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Marketing Innovation: The Inversion Tool

Published date: November 15, 2010 в 3:00 am

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Creating innovative TV commercials is more effective when using patterns embedded in other innovative commercials.  Professor Jacob Goldenberg and his colleagues discovered that 89% of 200 award winning ads fall into a few simple, well-defined design structures.  Their latest 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. Absurd Alternative
   7. Inversion
   8. Extreme Effort

The Inversion Tool conveys what would happen if you didn’t have the product…in an extreme way.  It show the benefits “lost”  by not using the product.  While it produces memorable commercials, it should  be used only when the brand and its benefits are understood by the viewer. 

To use the Inversion Tool, start with the components of the brand promise.  Take each one away one at a time and envision in what ways the consumer would be affected…in an extreme way…if it did not have this aspect of the promise.

Here are two examples of the Inversion Tool:


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.

Innovation Sighting: Subtraction on CPG Products

Here are two CPG products from this week's Best New Product Awards.  I tried them at home and noticed a pattern.  That pattern suggests a different way to use the Subtraction Template of the innovation method, S.I.T..  The question is whether that pattern can be replicated on other products to create line extensions and new categories. 

The first product is the Bounce® Dryer Bar from Procter & Gamble.  The second is the Scrubbing Bubbles® Toilet Cleaning Gel from SC Johnson.  See if you can spot the pattern in each:

Did you see it?  Each product has had an important step subtracted in how the product is used.  The conventional way to use the Subtraction Template is to list the components of the product or service, then remove a component, usually an essential one.  Using SOLUTION-TO-PROBLEM innovation, we take the hypothetical solution (The Virtual Product), and imagine problems that it solves.  These two products were created by listing the steps of how the product is used instead of the components.  The step: "consumer places product onto usage area" was subtracted.  In essence, the product has to "get" itself to the usage area or be installed in the usage area permanently so it can be used on demand. 

Let's see if we can replicate this idea with other CPG products.  Here are nine products and how a new product could evolve using this same pattern.

  1. Deodorant:  Instead of applying deodorant with an applicator, the product now has to reside under the arms on its own.  How?  Perhaps it could be embedded into clothing or undergarments.  Perhaps it is woven into the armpits of undershirts.  After a number of uses and wash cycles, it is replaced with a new dosage.
  2. Shaving Cream:  Instead of slathering on shaving cream out of a can, we remove that step and embed shaving cream into the handle of the shaver.  It dispenses as the shaver is used.
  3. Lip Balm:  We remove the tube applicator of the lip balm and place the balm somewhere else so it can be called into service when needed.  The question is: where?  This is a tough one because there is no intervening element such as a shaver, toothbrush, or washing machine as with the other examples.  Perhaps it could be stuck to your lips like the tiny, thin teeth whitening strips.  When you press your lips together, you get a dose of lip balm.
  4. Detergent:  Instead of pouring detergent from a bottle, the product is pre-loaded into a container within the washing machine.  The washer knows how much product to dispense based on how much laundry is placed inside. 
  5. Mouthwash:  Here is another tricky one because there is no intervening element.  Here is how it might work.  Instead of pouring mouthwash out of a bottle into your mouth, we have the product dispensed to the back of the tongue (where bad breath starts).  From where?  Sinus cavity, a tooth area, lips, etc.  Applications onto the body are  tougher because there are "less forgiving" areas to pre-install product as with the two cleaning product examples.
  6. Toothpaste:  Instead of squeezing toothpaste out of a tube, we pre-load it into the toothbrush.  It dispenses automatically.  This is the same idea as the shaving cream.
  7. Eye_Drop Eye Drops:  Instead of using an eyedropper to pour liquid into the eye, we place a thin coating on the eyelid.  When you squeeze your eye shut, the eyeball is moisturized.  This one is a stretch, but the concept could hold true with the right technology.  It would make it much more convenient than leaning your head back and taking aim with that little bottle.
  8. Hair Spray:  Similar to the shaving cream and toothpaste examples, we pre-load hairspray into a specially-designed hairbrush that meters it out as needed. 
  9. Floor Cleaner:  The cleaning solution is pre-loaded into the handle of the mop or somehow stuck to the floor where it can be accessed when needed.

Perhaps we will see some of these at the Best New Product Awards of 2011!

Automated Innovation

Published date: August 4, 2009 в 7:40 am

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“To avoid the fate of alchemists, it is time we asked where we stand.  Now, before we invest more time and money on the information-processing level, we should ask whether the protocols of human subjects and the programs so far produced suggest that computer language is appropriate for analyzing human behavior:  Is an exhaustive analysis of human reason into rule-governed operations on discrete, determinate, context-free elements possible?  Is an approximation to this goal of artificial reason even probable?  The answer to both these questions appears to be, No.”

Hubert L. Dreyfus
“What Computers Can’t Do:  The Limits of Artificial Intelligence”

This chilling conclusion about the fate of artificial intelligence seems to put an end to the idea that we can automate innovation.  Since this book was first published in 1972, not much has changed, and the  field of artificial intelligence seems to be in decline.

