6. There
is
All
our
ideas
hardly
any
are
really
internal
So
we
vague
support
for
brainstormed,
new
ideas
We
don’t
now
what……?
know
what
we
want
regarding
innova>on
Top
management
rejects
all
our
ideas
Crea>vity
killers
The
We
are
brainstorming
coming
up
session
is
We
s>ck
to
with
the
dominated
by
the
usual
same
ideas
extroverts
and
conven>ons
over
and
the
highest
of
our
over
bosses
markets
7. Connec>ng
the
board,
Connec>ng
business
Connec>ng
customers
to
management
and
reality
with
outside
the
the
innova>on
process
employees
box
crea>vity
FORTH
is
effec/ve
by
connec/ng
three
essen/al
elements
8. …
via
lots
of
fun
and
inspira>on!
In
this
way
we
create
a
new
business
case…
Hard
and
soH
characteris/cs
of
the
journey
9. In
five
steps
from
business
to
crea/vity
and
back
Start:
Concrete
innova>on
assignment
Team:
internal
team
with
core
team
members
and
extended
team
members
Process:
in
five
structured
steps
from
business
to
crea>vity
and
back
Focus:
customer
centred
Output:
three
to
four
mini
new
business
cases
Time
needed:
14
weeks
form
the
kick-‐off
Time
effort:
1
½
days
per
week
for
a
core
tam
member
12. Depar/ng
I
think
we
have
We’ve
got
everything?
13. In
step
1
Full
Steam
Ahead
the
innova/on
assignment
is
dra>ed
and
you
will
kick-‐off
Ac/vi/es
Workshops
Deliverables
• Choose
internal
• Innova>on
focus
• A
SMART
concrete
sponsor,
project
workshop
innova>on
leader
and
• FORTH
Kick-‐off
assignment
facilitator
• a
commiTed
• DraQ
an
innova>on
internal
sponsor
assignment
and
• a
mo>vated
planning
idea>on
team
• Choose
and
invite
• 6-‐8
innova>on
team
members
opportuni>es
to
discover
14. REVOLUTIONS
Beyond
our
present
market(s)
Focus
on
innova>ve
concepts
EVOLUTIONS
for:
Within
our
present
market(s)
• New
target
groups
(buyers,
Focus
on
innova>ve
concepts
users)
for:
• New
regions
and/or
countries
• The
same
target
groups
• New
sales
and/or
distribu>on
(buyers,
users)
channels
• The
same
regions
and/or
• New
business
model
countries
• The
same
sales
and/or
distribu>on
channels
• The
same
business
model
Innova/on
focus
15. Revolu/onary
‘boVom’
innova/ons
with
a
new
business
model
IKEA
house:
BoKlok,
a
complete
house
for
150.000€
that
you
don’t
have
to
build
yourself
Innova/on
focus
16. Revolu/onary
‘boVom’
innova/ons
with
a
new
business
model
Toothbrush
subscrip>on
Innova/on
focus
20. Revolu/onary
new
market
innova/ons
aimed
at
non-‐
users
Wii
Fit:
Health
game
for
Nintendo
for
a
completely
new
adult
target
group
Innova/on
focus
21. How
much
(extra)
turnover
will
the
new
product
concept
Turnover
generate
within
x
years?
What
should
be
the
profit
margin
on
the
new
product
Profit
margin
concept?
Appealing
and
How
appealing
and
different
will
the
new
product
concept
different
be
in
the
eyes
of
the
target
group?
To
what
extent
will
the
new
product
concept
fit
in
the
Posi/oning
chosen
brand
or
corporate
posi>oning?
To
what
extent
will
the
new
product
concept
be
feasible
Feasibility
(using
the
exis>ng
in-‐house
produc>on
facili>es)?
To
what
extent
will
the
new
product
concept
fit
in
the
Strategic
fit
strategy
of
the
organisa>on?
Clear
evalua/on
criteria
25. Where?
Which
con>nents,
countries
or
regions?
Which
distribu>on
channels?
26. What
kind
of
innova/ons
are
we
looking
for?
