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VOICE-OF-CUSTOMER METHODS:
WHAT IS THE BEST SOURCE OF NEW-PRODUCT IDEAS?
Compliments of:
Methods
What is the best source of new-product ideas?
Note: This article is the extended version, which was for idea generation against other popular sources of ideas.
edited to fit in the Winter 2010 issue of Marketing In spite of the desire for breakthrough new product
Management. The shortened version of this article ideas, recent data suggests that quite the opposite is occur-
can be found in that issue, on pages 38-43. ring. For example, the nature of new-product development
portfolios has shifted dramatically in the last 15 years—away
Blockbuster Product Shortage from bolder, larger and more innovative projects to smaller,
The aggressive revenue growth goals of most firms point lower risk projects. (See chart below.) Clearly, companies
to the need for a deliberate, systematic and managed ap- cannot achieve their aggressive product innovation goals if
proach to generating game-changing new product ideas. they continue to focus on small, incremental development
We identify a number of sources of new product ideas, and products and projects.
then report the results of a survey of 150 firms to identify The quest for competitive advantage and achieving
which sources are the most popular, and more important, significant increases in sales and profits though product de-
which sources are the most effective—in terms of generating velopment means that the portfolio of projects must change.
robust new product ideas. The results are provocative when For that to happen will require new, bold and innovative
we compare a number of voice-of-customer (VoC) methods product ideas—some real game-changers and blockbuster
Adapted from "Generating Breakthrough New Product Ideas: Feeding the Innovation Funnel" by Robert G. Cooper & Scott J. Edgett
Total 100.0% 100.0% -60% -40% -20% 0% 20% 40% 60% 80%
half the age of the officers (who incidentally did not carry guns). blockbuster and absolutely delighted police forces.
Note that the officers never admitted to intimidation during the Ethnography is a relatively new method for identifying
formal daytime interviews. unmet needs, although this general type of research—cul-
To overcome the problem of crowd control and intimida- tural anthropology—has been around for decades. The
tion, the team came up with one solution: Speed up the process. main advantage is the depth of knowledge that one gains.
The aim was to substantially reduce the two minute wait-time *Å °iÅçÑÞ`iÅÓ>i]ÑÈÞVÑÅiÈi>ÅVÑV>Ñ°Å LiÑ>`ÑÞV äiÅÑ
that was creating the queue. This was achieved by developing needs, behaviors and opportunities far more profoundly
a 10-second test device. A second observation was that, because than any of the other methods. Thus, ethnography provides
of the dials on the U.K. version of the instrument, it could only perhaps the greatest insights into users’ unmet and unarticu-
be used on right-hand-side drivers in the U.K. Thus, when a lated needs, applications and problems—and hence is a very
left-hand-side driver from France or Germany was pulled over powerful source of breakthrough ideas.
in the U.K., the police could not conduct the test quite as quickly. The main disadvantage is exactly that: Because it is
And because of time pressures, they really had no option but to so deep, it takes a great deal of time and is expensive to
simply wave the car through. This behavior was never revealed undertake. On the other hand, look at the payoffs and the
to their supervisors, nor in the formal interviews. The solution fact it is rated No. 1 in terms of effectiveness. Also, the time
here was to design an ambidextrous testing instrument: an arm can be reduced by shortening the length of visit per cus-
with the mouthpiece attached that could be swung over the top of tomer site. For example, Fluke, a manufacturer of hand-held
the test device depending on whether a right-hand or left-hand instruments, spends about one day per customer site in their
drive vehicle was pulled over. ¿`>çÓiwi wÀÑÅiÈi>ÅVµÑ*Å æçÑiÓ `ÈÑV>Ñ>È ÑLiÑ
These are just two of the 10 novel feature-ideas that made used: For example, Johnsonville Sausage, a major U.S. food
the new Dräger product line a huge success. Each idea was not, producer, installed video cameras in household kitchens to
in itself, a breakthrough, but when each of the 10 new features observe consumers as they cooked meals, looking for new
and benefits were added together, the new product was indeed a opportunities for sausages.
ADDITIONAL READING
1. For the bench- 2. For the ide- New Product Harvard Business 4. For peripheral Value,” Harvard
marking study: ation quadrant Ideas: Feeding the School Press; and vision: Day, G. Business Review,
Cooper, R.G., diagram: Innovation Funnel, Chesbrough, H. and Shoemaker, P. 80, 4 (April), 74-
S.J. Edgett and Cooper, R.G. Product Develop- (2006), “‘Open (2005), Scanning 81; Von Hippel,
E.J. Kleinschmidt and Edgett, S.J. ment Institute Inc. Innovation’ Myths, the Periphery, E. (1982), “Get
(2005), “Bench- (2008), Ideation (2007)[available at Realities, and Harvard Busi- New Products
marking Best NPD for Product In- www.stage-gate. Opportunities,” ness Review, 84, from Customers,”
Practices-- Part 3: novation: What Are com]. PDMA Visions, 2 (November), Harvard Busi-
The NPD Pro- the Best Sources? XXX, 2 (April), 135-148. ness Review, 60,
cess & Decisive PDMA Visions, 3. For open 18-19; and Do- 2 (March-April),
Idea-to-Launch XXXII, 1 (March), innovation: cherty, M. (2006), 5. Lead user 117-122; and Von
Activities,” Re- 12-17. Ideation Chesbrough, H. “Primer On ‘Open analysis: Thomke, Hippel, E. (2005),
search-Technology methods and (2003), Open In- Innovation’: S. & Von Hip- Democratizing
Management, 47 examples: Cooper, novation: The New Principles and pel, E. (2002), Innovation, MIT
(January to Febru- R.G. and Edgett, Imperative for Cre- Practice,” PDMA “Customers As Press, Cambridge,
ary), 43-55. S.J. (2007), Gener- ating and Profiting Visions, XXX, 2 Innovators: A New Mass.
ating Breakthrough from Technology, (April), 13-17. Way to Create
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