For a machine to innovate, it would need to:

Innovate to Collaborate

People collaborate to innovate. But what about the other way around?  Could a structured innovation approach be used to bring people closer together?  In other words, collaboration becomes the endpoint and innovation becomes the means to that end?

Collaboration is where two or more people or organizations work together in an intersection of common goals. Collaboration is seen as an essential element of change and group effectiveness.  People collaborate for a variety of reasons, including:

The LAB: Innovating Shredded Wheat with S.I.T. (July 2009)

Published date: July 5, 2009 в 8:53 pm

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Lab_2

“We put the ‘NO’ in innovation!”  The good people at Post Cereal have a new twist on innovation…NOT innovating as a statement of the product’s ubiquity and staying power.  “Some things just weren’t meant to be innovated.”

How could I resist?  It was just too tempting to use systematic innovation on this simple product, especially in light of the perception that it should not be innovated.  Though the ad campaign is a spoof, I wonder just how much the people at Post really believe this.  What if shredded wheat could be innovated to create new growth potential for this 116 year old product?

Here is a brief history from Wikipedia:

Henry Perky invented shredded wheat cereal in 1893. The wheat is first cooked in water until its moisture content reaches about 50%. It is then tempered, allowing moisture to diffuse evenly into the grain. The grain then passes through a set of rollers with grooves in one side, yielding a web of shredded wheat strands. Many webs are stacked together, and this moist stack of strands is crimped at regular intervals to produce individual pieces of cereal with the strands attached at each end. These then go into an oven, where they are baked until their moisture content is reduced to 5%.

I’ll use all five templates of the Systematic Inventive Thinking method to see what new opportunities we can uncover.

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

Lab_2

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 Anxiety

Innovating is hard work.  Perhaps the most difficult aspect is dealing with the anxiety that comes with following a systematic innovation  method. The process forces innovators to start with uncomfortable, abstract concepts that seem silly and worthless.  These are called preinventive concepts because they occur right before the moment of innovating.  Successful innovators learn how to deal with and control the anxiety at this critical moment of invention.  But there is a catch: some are better at it than others.  Fortunately, there is a way to determine if you are more or less anxiety-ridden from these effects.

Anxiety is a natural part of the SOLUTION-TO-PROBLEM approach.  What causes it?  Finke, Ward, and Smith describe it in their classic book, Creative Cognition.  Once you have transformed an existing situation (product, service, etc), it becomes a hypothetical solution to a yet-to-be-found problem.  The trick to great innovation is to construct preinventive structures that have these properties:

Wikinnovation!

Visit the Applied Marketing Innovation Wiki to see a collection of inventions across a wide array of product categories as well as information about innovation consultants.  The information is from students at The University of Cincinnati taking the graduate course, Applied Marketing Innovation.  Here is what you will find:

TiVoing Dead People

George Orwell died January 21, 1950 at the age of 46.  He is considered one of the great all-time fiction writers with works like Animal House and Nineteen Eighty Four.  What if he were alive today?  What would he say, and what would he write about?  What if he blogged?  What would the conversation be within the blogosphere?

Much to my surprise, George Orwell is blogging…sort of.  The Orwell Prize, Britain’s pre-eminent prize for political writing, is publishing George Orwell’s diaries as a blog.  Orwell’s domestic and political diaries from August 1938 until October 1942 are being posted in real-time, exactly 70 years after the entries were written.  The diaries are exactly as Orwell wrote them.

Why does it matter?  George Orwell has been time-shifted from the past to the present.  It is what the popular digital video recorder, TiVo, does with our favorite TV shows.  It means we can take any dead person’s diaries, writings, or speeches and re-introduce them as blogs.  We can take advantage of a medium that never existed until a few years ago and participate as though that person were alive.  George is dead, but his diaries spark a discussion in this completely new medium in a way that he could not have predicted.  Big Brother is with us again.

Imagine the blog commentary from other famous dead people like Albert Einstein, Jesus, Mother Teresa, or Adam Smith.  What new insight or innovation would emerge with a conversation in the blogosphere stimulated by these peoples’ blog posts?   “TiVoing the Dead” holds the same promise for the not-so-famous.  It means we can generate ideas and insights while living and have them stored for future reading and commentary.  We can be TiVo’d to a later point in time when our ideas will be embraced in a new way.

This revelation makes me wonder about the role of time and its use in innovation.  The variable, time, is used routinely with the Attribute Dependency template.  In the case of time shifting a person’s writings, we are “breaking a dependency” rather than creating one.  But I wonder if there is a much broader role for time when innovating.  Is there a way to harness some of the complex aspects of time such as…

  • duration
  • speed
  • stopping
  • quantity
  • sequence
  • direction
  • continuity

…as it relates to a product or service.  The approach would be to use these aspects to manipulate a product or service, thus creating a “virtual product/service,” then working backwards to see if it solves a problem in a useful way.  I plan to work with this rough idea over the next few months to see where it leads.  Perhaps it could form the basis of a new innovation template.  The test of a new template is its ability to generate, on command, novel ideas that would not have been generated otherwise – just as the other five templates do.

Special thanks to Bryan Melmed, MBA student at Columbia Business School, for telling me about the Orwell blog.

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