Посты с тэгом: SIT

Marketing Innovation: The Extreme Consequence Tool

Published date: May 7, 2012 в 3:00 am

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Commercials that show the benefits of using the product are likely to be ignored because consumers expect it.  The message becomes cliche.  If the advertiser shows how the consumer is transformed by using the product, consumers become skeptical.  Telling viewers they will become young and adventurous by drinking a soft drink lacks credibility.  It is wishful thinking, but unrealistic.  The ad is tossed aside.

But show these same product benefits in an extreme, unrealistic way and the advertisement is likely to be more memorable.  The message sinks in.  That is the goal of the Extreme Consequence Tool.  This tool creates ads that show the absurd result of using the product.  Over exaggeration of the promise is viewed as clever and credible versus traditional exaggeration.

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

Here is an example from Mercedes Benz.

The LAB: Innovating a Membership Club with S.I.T. (April 2012)

Published date: April 30, 2012 в 3:00 am

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How do you attract new customers while retaining current ones?  For many categories, you attract new customers by showing high satisfaction with current customers.  Put the current customer first and you will increase your appeal to new customers.

The challenge is when you have to change your product to meet the different demands of new customers at the risk of alienating existing customers.  For example, imagine you owned a prestigious, members-only dinner club with a strong following of older, traditional patrons.  They are fiercely loyal and attached to the various details such as the glassware and the color of the table cloths.  Any changes are seen with suspicion.  You want to bring in new members, but need to change the club to appeal to younger potential members.  Too much change will drive away current members.

For this month’s LAB, we will apply Systematic Inventive Thinking to address this apparent conundrum.

To begin, we frame the problem as a contradiction:

As the club becomes more trendy, the appeal to younger members increases.
As the club becomes more trendy, the appeal to older members decreases.

The key is to innovate in a way that breaks the contradiction.  Don’t settle for just a compromise solution. A compromise is a re-design of the club with just enough trendy features and just enough old features to appeal to both groups.  Seeking a compromise is certainly possible, but it is more creative if you can break the contradiction entirely.

Consider these three techniques to do that:  Division, Task Unification, and Attribute Dependency.

Making it Sustainable: Innovation Suite No. 9

Published date: April 23, 2012 в 2:23 am

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Making innovation sustainable means: 1. learning how to innovate, 2. getting results from innovation workshops, and 3. building the internal support systems to keep it going.  Join Idit Biton and Yoni Stern from SIT in New York City, June 18-20, 2012 for Innovation Suite No. 9, an intensive learning experience with a focus on making innovation sustainable in your ogranization.

Listen to Gilles Bertherin from Shell explain his takeaway from attending Innovation Suite:

The three day event teaches new-comers how to use the method, while the more experienced SIT users and innovation managers focus on how to facilitate it.  Participants are assigned an experienced SIT coach to work with for several weeks following the event.  This is a great feature as it provides that needed lifeline to people who are not as familiar with facilitation.

To register, go here.

Innovation Sighting: Yahoo’s e-Book Advertising

Published date: April 16, 2012 в 3:00 am

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Yahoo’s recent patent filings suggest it is entering the e-Book market, a move that will pit it against Amazon, Apple, and other content providers.  But given the nature of the patent filings, Yahoo seeks to leap over the competition with a potentially more innovative approach. Yahoo’s concepts conform to the Attribute Dependency technique, one of five in the SIT Method.  Research shows that new products that conform to one of the five SIT techniques tend to be more successful in the marketplace.*

The first concept calls for a variable pricing approach.  The price paid for an e-book varies depending on the amount of advertising the buyer is willing to put up with. The filings suggest that buyers could be offered titles at a variety of prices depending on the ads’ prominence.  “Greater levels of advertising, which may be more valuable to an advertiser and potentially more distracting to an e-book reader, may warrant higher discounts,” it states. Readers might be offered advertisements as hyperlinks based within the book’s text or even video.

Position of the ads could vary, too.  Like banner ads, boxes on a page could could pop up saying “brought to you by XYZ Company”.  The more willing the customer is to see the ads, the greater the discount.  “Higher frequencies… may even be great enough to allow the e-book to be obtained for free,” the filing states.

The second concept calls for variable advertising that depends on the content or context of the text on a particular page.  The products shown would vary by the type of book being read, or even the contents of a specific chapter, phrase or word.  The inventors suggest that ads could be linked to the mood or emotional state the reader as a they move through the book.

