Blog Category: New Product Blueprinting Process

Some leaders could boost innovation by staying home

249-Innovation

We see three areas where leaders can have a greater negative impact on innovation than positive: 1) organizational friction (travel bans, spending freezes, hiring delays, excessive re-orgs, etc.) that slow innovation to a crawl, 2) spreading too few resources over too many projects so that nothing moves briskly, and 3) short-changing the front-end of innovation, so that a clear picture of customer needs is lacking. Companies pay a heavy price for keeping such leaders in place.

More in article, Accelerate New Product Innovation

10 Advantages of Blueprinter® Software

10 Advantages of Blueprinter 5.0

This cloud-based software provides 10 advantages: 1) enhanced data security, 2) better determination of who to interview, 3) better interview preparation, 4) reduced stress recruiting interviewees, 5) improved customer process map-building capability, 6) stronger interview beginning, 7) better outcome capture, 8) on-screen viewing of trigger map, 9) easier selection of Top Picks, and 10 anywhere-anytime access of project data. ... Read More

B2B Customer needs: From “guessing”… to “understanding”… to “modeling”.

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In B2B we can do even better than “understanding” customer needs. We can “model” them. Use customer interviews to understand customers’ key outcomes. But don’t stop there. Ask how they measure these outcomes… and how good is “good enough.” Then create a model so you can test how they’ll react to any product design you imagine.

More in article, B2B Customer Needs: Predict the customer’s experience with modeling

 

How is the modern B2B innovator like a weather forecaster?

152 Weather Forecaster

In both cases models are used to predict future behavior. Barometric pressure and other data are the “raw material” for weather models. For you, it’s quantitatively measuring key customer outcomes in the front-end of innovation. Your model lets you replicate the customer experience… so you can know with confidence how they’ll react to any of your product designs.

More in article, How to model customer needs (Originally published in B2B Organic Growth newsletter).

Skip quantitative interviews if you’ve got extra R&D resources to squander.

148 Wasted Resources

After qualitative interviews, seek customer ratings on key outcomes: “How important is abrasion resistance on a 1-10 scale? And how satisfied are you today with abrasion resistance on a 1-10 scale?” This lets you converge with confidence on only those outcomes customers care about… those with Market Satisfaction Gaps over 30% (important and unsatisfied).

More in white paper, Catch the Innovation Wave (page 11).

It is easy to tell if your interview is supplier-led or customer-led.

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If you’re dragging in your list of questions and the customer feels they’re doing you a favor… it’s supplier-led. But if you keep the scope broad enough to interest them, let them lead you to what interests them, and help them think deeply through attentive probing… it’s customer-led. It’s also much more effective.

More in article, The Best Customer Interviews Use a Digital Projector (Originally published in B2B Organic Growth newsletter).

Fully understanding customer outcomes requires 9 levels of examination.

78 Study Customer Outcomes at 9 Levels 1

You begin by uncovering, understanding, defining and setting outcomes’ direction… and end by quantifying their value. Skipping just one level dramatically decreases your odds of a highly-profitable new product. Do you know how many levels are baked into your new product development process? If you don’t, it’s less than nine.

More in article, The Science behind Great Value Propositions (Originally published in B2B Organic Growth newsletter).

A customer outcome is like a scientific specimen, waiting to be examined and understood.

62 Scientific Specimen

Great value propositions begin and end with customer outcomes. It’s like collecting specimens, sliding them under your microscope, and continuing to turn up the magnification. The careful researcher doesn’t have to agonize over the right value proposition. It comes into increasing focus, waving its arms and screaming to be addressed.

More in white paper, Timing is Everything (page 9).

Quickly identify any over-served markets. Then sprint in the opposite direction.

New Product Pricing - how will value be shared?

If all customer outcomes in a market are either unimportant or already satisfied, you’ll see low Market Satisfaction Gaps. This is an over-served market, and there’s only one thing that makes these customers happy: Dropping your price. Race to more attractive markets and hope your competitors waste resources here. Have you identified your over-served markets yet?

More in article, Customer Interviews—By the Numbers (Originally published in B2B Organic Growth Newsletter).