Concept Generation/Ideation

Marketing 4250
February 1, 2007

Translating Observations
into Interpreted Needs (Empathic Design)

Observation
Capture data - use video or still
pictures, dont write
Show data to people who didnt
observe first-hand and discuss
observations
Brainstorm for solutions

Translating Verbatim Statements

into Interpreted Needs

Identify the benefit and not the function

(what the product does, not how it should/must do it). I
want a 1/4 hole, not a 1/4 drill bit.

Describe an attribute of the product or

the user
If possible, avoid words like must and
should.

Designing a Kitchen
Tool
Customer Comment
It hurts my hand.
It only does one
thing.
It is not very
attractive.

Interpreted Needs
The tool is comfortable.
The tool can peel,
gouge, cut, etc.
The tool looks stylish.

Designing a CoffeeMaking Machine

Verbatim Needs

Interpreted Needs

I would like it to remind me of an

English butler.

The product is elegant and

unassuming, with clean lines.

I hate it when it drips if I pull out

the pot or the filter.

The product keeps itself and the

area around it clean.

I dont like having the cord

stretched all over the counter.

The product has good cord

management.

I just want a good tasting cup of

Joe.

The product makes good coffee.

The product heats and keeps
water at the appropriate
temperature.

Structuring the Interpreted

Needs
Categorize the interpreted
needs into a smaller number of
categories.
What primary interpreted
needs labels should we attach
to these categories?

Prioritizing Interpreted Needs

Kano Classification (one approach)

L = Linear Satisfiers
(The more the merrier.)
N = Neutral/Indifferent
(No big deal.)
M = Must Haves
(I wont buy without!)
D = Delighters
(What an unexpected treat!)

Kanos Model of (Non-Linear)

Customer Satisfaction
Customer
Satisfied

Delighter (D)

Linear Satisfier (L)

Requirement
Not Fulfilled
Indifferent (I)

Customer
Dissatisfied
Must Have (M)

Requirement
Fulfilled

See (1) Matzler, et al.., 1996,

Journal of Product & Brand Mgmt
(2) Matzler and Hinterhuber, 1998,
Technovation
(3) Center for Quality Mgmt

EMPATHIC (OBSERVATION) VS. USER

ARTICULATION (INQUIRY)
Strengths

Empathic
(Observation)

User
Articulation
(Inquiry)

- Innovation possible beyond

what users are able to tell you.
- Technique relies upon real
actions.

- Information can be acquired

on attitudes and reasoning
from users.
- Easy to acquire information.

Weaknesses
- Technique relies upon welltrained observers who can
convert observations to
innovative solutions.
- Inability to measure attitudes.
- Users may be unable to
articulate needs (e.g unnoticed
workarounds).
- Interview/interaction process
may bias response.

Translating the
Voice-of-the-Customer
Observations

Customer
Verbatims

Interpreted
Needs

Scenario Planning
Or Market Driving
Forecasting

Product
Specifications

Product
Concepts

Phase II:
Concept Generation

What is a Product
Concept?

A concept includes:
a specific product form (the
attributes)
a specific technology (the source of
the form)
a specific benefit for a particular
usage situation
see Page and Rosenbaum (1992), Developing an Effective Concept Testing
Program for Durables, J Product Innovation Mgmt

Definition of a Creative Concept:

One that is both

original
AND
useful

Creativity:

is it an individual trait
or is it situation-driven?

Both
Individual Trait:

Scientific Creativity (Engineer, Chemist)

Artistic Creativity (Painter, Composer)
Combo (Inventor) -- rare

Situation-Driven:

No creative ability
Low creative ability
Some creative ability

No Situation Effects
Some Situation Effects
Strong Situation Effects

Strategy Implications

Individual Trait

Use Cross-Functional Teams

Use Personality Testing in Hiring

Situational Effects

Culture/Processes (3M, TI, IDEO, Kelloggs)

No more mistakes and youre through! - John
Cleese
Reward Structures (IBM, Campbells)
Ideation Strategies (Analogies)
Analytical Strategies (Perceptual Mapping,
Relationship Analysis, Morphological Matrix)

But, do you know

creativity
when you see it?

