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Chapter 5 Problem Based Ideation Finding and Solving Customers Problems

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108 views

Chapter 5 Problem Based Ideation Finding and Solving Customers Problems

Uploaded by

Juanito Dacula Jr.
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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McGraw-Hill/Irwin –

Merle Crawford Anthony Di Benedetto 9th Edition Copyright © 2008 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Figure 5.1

5-2
1. Determine product or activity category for study.
2. Identify heavy users.
3. Gather set of problems associated with product category.
 Avoid “omniscient proximity” -- rate importance of
benefits and levels of satisfaction.
4. Sort and rank the problems according to severity or
importance.

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Figure 5.2

 Keeping the unit clean.


 Health risks?
 Breaks when I drop it.
 Can’t cradle between ear and
 Battery doesn’t stay charged shoulder.
long enough.
 Antenna breaks off.
 Finding it in dark.
 Flip cover breaks off.
 Battery dies in mid-conversation.
 Disruptive instrument.
 Who “out there” hears me?
 Can’t see facial/body
 Dropped calls. language.
 Looking up numbers.  Rings too loud/too soft.

 Voice fades in and out.  Wrong numbers.

 Hard to hold.  Fear of what ringing might be


for.

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Figure 5.3

List of pet owners' problems: A B AxB


Problem Occurs Problem is
Frequently Bothersome
Need constant feeding 98% 21% .21
Get fleas 78 53 .41
Shed hairs 70 46 .32
Make noise 66 25 .17
Have unwanted babies 44 48 .21

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 Experts
 Published Sources
 Contacts with Your Business Customers or
Consumers
 Interviewing
 Focus groups
 Observation of product in use
 Role playing

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 What is the real problem here – what if the product category
did not exist?
 What are current attitudes and behaviors of focus group
members toward the product category?
 What product attributes and benefits do the focus group
members want?
 What are their dissatisfactions, problems, and unfilled needs?
 What changes occurring in their lifestyles are relevant to the
product category?

5-7
 Carmakers send their designers out to parking lots to watch
people and how they interact with their cars (Ford called this
“gorilla research”).
 Honda got insights as to how large the passenger
compartments of their SUVs should be by observing U.S.
families.
 Bausch and Lomb generated ideas on making contact lenses
more comfortable by getting pairs of executives to act out
skits in which they played the eyeball and the contact lens.

5-8
 “Extending” vs. “leaping”
 Using seed trends for an “extend“ scenario
 Techniques:
 Follow “trend people”/”trend areas”
 “Hot products”
 Prediction of technological changeover
 Cross-impact analysis

5-9
Figure 5.4

5-10
Figure 5.6

 No-Carbon Policy: Global warming may cause governments to put high


taxes on fossil fuels, shifting demand to alternative sources of energy.
This changes the allocation of R&D investment toward alternative energy,
possibly causes new “energy-rich” nations to emerge, and ultimately
may lead to a cleaner environment for everyone.
 Altruism Outbreak: This is the “random acts of kindness” movement –
solve social problems rather than leaving it up to the government.
Schools and other institutions will revive due to community actions, and
perhaps inner cities would be revitalized.
 Cold Fusion: If a developing country perfects free energy, it becomes
prosperous overnight. It gains further advantages by becoming an
energy exporter.

5-11
 Group Creativity Methods/Brainstorming
 Principles of Brainstorming:
 Deferral of Judgment
 Quantity Breeds Quality

 Rules for a Brainstorming Session:


 No criticism allowed.
 Freewheeling -- the wilder the better.
 Nothing should slow the session down.
 Combination and improvement of ideas.

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 Brainstorming circle
 Reverse brainstorming
 Tear-down
 Phillips 66 groups (buzz groups)
 Delphi method

5-13
 Supported by GSS (group support systems) software.
 Overcomes many drawbacks of brainstorming (only one
can talk at a time, fear of contributing, “social loafing”).
 Participants sit at networked terminals.
 Contributions are projected on screen, and also recorded
(so no errors are made in transcription).
 Can be done over multiple sites via computer linkups or
videoconferencing.
 Can handle larger size groups (into the hundreds).

5-14

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