Посты с тэгом: SIT

Innovation Sighting: Web Site Morphing with Attribute Dependency

Published date: August 14, 2009 в 12:00 pm

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Imagine a Web site that detects a visitor’s “thinking” style and “morphs” its look and feel to suit that visitor’s style.  Professor Glen Urban and his colleagues at M.I.T. describe an approach in the Sloan Management Review article, “Morph the Web To Build Empathy, Trust and Sales.”  They collaborated with BT Group, a UK telecom company, to create a Web site that learns whether a person is more analytical versus holistic, and whether the person is more visual versus verbal in how they process information.  Once the Web site learns this (based on a few preliminary clicks on the site), it adapts itself to present information in an optimal way:

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This is an excellent example of the Attribute Dependency Template, one of five templates in the Systematic Inventive Thinking method of innovation.  Attribute Dependency takes internal and external attributes of a product or service and combines them to create new dependencies (or break existing dependencies).  With Web site morphing, for example, the two attributes that have been linked are:

  • Web site appearance (an internal attribute)
  • Visitor’s Cognitive Style (an external attribute)

Dependencies can be passive, active, or adaptive.  Passive dependencies are static – they don’t change once they have been established.  Active dependencies are dynamic – an attribute changes only when another one changes.  Adaptive dependencies change the way they change.  In other words, they learn as they go.  Attribute Dependency is a great tool for creating “smart” products – those that know and adapt to user preferences or environmental conditions.

Does Web site morphing work?  The MIT researchers report that Web-originated purchase intentions for BT’s broadband service could increase 20% after morphing the site to match individual cognitive styles.

The LAB: Innovating a Credit Card with S.I.T. (June 2009)

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Credit card companies must innovate to overcome the financial and public relations consequences of recent government legislation.  The Credit Card Reform Act of 2009 is a “bill to protect consumers, and especially young consumers, from skyrocketing credit card debt, unfair credit card practices, and deceptive credit offers.”   These changes go into effect in 2010, and they will undoubtedly reduce the financial performance of card issuers.

The concept of using a card for purchases was described in 1887 by Edward Bellamy in his utopian novel Looking Backward.  Bellamy used the term credit card eleven times in this novel.  The credit card has become a ubiquitous symbol of consumerism since then.  Many credit card innovations have emerged, some useful and others wacky.  Recent innovations include: paperless statement; online statements; custom logos to display your affiliations with colleges, companies, and other groups;  a magnetic strip to read information more efficiently and securely.

The key for credit card companies is to reduce their reliance on price (in the form of interest rates, penalties, and fees) and increase their pipeline of innovative services for which consumers will be willing to pay.  That is the focus of this month’s LAB.

Innovation Roundtable

Published date: December 26, 2007 в 7:05 pm

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The Marketing Science Institute has formed a new Innovation Roundtable to explore common issues and challenges in the world of corporate innovation. The roundtable representatives are from Johnson & Johnson, GE, P&G, Diageo, Eastman Kodak, AT&T, Kraft, Merck, Thompson Healthcare, Praxair, Aetna, and General Mills. I had the pleasure of hosting the last meeting held at the Endo-Surgery Institute, J&J’s world class training facility for minimally invasive surgery. The group plans to meet twice a year.
Topics at this last meeting included:

  • How and why is innovation an important issue for your company?
  • When, how and by whom was this issue identified? Who currently “owns” it (and why)?
  • What steps have been taken to address this issue, with what results? What steps are planned?
  • What internal or external resources have you used (do you plan to use)?

For part of the agenda, the group practiced using the SIT innovation method on a product category from a member company (Kodak). We decided to make innovation a regular habit at our meetings so we can “walk the talk” not just “talk the talk.” Our goal is to try out a new innovation method at each meeting.
We are fortunate to have Professor Don Lehmann from Columbia Business School as our academic advisor. Don is a prolific researcher in the innovation space (and many others).
Next meeting will be held in conjunction with MSI’s conference, “Innovation and Co-Creation,” in Seattle June 16-18, 2008.  Check out MSI’s great collection of working papers and publications on innovation.

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