Are these creative new product

concepts?

What about these?

Or these?

Concept Generation /
Ideation

Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Process

Clarify the Problem

Search Externally
Search Internally
Explore Systematically
Reflect on the Results and the

Concept Generation /
Ideation

Step 2: Search Externally

Experts - Lead User Analysis

Lead Users - experience the need ahead of the mass

market; not the same as early adopters

General Principle of Lead

User Research

Extreme versus Means

Identification of functionally novel

products and service concepts should be
done at the
leading edge of markets and applications

Evaluation of commercial potential

should be done at the means of
markets and market segments

Important Innovations by
Consumers

Category

Example

Health Products
Personal Care
Sports
Food
Office
Computers
Apparel

Gatorade
Protein-based Shampoo
Mountain Bike
Chocolate Milk
White-out Liquid
E-mail, Desktop
Publishing
Sports Bra

Benefiting from Lead

Users

Lead User innovations form the basis for

new products and service of value to
manufacturers.

Lead Users

Have new product or service needs that will be

general to the marketplace, but they face them
months or years before the bulk of the market
Expect to benefit significantly by finding a
solution to those needs

Adopter Categorization on
the Basis of
Lead users are not the same as early
Innovativeness
adopters

Concept Generation /
Ideation

Step 2: Search Externally

Experts - Lead User Analysis

Lead Users - experience the need ahead of the mass

market; not the same as early adopters

Interviewing
Observation - Empathic Design
Focus Groups

Concept Generation /
Ideation

Step 3: Search Internally

Analogy

Near Vs. Far

Relations Vs. Attributes

Exercise

A recent article in the Wall Street Journal

identified the difficulties and problems inherent
in eating in a moving vehicle.

Automotive dining has created a new

opportunity for an innovative product
introduction.

You are asked to develop a new product concept

that will meet the needs/solve the problems of
the commuting diner.

Some Interpreted Needs

Results

Teams of 2 Designers

Texas Instruments
TXS Industrial Design
Ignition

Results from
comprehensive study

Number of benchmarks or no
benchmark
Design Strategy - use many vs. few
analogies
Results:

Concept Generation /
Ideation

Step 4: Explore Systematically

GAP Analysis with Perceptual Maps

Determinant GAP Maps

A Determinant Gap Map

A Determinant GAP map

exercise

Sandwich shops in Boulder

Make a list of 10-12 sandwich shops in Boulder

Include:

Deli Zone
Half Fast Subs on the Hill
Jimmy Johns
Snarfs
Subway
Silvermine Subs

Think about the shops and use your judgement to identify

the two most important factors that differentiate them
from each other. Use those factors as axes
Place all of the shops on your list onto the map
Are there any noticeable gaps? How do you interpret
them?

Concept Generation /
Ideation

Step 4: Explore Systematically

GAP Analysis with Perceptual Maps

Determinant GAP Maps

Perceptual Maps based on Attribute Ratings (AR)

Data Reduction Using

Multivariate Analysis

Factor Analysis

Reduces the original number of attributes to

a smaller number of factors, each containing
a set of attributes that hang together

Cluster Analysis

Reduces the original number of respondents

to a smaller number of clusters based on
their benefits sought, as revealed by their
ideal brand

Obtaining Customer Perceptions

Rate each brand you are familiar with on each of the
following:
Disagree

1. Attractive design
2. Stylish
3. Comfortable to wear
4. Fashionable
5. I feel good when I wear it
6. Is ideal for swimming
7. Looks like a designer label
8. Easy to swim in
9. In style
10. Great appearance
11. Comfortable to swim in
12. This is a desirable label
13. Gives me the look I like
14. I like the colors it comes in
15. Is functional for swimming

