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But when it gives them what they asked for, |
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the reaction in the market place |
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is often |
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a resounding flop. |
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And customers offer solutions in the form of
products or services (cup holders in US cars, US Surgical) |
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Most customers have a very limited frame of
reference. They only know what they have experienced (Gerber’s baby food
for geriatrics) |
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Customers should not be trusted to come up with
solutions; they aren’t expert or informed enough |
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They aren’t knowledgeable about emerging
technologies, new materials or processes |
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Ideas given by customers only produce
incremental rather than bold improvements |
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Most people suffer from a ‘functional fixedness’
block |
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Also contradictory needs often confuse people. |
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Ask the customer for the desired outcome |
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rather than the desired product or |
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her suggestion for a solution to |
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her needs or problems. |
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The best opportunities spring from |
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those desired outcomes that are |
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important to customers but are not satisfied |
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by existing products and services |
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Plan outcome-based customer interviews (whirlpool
observation of housewife re refrigrator) |
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Capture desired outcomes (Virgin Atlantic,
Spouse Free, BA shower & shave) |
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Organise the outcomes |
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Rate outcomes for importance and satisfaction |
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Use the outcomes to jump-start innovation |
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Evaluate each new product concept to determine
the degree to which it satisfies each outcome. |
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Understanding what customers value |
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is far more fruitful than merely asking them |
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to
submit their own solutions. |
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Notes