Blog Category: New Product Value/Pricing

Apply the FAQS approach to your high-stakes project.

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If your big project is successful, it will be because the assumptions it rested on were true. But when you start your project, you don’t know what is and is not true. Think of 4 factors in descending certainty: 1) Facts (we know what we know.) 2) Assumptions (we know what we think.) 3) Questions (we know what we don’t know.) 4) Surprises (we don’t know what we don’t know.) To “de-risk” your project, lay these out at the beginning of your project… and then drive each from uncertainty to certainty.

To see how this is done, view the video at Project De-risking with Minesweeper

Consider 3 “landmine principles” in your high-stakes projects.

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A landmine is something that could blow up your high-stakes project. Consider 3 points: 1) Landmines pose a greater threat in unfamiliar terrain, so be extra careful outside your core. 2) We don’t like to think about unhappy thoughts–like landmines–so be diligent in investigating assumptions that could become landmines. 3) No one steps on a landmine they can see. So the team’s first job is to make all assumptions visible… and then determine which might be a landmine.

To see how this is done, view the video at Project De-risking with Minesweeper

Does the Ansoff Matrix make you think… “high risk”?

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You know this 2×2 matrix: Projects in familiar markets & technologies are in the lower-left corner… the “core.” Most companies think projects outside this core are “risky.” But you can’t assign a level of “risk” because that requires assigning a probability of failure.  And you simply don’t know enough to do this. All you can say is you are “uncertain.” Good news: Uncertainty can be resolved by laying out all your assumptions and investigating each to drive it to certainty.

To see how this is done, view the video at Project De-risking with Minesweeper

The Science behind B2B Value Propositions

B2B Value Propositions - voice of customer interviews - 10-Pricing-Window

The strongest value propositions examine key customer outcomes at 9 levels (the essence of New Product Blueprinting): 1) Uncover outcomes, 2) understand importance, 3) define & set direction, 4) prioritize outcomes, 5) learn how to measure, 6) identify satisfaction levels, 7) measure next best alternatives, 8) quantify value created, and 9) quantify value captured. ... Read More

Some leaders could boost innovation by staying home

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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

VoC Customer Interviews — By the Numbers

Customer Interviews By the Numbers

Qualitative interviews are important, but if you don’t continue with quantitative interviews you may still struggle with new product innovation. Many B2B producers use AIM’s preference interviews to generate Market Satisfaction Gaps for customer outcomes. A Gap over 30% indicates the market segment is eager to see improvement. ... Read More