Products?
Services?
Business
models?
Solu>ons?
New
to
the
world?
New
to
the
market?
New
to
the
company?
28. Which
to
criteria
do
the
concepts
have
to
comply
to ?
Turnover?
Margin?
Feasibility?
Fit
with
the
strategy
or
brand?
Cannibalisa>on?
Investment
budget?
30. New
innova2ve
bicycle
safety
seats
Bobike
is
market
leader
in
the
Netherlands
in
bicycle
safety
seats
for
children.
And
has
the
ambi/on
to
grow
in
Western
Europe.
Germany
is
an
important
market
with
growth
opportuni/es.
The
FORTH
assignment
is:
"We
want
to
ideate
a
new
dis/nc/ve
Bobike
bicycle
seat
for
European
consumers
and
bicycle
retailers
to
realise
our
expansion
objec/ves.
This
new
bicycle
safety
seat
should
have
a
good
scoring
(number
1.2
or
3)
in
the
very
important
German
S/>ung
Warentest
2011”.
31. Allow
par>cipants
to
join
the
team
because
the
Their
responsibility
innova>on
assignment
is
immediately
related
to
and
their
support
their
responsibility
or
because
they
take
care
of
support
within
the
organisa>on.
Allow
par>cipants
to
join
the
team
because
their
knowledge
and
exper>se
are
essen>al
to
the
Their
exper/se
successful
comple>on
of
the
innova>on
assignment.
• crea>ve
marke>ng
people;
• scien>sts
in
a
par>cular
field;
Their
fresh
outlook
• students
in
a
par>cular
field;
• managers
from
other
companies;
• ar>sts.
The
right
idea/on
team
32. • Marketeers
• R&D
specialists
• Innova>on
specialists
• Produc>on
specialists
8
Core
team
members
• Account
managers
• IT
specialists
• Market
researchers
• Members
of
the
board
4
Extended
team
• Directors
• Experts
• External
marketeers
• Visualisers
&
designers
2
Outsiders
• Scien>sts
• Students
• Ar>sts
The
right
idea/on
team
36. Discovering
customer
fric/ons
How
do
you
discover
customer
insights?
By:
1. Observing….
2. Listening….
3. Understanding….
4. Interpre>ng….
The
target
group
(on
loca>on
and
within
the
relevant
context)
37.
38. Discovering
customer
fric/ons
Name
Give
the
insights
an
appealing
name
Target
group
Describe
the
target
group
as
lively
as
possible
Insight
Situa>on
An
easy
to
recognise
situa>on
Needs
and
A
relevant
need,
urge
or
wants
desire
Fric>on
A
fric>on,
experienced
by
the
customer
which,
that
is
a
concrete
obstacle
for
fulfilling
his
or
her
need
and
wants
39. Name
Permission
horror
Target
group
People
who
have
plans
to
build
or
renovate
Insight
Situa>on
I
have
been
living
in
the
same
house
for
15
years.
The
children
are
growing
up
and
the
house
is
becoming
fuller.
In
the
morning
we
have
to
squeeze
into
the
bathroom.
Needs
I
am
considering
some
and
renova>ons
but
I
was
told
that
I
wants
need
permission
from
the
local
council
Fric>on
I
have
heard
so
many
contradictory
stories
from
friends
and
neighbours
regarding
the
local
council
and
the
building
inspec>on
and
now
I
am
not
sure
how
best
to
apply
for
the
permission.
40. Name
I
haven’t
learned
this
Target
group
Big
dairy
farmers
Insight
Situa>on
I
have
a
large
dairy
farm
with
150
cows
and
am
not
a
family
run
farm
anymore
Needs
I
need
good
staff
who
will
and
work
hard
and
are
really
wants
commiTed.
Fric>on
But
I
am
myself
not
very
good
with
people
which
leads
to
a
lot
of
tension
and
stress
for
everyone
involved.
