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Involving customers

From: Business Innovation Fundamentals

Video: Involving customers

When describing the SIT method, I sometimes say it's like using the voice of the product. That's because SIT is based on patterns that are embedded into the products and services you see around you. If products could talk to you, they would describe the five patterns of SIT. But there is another important voice in business innovation, the voice of the customer. After all, that's why you do innovation, to create new value, directly or indirectly, for your customers.

Involving customers

When describing the SIT method, I sometimes say it's like using the voice of the product. That's because SIT is based on patterns that are embedded into the products and services you see around you. If products could talk to you, they would describe the five patterns of SIT. But there is another important voice in business innovation, the voice of the customer. After all, that's why you do innovation, to create new value, directly or indirectly, for your customers.

A good innovator understands their needs and wants. In this video, I'll show you four different ways to gain new insights from your customers. One of the first things you should do is listen to what customers are saying about a particular product or brand. It's especially important to hear what customers say to other customers. That's when they're the most truthful and objective, even when talking to complete strangers. If you had a way to eavesdrop on a conversation between two customers, you'll get new insights about their attitudes.

A great way to do this is to use social media. Applications like Twitter and Facebook let you hear what's being discussed almost as if you were standing right there with them. It's inexpensive and it's easy. When you listen to customers on social media, pay close attention to the specific words or phrases they use. What emotions do they express? What beliefs do they have about a product and how it works? Whether those beliefs are true or untrue, you need to know what they're thinking so you can design your products accordingly.

Another way to learn about your customers is to watch them. Using field research, you go into the customer's natural setting where they use the product or service. You observe their behaviors as they do routine ordinary activities. If you watch carefully, you'll see things they could never have described for you in words. They are not even aware they're doing them. By watching them, you might learn about a new step and how they use the product. That could affect how you use the division technique.

Or you might become aware of a new component in their closed world, and that might affect how you apply the task unification technique. Pay close attention to who else is involved, what information are they using or not using, how they prepare the product for use, and perhaps how they store it or maintain it. A third way to get customer insights is to ask them. You're probably familiar with marketing research tools like surveys and focus groups as a way to collect voice of the customer data, but there are two simple techniques you always want to be able to use at a moment's notice in case you engage a customer.

The first is to use open-ended questions. An example of an open-ended question is, "What's most important to you when using "this feature of our product?" A close-ended question would be, "Do you like this feature of our product?" The open-ended question encourages a full meaningful response as opposed to a close-ended question which encourages a short single-word answer. You'll get deeper insights with open-ended questions.

The second technique when talking to customers is to use laddering. Laddering means asking a series of questions one after another, but you base the next question on the answer you receive from the last one. Like climbing the rungs of a ladder, you first ask about the functional aspects of your product, then ladder up to the values the customer sees in those features. For example, here is a sequence of questions and answers using laddering.

What do you like best about your refrigerator? "I like having multiple compartments to store food in." What is important about that? "I want to be able to store certain foods "separately from others." What does that do for you? "It makes sure the food stays fresh and tastes good." How does that help you? "It makes sure I always prepare tasty meals for my family." How does that make you feel? "It makes me feel great." Be sure to explain to your customers what you were doing and that they should expect a lot of questions.

Otherwise, it can get very annoying. Finally, a great way to learn about your customers' needs is to involve them in the innovation process. Remember the function follows form process from Chapter One? Once you've created the virtual product using one of the five SIT techniques, you ask two specific questions. The first is should we do it? Does this new configuration deliver some new benefit? Who would want this and why? I can't think of anyone better to help you answer these questions than your customers.

After all, they stand the most to gain by a new innovation. When they see something they like, they'll tell you, or they'll tell you how to modify the concept to make it even better. Customers might also have new insights about the second question. Can we do it? Do we have the know-how or the right material or the right processes to make this? Are there barriers that might prevent us from making this? Your customers might have some critical insight or skills about how to remove barriers or make the concept more feasible.

Listen, watch, ask, and involve. The voice of the customer, used along with the SIT method, will help you become a more effective innovator.

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This video is part of

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Business Innovation Fundamentals

58 video lessons · 2329 viewers

Drew Boyd
Author

 
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  1. 1m 41s
    1. Welcome
      1m 22s
    2. Using the exercise files
      19s
  2. 21m 37s
    1. What is innovation? Introducing Systematic Inventive Thinking
      3m 21s
    2. The principle of function follows form
      4m 8s
    3. The closed-world principle
      4m 16s
    4. Characteristics of innovative products and services
      3m 51s
    5. Challenging the myth of thinking outside the box
      3m 11s
    6. Challenging the myth of serendipity
      2m 50s
  3. 11m 55s
    1. Functional fixedeness
      2m 26s
    2. The subtraction technique
      2m 59s
    3. Subtraction in action
      4m 8s
    4. Addressing common challenges
      2m 22s
  4. 10m 35s
    1. Structural fixedness
      2m 32s
    2. The division technique
      2m 43s
    3. Division in action
      3m 3s
    4. Addressing common challenges
      2m 17s
  5. 16m 25s
    1. The multiplication technique
      4m 24s
    2. Multiplication in action
      4m 39s
    3. Zooming in and zooming out
      4m 51s
    4. Addressing common challenges
      2m 31s
  6. 15m 45s
    1. The task-unification technique
      4m 19s
    2. Task unification in action
      4m 14s
    3. Using task unification for business issues
      4m 27s
    4. Addressing common challenges
      2m 45s
  7. 17m 49s
    1. The attribute dependency technique
      3m 32s
    2. Creating an attribute dependency matrix
      3m 37s
    3. Types of dependencies
      4m 12s
    4. Attribute dependency in action
      4m 31s
    5. Addressing common challenges
      1m 57s
  8. 27m 7s
    1. Running ideation workshops
      4m 13s
    2. Which technique to use
      3m 26s
    3. Creating new services and processes
      3m 17s
    4. Creating digital innovations
      5m 12s
    5. Involving customers
      5m 49s
    6. Evaluating ideas
      5m 10s
  9. 14m 48s
    1. Mastering innovative thinking
      3m 42s
    2. Building a pilot program
      3m 56s
    3. Addressing organizational challenges with innovation
      4m 3s
    4. Next steps
      3m 7s
  10. 52m 41s
    1. About Drew
      2m 9s
    2. What is innovation?
      51s
    3. What got Drew started in innovation?
      2m 15s
    4. On innovation as a skill
      1m 53s
    5. On innovation as part of your business
      1m 58s
    6. On resistance to innovation
      3m 31s
    7. On innovation's tainted image
      2m 34s
    8. Where do you apply innovation strategies?
      2m 31s
    9. Who should lead an innovation effort?
      3m 6s
    10. On favorite innovation experiences
      3m 51s
    11. On innovation vs. strategy
      3m 36s
    12. On working with innovation consultants
      3m 20s
    13. On trends in innovation
      3m 26s
    14. On innovation as competition
      2m 32s
    15. On innovative companies
      2m 43s
    16. On generating vs. executing ideas
      3m 2s
    17. Can you overdo innovation?
      2m 1s
    18. How do you start innovating?
      3m 44s
    19. On the most innovative products
      3m 38s

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