, and creating new dependencies. Such examples, he says, include an air freshener that changes scent every 10 minutes (remixing the concepts of time and fragrance), or a gym with a fee that is structured to increase if you don’t work out enough (fitness and incentive). “A lot of the time, looking for a new dependency gives you a creative idea,” Schrift notes.

The Marker on the Board (Jacob’s Story)

Published date: July 4, 2013 в 2:17 pm

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The moment I walked into the classroom, I could see that something was different. The students were  excited, I could feel the anticipation in the air—and something about their faces made me think that they were planning something mischievous.
I understood their amusement as soon as I tried to erase the whiteboard, which was still covered with diagrams and equations from my previous class. As hard as I tried, I couldn’t erase the remnants of the previous lecture. Someone had apparently switched my markers last time, and I had unknowingly used an indelible marker.
Students were now leaning back in their chairs, openly smiling. As plainly as if spoken out loud, they were waiting for me to prove that my systematic creativity method really worked. If I had to describe the feeling in the classroom, I would have guessed it to be: “The professor isgoing down in flames!”
I decided to accept the challenge. “All right, class,” I said with determination. “The worst thing that can happen is that there is no creative solution to this situation. But if there is one, we should be able to find it with what we have learned in the previous classes.”
First, I asked them to define a good traditional but noncreative solution to the problem.
“Getting some liquid from the janitor to dissolve the indelible marker?” suggested one student. “Right,” I replied, beginning to feel more confident. Perhaps my students were with me now. “Remember the Closed World concept: let’s confine our searches for a creative solution to resources that are inside this classroom. If we find something, it should be more original, even if not necessarily more useful or efficient than going to the janitor.”
“Why would we go for a solution that was less useful than one we could easily find outside this room?” one student wanted to know.
“In this class, we are looking only for creative solutions,” I said. “Let’s leave the noncreative ones outside the Closed World—in this case, literally outside this room.”
Students started rummaging through their bags, pulling out nail polish remover, perfume bottles, and other alcohol-based liquid (including a can of cold beer). None of them would work as is, but everyone was amazed at what their classmates had brought into the room.
“You see?” I smiled. “There are more resources than you imagine if you search inside, rather than expanding your search outside. For some reason, a search inside yields ideas that we all tend to overlook.” (But what was he thinking bringing beer to my class?)
With growing confidence, I continued, “Now let’s see what else we can find if we look even closer to the Closed World of the problem. Let’s confine the space we are searching even more and include only the things that are at the very core of the problem: the whiteboardwriting world.”
Silence, of the blessed kind. The students were actually thinking.
“We could use an erasable marker to erase the indelible one,” whispered one student. “The erasable marker should have enough solvent to dissolve the markings on the board.” I tested the suggestion by using a regular marker to write over one of the lines on the board. When I then used an eraser to erase the line, it worked. Almost no sign of the indelible mark underneath remained. After the initial shock, the class became wildly enthusiastic. I tried to ignore the noise and began erasing the board.
But writing over every stroke of every letter and number from the last class was a long, slow process. I was beginning to wonder if I should attempt to complete the task, or assume that I had made my point and begin teaching. Just then, another student shouted out, “Hey! What if we can erase the board using the indelible marker itself?”
When I tried this, I found that the indelible marker—the very source of the problem—contained enough solvent to dissolve the marks on the whiteboard. After some trials, the students saw that the indelible marker was just as effective as a regular whiteboard marker. If they wrote over the marks on the board and erased them immediately before the liquid solvent evaporated, the old marks were erased by the solvent in the new marks drawn on top of them. The source of the problem became the solution.
Note that this is not a better solution than the previous one—it’s just as slow—but it is more original, more surprising, and more inside the Closed World. I turned back to the class, gratified but surprised that the exercise had gone so well. Keep in mind that this incident took place years ago, before we’d accumulated empirical evidence (evidence from observation or experimentation) about the richness of the Closed World.
“Okay, people, point made! The Closed World is not endless, but the resources inside it exceed our initial perceptions, and we should make it a habit to look inside, especially if our only options are contained
there.”
I triumphantly made my victory speech. “Sometimes traditional solutions do not fit, sometimes they do not exist. What if the janitor’s office were closed? Looking inside, to resources we usually overlook, might be challenging cognitively but effective when a creative solution is required.” With a sigh of relief, I added, “Now, could someone please go to the janitor and bring me something to clean the board?”
 