46. In
step
4
Test
Ideas
the
most
aVrac/ve
concepts
are
iden/fied
Ac/vi/es
Workshops
Deliverables
• Set
up
customer
• Improvement
• 3-‐5
well
tested
research
workshop
concept
descrip>ons
• Visit
customer
to
be
worked
out
as
research
mini
new
business
• Improve
concepts
cases
based
on
feedback
• Choose
the
best
concepts
47. Qualita/ve
concept
research
1.
The
2.
Method
and
3.
WHY
4.
You
want
to
qualita/ve
requirements
Ques/ons
get
an
insight
in
character
• What
do
you
think
of
it?
• For
what
The
concept
• Small-‐scale
and
purpose,
when
• Clarity
survey
aims
to
indica>ve
and
in
what
• Relevancy
check
that
the
• Use
prototypes,
situa>ons
• ATrac>veness
developed
new
objects,
would
you
use
• Dis>nc>veness
product
concepts
drawings
it?
• Does
it
fit
the
are
appealing
to
• With
people
in
• What
are
the
brand?
the
target
group.
their
own
good/poor
• Trustworthiness
Are
you
on
the
environment
features?
right
track?
• Would
you
buy
it?
• Why?
…
50. In
step
5
Home
Coming
3-‐4
mini
new
business
cases
are
dra>ed
and
presented
Ac/vi/es
Workshops
Deliverables
• DraQ
mini
new
• 4
mini
new
business
• 3-‐5
aTrac>ve
mini
business
cases
case
workshops
new
business
cases
• Present
mini
new
• Presenta>on
ready
for
further
business
cases
development
• Transfer
concepts
to
development
teams
• Evaluate
the
FORTH
process
51. Mini
new
business
cases
Product-‐
or
• This
is
how
the
idea
was
born
• This
is
what
makes
the
• Customer
insight
product
appealing!
service
• Product
concept
• This
makes
the
product
concept
concept
unique
• How
it
fits
in
the
business
strategy,
in
the
division
strategy,
in
Strategic
our
target
group
strategy,
in
the
product
porrolio.
• These
are
the
risks
if
we
decide
not
to
develop.
Target
group.
This
is
the
adver>sing
slogan
Marke/ng
Specific
marke>ng
mix.
This
is
the
ideal
>me
to
launch
it.
• We
are
able
to
develop
it.
• These
are
the
possible
• We
are
able
to
produce
it.
obstacles
Feasibility
• We
have
to
invest
in
it.
• This
is
the
development
• We
have
the
know-‐how.
process
• This
will
be
our
return
Financial
• This
is
what
it
will
cost
us
52.
53.
54. Sanoma
Media
is
a
media
giant
in
the
Netherlands
1. The
largest
media
company
with
magazines,
custom
media,
events,
websites,
mobile
sites
and
apps.
2. As
of
July
29,
2011
Sanoma
acquired
SBS
TV
in
the
Netherlands.
3. Extensive
porrolio
with
over
a
100
different
brands.
4. Sanoma
Media
Netherlands
is
a
part
of
the
Sanoma
Group,
an
European
mediagroup
opera>ng
in
several
media
sectors
in
twenty
countries.
55. Sanoma
experiments
to
strech
magazine
brands
to
non
media
concepts
FORTH
Innova2on
assignment:
The
new
concepts………..
• Must
fit
and
strengthen
the
brand
values
of
Libelle
en
Margriet;
• May
not
be
(a
site,
magazine,
event,
special,
book,
et
cetera);
• Must
be
under
the
direc>on
of
Sanoma
media;
• Will
probably
will
have
to
implemented
with
business
partners;
• Will
realize
substan>al
turnover
and
profits.