The Innovation Measurement Trap

Published date: April 9, 2012 в 3:00 am

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Measuring innovation can lead to unintended consequences.  Here are eight ways to avoid the traps.

1. Measure innovation alternatives, not just the current program.  When assessing the impact of an initiative, always ask, “compared to what?”  Don’t fall into the trap of measuring only what the company is doing today.  Rather, measure it against the next best alternative.  For example, if you are using a ideation methodology like S.I.T., be sure to measure the effectiveness of using S.I.T. versus another ideation method.  Understand why you are using one method over another by forecasting results from the alternative.  This re-frames the question from “does this method work?” to “does this method work better than this alternative?”

2. Measure inputs, not just outputs.  Companies are quick to judge innovation initiatives based on the yield of ideas.  A better approach is to be mindful of what the company puts into innovation.  Measure activity such as number of training sessions conducted, number of employees skilled at a methodology, and man hours used in innovation workshops.  Benchmark these against competitors and other relevant companies to gauge whether you are investing enough.

3. Measure quality, not just quantity:  People focus too much on quantitative measures because they’re easier to collect than qualitative ones.  Quantitative data seems more objective.  Simple measurements like “number of ideas generated” may seem valuable on the surface, but these can lead to the trap of “idea churning” just to hit big numbers.  One way to avoid this trap is to assign a panel of independent reviewers to do a qualitative valuation of all ideas generated.  Develop a standard rubric or use existing methods to evaluate the creativity of ideas on a qualitative basis.

Academic Focus: Dr. James Utterback

Published date: April 2, 2012 в 3:00 am

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Mastering the Dynamics of Innovation by Dr. James Utterback is an innovation classic.  It describes how technologies and industries in the past have evolved over time, usually resulting in the large, established firm losing out to the smaller startups.  Looking forward, I have no doubt his models and insights will be used to explain the evolution of firms and industries with us today.  “A major work that will be cited for decades,” says Professor James Brian Quinn at Dartmouth.  I predict a much longer time frame than decades.

Utterback is the David J. McGrath Jr. Professor of Management and Innovation and a Professor of Technological Innovation, Entrepreneurship, and Strategic Management at the MIT Sloan School of Management.

Here are selected quotes out of Dr. Utterback’s book.  As you read these, try to relate these quotes to companies that face this situation.  Keep in mind this book was first written in 1994.

Innovation Sighting: Task Unification with Fruit Labels

Published date: March 5, 2012 в 3:00 am

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Scott Amron is an inventor with a knack for using the Task Unification pattern, one of five in Systematic Inventive Thinking.  His most recent is a sticker that turns into a soap under running water. It is called Fruitwash.  Once dissolved, the Fruitwash removes wax, pesticides, and dirt from fruit and vegetables. The sticker has been “assigned an additional task” as it performs its primary task.  Classic Task Unification.

Scott claims it has these features:

  • No stickers to peel off and throw away
  • No expensive produce wash (fruit wash) to buy
  • Displays Price Look-Up codes for fast & accurate check-out
  • Label can also be removed normally by peeling off
  • Water resistant
  • Washing / rubbing with water triggers the turn
  • Helps remove water-resistant wax, pesticides and fungicides

This isn’t the first time Scott has used Task Unification to create new products.  Check out his Brush & Rinse toothbrush.  It is a new way to get water into our mouths for rinsing out toothpaste.  The brush is pierced on top in a way that allows you to direct a nice, neat fountain of water directly into your mouth so you don’t have to reach under the faucet.

The LAB: Innovating Twitter with S.I.T. (February 2012)

Published date: February 27, 2012 в 3:00 am

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Twitter continues to evolve with some 220 million users tweeting collectively 250 million times a day. It is a vast social network that has become the world’s “listening post” for events happening everywhere.  Major news organizations rely on Twitter to give early warning to breaking stories.

For this month’s LAB, we will apply all five techniques of Systematic Inventive Thinking to Twitter.  Our goal will be to create new features and innovations with the main Twitter platform as well as to create completely new applications related to Twitter.  Many “apps” tied to Twitter already exist, and you can find a thorough inventory here.

This is not the first time we have applied SIT to Twitter.  See my March 2009 post about using the innovation method on how to monetize Twitter.  Since then, not much has changed in their business model.