Agree

1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5
1..2..3..4..5

Percent Variance
Explained

Selecting the Number of Factors

The Scree

Factor

Eigenvalue

1
2
3
4
5
6
7
8
9

6.04
3.34
0.88
0.74
0.62
0.54
0.52
0.44
0.40

Percent Variance
Explained
40.3
22.3
5.9
4.9
4.2
3.6
3.5
3.0
2.7

No. of Factors

Factor Loading Matrix

Figure 6.7

Attribute
1. Attractive design
2. Stylish
3. Comfortable to wear
4. Fashionable
5. I feel good when I wear it
6. Is ideal for swimming
7. Looks like a designer label
8. Easy to swim in
9. In style
10. Great appearance
11. Comfortable to swim in
12. This is a desirable label
13. Gives me the look I like
14. I like the colors it comes in
15. Is functional for swimming

Factor 1 -Fashion
.796
.791
.108
.803
.039
.102
.754
.093
.762
.758
.043
.807
.810
.800
.106

Factor 2 -Comfort
.061
.029
.782
.077
.729
.833
.059
.793
.123
.208
.756
.082
.055
.061
.798

Factor Scores Matrix

Attribute
1. Attractive design
2. Stylish
3. Comfortable to wear
4. Fashionable
5. I feel good when I wear it
6. Is ideal for swimming
7. Looks like a designer label
8. Easy to swim in
9. In style
10. Great appearance
11. Comfortable to swim in
12. This is a desirable label
13. Gives me the look I like
14. I like the colors it comes in
15. Is functional for swimming

Figure 6.8

Factor 1 -Fashion
0.145
0.146
-0.018
0.146
-0.028
-0.021
0.138
0.131
-0.021
0.146
-0.029
0.146
0.148
0.146
-0.019

Factor 2 -Comfort
-0.022
-0.030
0.213
-0.017
0.201
0.227
-0.020
0.216
-0.003
0.021
0.208
-0.016
-0.024
-0.022
0.217

Sample calculation of factor scores: From the snake plot, the mean ratings of Aqualine on Attributes
1 through 15 are 2.15, 2.40, 3.48, , 3.77. Multiply each of these mean ratings by the corresponding
coefficient in the factor score coefficient matrix to get Aqualines factor scores. For example, on
Factor 1, Aqualines score is (2.15 x 0.145) + (2.40 x 0.146) + (3.48 x -0.018) + + (3.77 x -0.019)
= 2.48. Similarly, its score on Factor 2 can be calculated as 4.36. All other brands factor scores are
calculated the same way.

The AR Perceptual Map

Comfort

Figure 6.9

Aqualine

Gap 1

Islands

Molokai
Fashion

Splash

Sunflare
Gap 2

Concept Generation /
Ideation

Step 4: Explore Systematically

GAP Analysis with Perceptual Maps

Determinant GAP Maps

Perceptual Maps based on Attribute Ratings (AR)
Perceptual Maps Based on Overall Similarities
(OS)

Dissimilarity Matrix
Figure 6.10

Aqualine
Islands
Sunflare
Molokai
Splash

Aqualine
X

Islands
3
X

Sunflare
9
8
X

Molokai
5
3
5
X

Splash
7
4
7
6
X

The OS Perceptual Map

Figure 6.11

Islands

ort
mf
Co

Aqualine

Molokai
Fashion

Splash

Sunflare

Analytical Strategies

Step 4: Explore Systematically

GAP Analysis with Perceptual Maps

Relationship Analysis

Event
Insured
Against
Injury from
Fire
Getting Lost
Normal
Death
Kidnapping
Being Insulted

Person/Animal Insured
Newborns

Geniuses

Dogs/
Cats

Tropical
Birds

New
Jobholders

Newlyweds

Analytical Strategies

Step 4: Explore Systematically

GAP Analysis with Perceptual Maps

Relationship Analysis Gap Analysis
Morphological Matrix

Dimension 1:
Cleaning
Instrument

Dimension 2:
Ingredients

Broom
Brush
Sponge
Steel Wool
Vacuum

Alcohol
Ammonia
Disinfectant
Pine Oil

Dimension 3: Dimension 4:
Object to be
Package
Cleaned
Aerosol
Air
Bag
Boat
Bottle
Carpet
Can
Floor
Tube
Fence

Dimension 5:
Substance
Removed
Blood
Dirt
Mildew
Paint
Rust