>
Target
(
in
year
3):
€
25
million
Phase
I:
Full
steam
ahead
56. Sanoma
started
a
FORTH
project
Mega
Brand
Extensions
Phase
I:
Full
steam
ahead
57. The
‘Observe
&
Learn’
phase
opened
our
eyes
7
innova/on
opportuni/es
were
inves/gated
by
the
core
team
members
Main
customer
fric/ons
iden/fied
in
4
focus
groups
1. Telecom
1. Taking
care
of
your
young
children
2. Living
2. Taking
Care
of
your
parents
3. Food
3. My
rela>on
in
‘an
empty
nest’
4. Healthcare
4. Problems
with
my
own
health
5. Energy
5. How
do
I
get
back
to
work
again
6. Work
6. How
can
I
keep
developing
myself
7. Finance
Phase
II:
Observe
&
Learn
58. The
brainstorm
in
‘Raise
Ideas’
generated
12
concepts
12
new
concepts
were
developed,
among
which:
1. An
internet
portal
for
temporary
work;
2. Margriet
health
centres;
3. Facilita>ng
volunteer
jobs;
4. Educa>ng
women
re-‐entering
the
labour
process;
5. A
joint
buying
service;
6. Green
energy;
Phase
III:
Raise
ideas
59. One
of
the
concepts:
Libelle
Academy
Phase
III:
Raise
ideas
60. ‘Tes>ng
Ideas’
really
had
added
value
9
new
concepts
were
tested
twice
in
four
focus
groups:
•
9
concepts
were
tested
with
rather
poor
results:
the
magazine
readers
had
to
get
used
to
the
idea
that
the
Margriet
and
Libelle
did
something
else
than
making
magazines!
•
6
concepts
were
improved
in
an
improvement
workshop
and
tested
again.
•
3
concepts
were
received
very
posi>vely.
Phase
IV:
Test
ideas
61. Three
Mini
New
Business
Cases
were
presented
and
two
concepts
were
introduced
Three
mini
new
business
cases
were
presented
to
the
complete
board:
• The
board
of
Sanoma
Media
choose
two
mini
new
business
to
be
worked
out
as
‘real’
Business
Case;
• The
two
business
cases
were
approved
by
the
board
later
on
in
the
process.
• Both
concepts
were
introduced
by
Sanoma
on
the
Dutch
market:
Libelle
Academy:
November
17th
2010;
Work4Woman:
April
5th
2011;
Phase
V:
Homecoming
62. • Fric/on:
I
stopped
developing
myself,
taking
care
of
all
the
others;
• Concept:
real
easy
to
follow
and
inspiring
workshops,
courses
and
e-‐
learning;
• Reinforcing
the
main
subjects
of
the
Libelle
magazine:
– Living,
– Psychology,
– Travel
&
culture,
– Computer
&
online,
– Organizing
my
self,
– Fashion
&
Beauty.
• Partnerships
with
Open
Universi>es
with
10
loca>ons
in
The
Netherlands
• Special
Libelle
Academy
workshop
space
• 4
courses,
10
workshops
en
3
e-‐
learning
modules
63. • Fric/on:
I
would
like
to
get
a
job
again.
But
where
do
I
start?
Am
I
s>ll
capable?
What
do
I
do
with
the
kids?
• Concept:
An
agency
specializing
in
aTrac>ve
jobs
that
can
be
combined
with
caring
for
the
family.
And
that
helps
solve
prac>cal
problems
such
as
childcare.
• Partnership
with
Tempo
Team,
a
regular
temp
agency
and
subsidiary
of
Randstad.
• Work4Women
has
opened
begin
2011
with
offices
in
Amsterdam,
Den
Haag,
Eindhoven,
Groningen,
RoTerdam
en
Zwolle.
• Special
Work4Woman
‘shop
in
the
shop’
with
employees
who
match
with
the
target
group
• Partnerships
with
large
childcare
organisa>ons
in
Every
part
of
the
Netherlands
64.
65. Every
phase
concrete
deliverables
A
smart
innova>on
assigment
5
-‐
10
customer
6
-‐
10
innova>on
fric>ons
opportuni>es
Best
innova>on
opportuni>es
12
tested
concept
descrip>ons
Best
3
-‐
4
chosen
400
-‐
600
ideas
3
–
4
mini
new
12
concept
descrip>ons
business
cases
66. Five
advantages
The
innova>on
assignment
gives
you
focus
Discover
customer
insights
yourselves
Concepts
are
approved
by
your
customers
Return
with
mini
new
business
cases
Team
approach
creates
internal
support