To use S.I.T., we start with the components of Twitter:
1.    Profile
2.    Photo
3.    People followed
4.    Followers
5.    Hashtags
6.    Tweets
7.    Re-tweets
8.    Groups
9.    Search
10.  Feeds
11.  Client
12.  API

We apply each of the five templates of S.I.T. one at a time to create new configurations.  We work backwards to identify potential benefits or new markets with that configuration.  In each example below, I apply a template and then try identify whether an app already exists.  This is a way to check the validity of the templates to create new value:

The Patterns in Super Bowl Commercials

Published date: February 6, 2012 в 3:00 am

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Super Bowl commercials capture our attention because they tend to be highly creative and well-produced.  At $3.5 million dollars for a thirty second spot, Super Bowl advertisers need to create the best, most innovative commercials possible. To do that, they use patterns.  Professor Jacob Goldenberg and his colleagues discovered that 89% of 200 award winning ads fall into a few simple, well-defined design structures.  Their book, “Cracking the Ad Code,” defines eight of these structures and provides a step-by-step approach to use them.

Here are the eight tools:
1. Unification
2. Activation
3. Metaphor
4. Subtraction
5. Extreme Consequence
6. Extreme Effort
7. Absurd Alternative
8. Inversion

Let’s see how yesterday’s 2012 Super Bowl ads fit these patterns.
The Unification Tool uses components of the medium or within the environment of the advertisement to convey the message.  This Bridgestone commercial does a nice job of taking sports objects like balls and pucks and “unifying” them to the theme of rubber tires:

The LAB: Innovating the GPS with Attribute Dependency (January 2012)

Published date: January 23, 2012 в 3:00 am

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GPS technology is great at getting you from Point A to Point B.   What if you had a system that alerted you to risk of crime, weather, points of interest, and cost savings tips along the way?  Microsoft seems headed this way in light of its newly-awarded patent that ties GPS location to useful information for pedestrians.  Here is a description:

“As a pedestrian travels, various difficulties can be encountered, such as traveling through an unsafe neighborhood or being in an open area that is subject to harsh temperatures. A route can be developed for a person taking into account factors that specifically affect a pedestrian. Moreover, the route can alter as a situation of a user changes; for instance, if a user wants to add a stop along a route.”

This is a classic example of the Attribute Dependency Technique, one of five in Systematic Inventive Thinking.  It creates a correlation (dependency) between a person’s location and the type of information that is sent to the device.  Microsoft’s new concept gathers data, analyzes the data and user requirements, then generates suggested routes.  It considers the user’s preferences such as avoiding neighborhoods that exceed a certain threshold of violent crime statistics. The system might direct you to “take the subway” rather than walk if bad weather looms. It even considers cost factors such as parking, extra traffic, and other situations that might make you vary your path.

For this month’s LAB, let’s see if we can extend Microsoft’s concept by a systematic use of the Attribute Dependency Technique.   Attribute Dependency differs from the other templates in that it uses attributes (variables) of the situation rather than components.  Start with an attribute list, then construct a matrix of these, pairing each against the others.  Each cell represents a potential dependency (or potential break in an existing dependency) that forms a Virtual Product.  Using Function Follows Form, we work backwards and envision a potential benefit or problem that this hypothetical solution solves.

Here are new ideas in the same vein as the Microsoft patent using Attribute Dependency:

Leader-Dogs-GPS-device-full1.  Type of Insurance vs. Route:  The GPS unit recommends a travel route based on the type of insurance the person has.  Perhaps the insurance company stores preferred routes based on risk of loss.  Taking this further, perhaps the person using the GPS and complying with these recommended routes earns a “safe pedestrian” discount.

2.  Health Status vs. Route:  The GPS unit calculates a forecast of calories to be burned along a route.  Depending on the person’s health status and exercise habits, the unit makes recommendations based on difficulty and degree of exercise (light, medium, and hard exertion).

3.  Social Status vs. Route:  The GPS unit pulls in information from the person’s social networks (Facebook, Twitter, LinkedIn, and so on) and makes route recommendations based on various factors.  Such factors could include location of friends, recommended restaurants by friends, places of work, etc.  Any information conveyed by a member of your social networks is integrated to your route of travel to give you richer context about it.  A site called Dopplr is approaching this now.

 4.  Time of Day vs. Type of Output:  When using Attribute Dependency, it is almost always a good idea to include “time” as an external variable.  Many aspects of our lives are time-dependent, and the tool can yield valuable innovations to account for time.  In this example, imagine the output of the GPS unit varies by time of day.  Perhaps it switches between the LCD on the unit and other display options such as a smartphone or TV.  Perhaps it tracks the users calendar and relays time of arrival via SMS text.  The essence of this idea is to match the way information is delivered to the user in context of what else is happening.

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