Посты с тэгом: corporate innovation method

Marketing Innovation: The Subtraction Tool in Brand Development

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

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Perhaps harder than branding is re-branding.  Once the market associates your brand with a specific promise, it is difficult to get people to shift over to a newer or more updated meaning.  This is especially true for brands that have been around a long time. Take the brand of Canada, for example.  It adopted the instantly-recognizable Maple Leaf as its national flag in 1965 over contending choices such the one shown here.  Now Canada is re-positioning the brand to update its global image.   The new campaign, “Know Canada,” makes clever use of the S.I.T. advertising tool called Subtraction.

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.

From PSFK: “Bruce Mau Design partnered with Studio 360 to redesign the Canadian brand that is more fitting for the modern world. A country that is more known for its maple syrup, and freezing cold weather, The ‘Know Canada’ campaign depicts the country as a place that’s more vibrant, innovative, refreshing, and a leader in global issues.  The idea is simple, and uses the two red rectangles of the Canadian flat as almost like bold quotation marks. Icons like well-known celebrities, scenic views, famous political figures, and even peanut butter, are highlighted in the middle of the two red posts.  The rebranding campaign can be rolled out as print posters, billboards, mobile apps, and even passport stamps and beer jugs.”

The iconic red maple leaf in the middle has been subtracted.  Subtracting out a familiar part of a product stirs our minds and activates the Structural Fixedness in all of us.  Structural fixedness (similar to Functional Fixedness) is the tendency of the mind to see things as an organized whole (a gestalt).  We have trouble reconciling when something obvious is missing.

The use of the Subtraction technique works well here because the campaign replaces the maple leaf with other symbols of Canada to make the mind create the linkage.  Take a look:

The LAB: Creating New Logistics Packaging with SIT (May 2012)

Published date: May 28, 2012 в 3:00 am

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Cardboard boxes are one of the most widely used forms of packaging in the world.  90% of all products are shipped or displayed in corrugated packaging at some point in their lifecycle.  It’s a $57 billion dollar industry globally, but it is not growing.  Could it be a lack of innovation?

For this month’s LAB, we will apply the corporate innovation method, SIT, to the corrugated box to see what potential innovations could fuel industry growth.  But first, a bit of history from Wikipedia:

Corrugated (also called pleated) paper was patented in England in 1856, and used as a liner for tall hats, but corrugated boxboard was not patented and used as a shipping material until December 20, 1871. The patent was issued to Albert Jones of New York City for single-sided (single-face) corrugated board.  Jones used the corrugated board for wrapping bottles and glass lantern chimneys. The first machine for producing large quantities of corrugated board was built in 1874 by G. Smyth, and in the same year Oliver Long improved upon Jones’ design by inventing corrugated board with liner sheets on both sides, thereby inventing corrugated board as it came to be known in modern times.

Students* from my Innovation Tools course at the University of Cincinnati created these concepts and portrayed them in a Dream Catalog for their client, a local packaging materials company.

Airbox1.  AirBox

  • Description: The Reusable Air Box is a lightweight and protective packaging solution for fragile shipments. The outside air pocket reduces the weight of the packaging while still offering a protection and storage. The interior pocket has a foam protective tubing that forms to the variety of size of objects placed inside the tubing.
  • Benefits: The Reusable Air Box allows for short term packaging of fragile shipments and storage without adding weight or need for a variety of shapes. Could design smaller types that worked as fillers for large boxes to hold things like bottles.
  • Challenges: Would need to make sure they do not pop or lose air easily A mechanism to remove the product easily.
  • SIT Tool: Subtraction

Innovation Sighting: Toyota’s Mood-Detecting Car

Published date: May 21, 2012 в 3:00 am

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Toyota is designing a new technology that will react to the driver’s mood.  It will adjust how the car behaves depending on whether the driver is sad, happy, angry or neutral. The technology uses a camera to identify facial emotions by taking readings from 238 points on the driver’s face.

A driver’s mood can affect performance on the road.  Research has shown that people with negative (and sometimes positive) emotions are distracted even more than those using a cell phone while driving. Such emotions cause otherwise excellent drivers to:

  • Experience dimmed or otherwise impaired observation and reaction times.
  • Fail to recognize situations, such as an abrupt slowing of traffic or debris in the road.
  • Get to the point that they are unable to predict or to determine what the other drivers around us are doing.
  • Make risky maneuvers and risky changes, such as cutting across several lanes of traffic to take an off-ramp, suddenly change lanes, or even to drive on the freeway shoulder.
  • Lose the ability to perform driving skills that require precise timing or other subtle skills.
  • Make a driver feel as though he or she is detached from the other drivers, vehicles, and conditions on the road.

Toyota’s new technology will try to link to these emotions to prevent accidents.

Creating a dependency between the driver’s mood and how the car responds is a classic example of the Attribute Dependency Technique, one of five in Systematic Inventive Thinking.  The modern automobile has many innovative solutions that use Attribute Dependency.  Anything that customizes to the preferences of the driver could be considered an attribute dependency.  Examples include automatic seats that adjust to the push of a button, radio channel presets, and dashboard information readouts.  My favorite innovations are those that link an internal attribute of the car to an external attribute such as driving conditions.  Examples include windshield wipers that change speed depending on the amount of rain falling, tires that tilt depending on the road curves, and anti-lock brakes that adjust stopping performance to the conditions of the road surface.

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.

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.

The LAB: Innovating the PC and Printer…Together (March 2012)

Published date: March 26, 2012 в 3:00 am

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Hewlett Packard’s announcement that it’s combining its PC and printer divisions is meeting skepticism.  Larry Dignan, editor-in-chief of ZDNet, had this to say:

“Hewlett-Packard says it’s combining its printer and PC divisions partially because the move will drive “innovation across personal computing and printing.”  Oh really?  Color me decidedly skeptical on that claim, which was touted in the company’s announcement today. My mental block: What exactly are the touch points between a printer and a PC, and where does the innovation lie?  HP does have printing innovation. Its inkjet technology can be used for drug delivery, for instance. However, unless your PC is delivering doses of pharmaceuticals to you, it’s a stretch to see the connection.”

For this month’s LAB, lets put the S.I.T. method to the challenge. Imagine being part of this newly-combined HP organization.  Here is how you might apply each of the five techniques of Systematic Inventive Thinking.  The key is to leverage each technique in a way that forces non-obvious connections between the two units, laptop and printer.  These configurations become “virtual products.”  We use Function-Follows-Form to work backwards to problems they solve or benefits they deliver.

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:

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