From Inside the Box: A Proven System of Creativity for Breakthrough Results (Simon & Schuster)

We Dedicate This Book…

Published date: June 11, 2013 в 3:19 pm

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“We dedicate this book

to all past and future

generations of innovators

making the world

a better place.”

 

Today, we released Inside the Box: A Proven System of Creativity for Breakthrough Results.”  The premise of the book is that creativity can be systematic and predictable.
We dedicated the book to past generations of innovators for a simple reason. For thousands of years, inventors have embedded five simple patterns into their inventions, usually without knowing it. These patterns are the “DNA” of products that can be extracted and applied to any product or service to create new-to-the-world innovations. These patterns form the basis of a method called Systematic Inventive Thinking, and we describe the method and how to use it in this book.

Our hope is that future generations can use this method to find new and creative ways to improve the world we live in.

We hope you’ll take the time to read it, and we encourage you to reach out to us if you have questions and ideas about it.

Drew and Jacob
 
 
 

Marketing Innovation: The Activation Tool Using Smartphones

Published date: September 12, 2011 в 3:00 am

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The Activation Tool is one of the most effective but underused tools in advertising.  Commercials based on this tool work well because they make your marketing message stand out in the sea of advertising. They engage the viewer to participate, either mentally or physically.  Instead of just reading, watching, or listening to the message, the viewer is required to take an active part.  This causes a dynamic sensory experience so memorable that the viewer is more likely to remember the commercials main message.

The tool is one of eight patterns embedded in most innovative commercials.  Jacob Goldenberg and his colleagues describe these simple, well-defined design structures 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
8. Extreme Effort

The Activation Tool is particularly effective when you want to 1. make the target audience aware of a problem, or 2. make the target audience aware of the benefit or solution that your product delivers.  The key is to get the viewer highly involved.  With smart phone technology, advertisers have a whole new medium to do that.  Here is an example:

Academic Focus: The Jerusalem Business School

Published date: March 29, 2010 в 2:00 am

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What sets innovative products and services apart from others?  Common sense would suggest they have unique and unusual characteristics that make them very different than all the rest.  Furthermore, if you wanted to study innovative products and services to learn the hidden secrets they hold, you would try to identify those different and original attributes.  But just the opposite is true.  A very high percentage of successful new products launched each year follow the same set of patterns.  Innovative products are more similar than different from each other.  If you can identify these patterns and overlay them onto your products and services, you should be able to innovate in a predictable, templated way.  THAT is the essence of the corporate innovation method, S.I.T..

This month’s Academic Focus recognizes the work of Dr. Jacob Goldenberg who identified and described these patterns in his book, Creativity in Product Innovation.  Here is Jacob’s biography from the JBS website:

Yanko “Jacob Goldenberg is a professor of Marketing at the School of Business Administration at the Hebrew University of Jerusalem and the head of the Marketing department. He is a visiting professor at the Columbia Business School. Prof. Goldenberg received his Ph.D. from the Hebrew University of Jerusalem in a joint program of the School of Business Administration and Racach Institute of Physics. His research focuses on creativity, new product development, diffusion of innovation, complexity in market dynamics and social networks effects.
Prof. Goldenberg has published in leading journals such as Journal of Marketing, Journal of Marketing Research, Management Science, Marketing Science, Nature Physics and Science. In addition, he is the author of two books (one published one in press) by Cambridge University Press. His scientific work had been covered by the New York Times, Wall Street Journal, Boston Globe, BBC news Harold Tribune.”
Aside from his research in innovation and creativity, Jacob teaches courses in systematic innovation at Columbia and JBS.  He freely shares his Syllabus and teaching material for academics who want to bring this competency to their institutions.
For innovation practitioners, I recommend the following publications by Jacob and his collaborators:

  •  Goldenberg’ Jacob, Roni Horowitz, Amnon Levav and David Mazursky, (2003), Finding the sweet spot of innovation, Harvard Business Review  March p 120-29.
  • Jacob Goldenberg, Sangman Han, Donald R. Lehmann and Jae Weon Hong (2009), The Role of Hubs in the Adoption Processes, Journal of Marketing Vol. 73 (March 2009), 1–13.
  • Goldenberg, Jacob, Barak Libai, Sarit Moldovan and Eitan Muller (2007)  The NPV of Bad News , International Journal of Research in Marketing, 24, pp.186-200.

Jacob and his colleagues have extended the idea of systematic innovation to the world of advertising in their newest book, Cracking the Ad Code.  I have just ordered it, and I look forward to reviewing it and using its methods on this blog.

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