2. CONFIDENTIAL
26.10.2012 Slide 3
David Pas
Consultant Innovation & Design VERHAERT new products & Services nv
Guest lecturer Productontwikkeling, Antwerpen
Design Coach ‘humin’
Design Ambassador ‘My Precious co-creation’
3. CONFIDENTIAL
26.10.2012 Slide 4
verifying new concepts
what
when
who
how
why
innovation strategy ?
innovation level
development
process
right tools
right time
do you know your users ?
6. CONFIDENTIAL
26.10.2012 Slide 7
competitive advantage
COST DRIVEN
DIFFERENTIATION
3 key strategies
NICHE / FOCUS
difficult in existing market
without changing business model
- often viable, but how?
- on performance or experience ?
- strong brands can ‘do more’
innovation strategies
23. CONFIDENTIAL
26.10.2012 Slide 24
• lead user
Professionals, experts at using a particular product or service.
• mainstream users
Non Professionals, using your product or service
• analogue users
Possible target group that buys products of the competition or from
the same product category. (E.g. Interview buyers from energy bars to
understand motivations from buyers of energy drink)
• non users
Non target groups to understand their barriers of consumption.
25. CONFIDENTIAL
26.10.2012 Slide 26
Social
affirmation
Indulging
emotions
Social
integration
Controlling
emotions
Mini
Citroën C2
VW New Beetle
Peugeot 207
VW Polo
Suzuki Swift
Peugeot 107
Citroën C3
Toyota Yaris
Renault Clio
Ford Ka
Citroën C1
Peugeot 1007
VW Fox
Lancia Ypsilon
Young female
cars
Renault Twingo
Fiat Punto
Mitsubishi Colt
Opel Corsa
Ford Fiesta
Nissan Micra
Renault Modus
Smart Fortwo
Toyota Aygo
Honda Jazz
Suzuki Jimny
Hyundai Getz
Suzuki Sx4
Kia Picanto
Shy female
cars
Skoda Superb
Skoda Octavia
Skoda Fabia
Renault Mégane
Renault Kangoo
Fiat Stilo
Opel Meriva
Fiat Panda
Citroën Berlingo
Peugeot Partner
Opel Combo
Chevrolet Matiz
Opel Agila
VW Caddy
Mazda 2
Hyundai Atos
Fiat Doblo
Fiat Seicento
Dacia Logan
Hyundai Matrix
Trivial
functional cars
Suzuki Grand Vitara
Opel Astra
Seat Ibiza
Peugeot 307
Ford Focus c-max
VW Golf
Honda Civic
Seat Leon
Ford S-max
Citroën C4
Seat Altea
Ford Fusion
Seat Cordoba
Mazda 3
Lively spontaneous
cars
Ford Focus
Citroën Xsara Picasso
Peugeot 807
VW Touran
VW Sharan
Toyota Corolla
Renault Laguna
Renault Espace
Ford Galaxy
Opel Zafira
Seat Alhambra
Toyota Avensis
Citroën C8
Mazda 5
Toyota Prius
Superficial
compromise cars
Capable
compromise cars
Citroën C5
VW Passat
Opel Vectra
Volvo V70
Peugeot 407
Mercedes Serie A
Ford Mondeo
Chrysler Grand Voyager
VW Jetta
Mercedes Serie B
VOLVO S40
Volvo S80
Mazda 6
Opel Signum
Audi A6
Audi A4
Mercedes Serie S
Mercedes Serie C
Audi A8
Mercedes CLS
Volvo S60
Mercedes Serie E
Volvo V50
Peugeot 607
Mercedes Serie M
Lexus RX
Jaguar X-type
Saab 9-3
Lexus IS
Saab 9-5
Mercedes Serie R
Classy status
cars
Audi A3
BMW Serie-5
Porsche Cayenne
Mitsubishi Pajero
LR Freelander
Jeep Grand Cherokee Toyota RAV4
LR Range Rover
BMW SERIE-X3
BMW Serie-7
Alfa Romeo 159
Honda Accord
Chrysler PT Cruiser
Toyota Landcruiser
BMW Serie-3
BMW Serie-1
VW Touareg
LR RR Sport
BMW Serie-X5
Alfa Romeo 147
Hyundai Tucson
Hyundai Santa Fe
Volvo XC90
Nissan X-trail
Kia Sportage
Audi Q7
Energetic sporty
cars
28. CONFIDENTIAL
26.10.2012 Slide 29
design research outcome
Most people swept their floors before they
mopped.
People assemble a system of largely
unbranded products to get the job done.
Mops worked mostly by the adhesion of dirt
to the mop and people seemed to spend
almost as much time rinsing their mop as
they did cleaning the floor.
People wore old clothes when they were
cleaning because it was a dirty job.
31. CONFIDENTIAL
26.10.2012 Slide 32
unmet needs
known needs
hidden (latent)
needs
needs that have been recognized
already addressed by existing products/services
needs that are known and articulated by customers
not addressed by products/services
needs that have not been identified
by researchers or customers
HUMAN NEEDS
33. CONFIDENTIAL
26.10.2012 Slide 34
accessories
power
tuner / receive / transmit
TV system (PAL)
temperature range
connectivity
teletext
size format
contrast
incredible surround
easylink
painofabsence
pleasure of presence
design
ambilight
sharpening the value proposition
Verhaert
40. CONFIDENTIAL
26.10.2012 Slide 41
bron : humin
amount of interviews/groups
0
20
40
60
80
percentofneedsidentified
number of
analysts
individual
interview
1 hour
focus group
2 hours
100
6 8 1042
41. CONFIDENTIAL
26.10.2012 Slide 42
selecting the appropriate method
GOALS&ATTITUDES
whatpeoplesay
QUALITATIVE
insights
BEHAVIOUR
Whatpeopledo
QUANTITATIVE
validation
focus groups
(conceptual)
Interviews
diary customer journey
shadowing
eye tracking
automated
usability testing
user survey
customer
support data
analysis
site traffic
co-creation
scenario
persona
field test
usability test
45. CONFIDENTIAL
26.10.2012 Slide 46
verifying new concepts
what
when
who
how
innovation focus
always
‘the why’
your target group
data reveal what people do, but not why they do it..
..understanding the why is critical to innovation
47. CONFIDENTIAL
26.10.2012 Slide 48
VERHAERT MASTERS IN INNOVATION®
Headquarters
Hogenakkerhoekstraat 21
9150 Kruibeke (B)
tel +32 (0)3 250 19 00
fax +32 (0)3 254 10 08
ezine@verhaert.com
More at www.verhaert.com
VERHAERT MASTERS IN INNOVATION®
Netherlands
European Space Innovation Centre
Kapteynstraat 1
2201 BB Noordwijk (NL)
Tel: +31 (0)633 666 828
willard.vanderheijden@verhaert.com
More at www.verhaert.com
VERHAERT MASTERS IN INNOVATION®
helps companies and governments to innovate.
We design products and systems for organizations looking for new ways to provide value
for their customers.
We are a leading integrated product innovation center; creating technology platforms,
developing new products and business in parallel, hence facilitating new-growth strategies
for our clients.