For example, do you have a serious discussion about customers’ next best alternatives? What do we know about these alternatives, how do we know this to be true, how do customers measure their satisfaction, and how is our new product design stacking up? Without such insight, you’ll have to guess at your new-product pricing.
More in e-book, Supercharge your Stage-Gate® process
I love it when our clients have cool technology and clever ideas. But don’t mention these to customers during VOC interviews. From the customer’s perspective, the interview should look exactly the same whether or not you’ve got a great hypothesis. Give your hypothesis the silent treatment for now. Simply listen to the customer.
More in 2-minute growth video #21, Give your hypotheses the silent treatment
If any process in your company should be customer-driven, it should be the one developing products for customers, right? So try this at your next review: Ask team members how many hours they spent talking to customers… and how many hours talking internally. You may be surprised at how little time was spent understanding customer needs.
More in e-book, Supercharge your Stage-Gate® process
Can we use New Product Blueprinting to Test Product Concepts? YES. New Product Blueprinting normally assumes we don’t have a product idea yet. However, Blueprinting can also be leveraged to evaluate the viability of a product concept through a structured, needs-based assessment. This article explores a five-step process for using New Product Blueprinting to validate ... Read More
Your B2B customers have a long list of problems to be solved. But it’s not their job to carefully explain each one and deliver it gift-wrapped to your solution providers. It’s your job. When your sales professionals probe deeply and capture customer needs uniformly in your CRM, you’ll gain unprecedented market insight. And by probing well, your sales team will sell more. We call this Everyday VOC.
More in Everyday VOC white paper, www.EVOCpaper.com
When you validate your new product concept with customers, they may tell you if it’s a dud. Great… you’ve avoided the error of commission. But what about the error of omission? If you first enter the customer’s world with B2B divergent interviews, you might learn of unexpected needs that lead to a blockbuster.
More in white paper, Lean Startup for B2B (page 9)
Consider two new-product success modes. In Success Mode A you launch a well-protected, premium-priced product. In Success Mode B, you thoroughly search the market segment, but find no unmet needs you can address. So you walk. May not sound heroic, but it’s the only way to ensure enough resources for more Success Mode A. Market Satisfaction Gaps let you distinguish Mode A from Mode B.
More in white paper, Market Satisfaction Gaps
Surprises in quality or cost control are unpleasant. But innovation relies on surprises. Without “non-obviousness,” an invention cannot even be patented. When a previously hidden customer outcome becomes known, the discovering supplier has the luxury of seeking solutions in a competition-free environment.
More in 2-minute growth video #25, Let your customers surprise you
Some products deliver enormous profits for decades, carrying whole businesses and careers on their sturdy shoulders. And then there are the tired, the poor, the huddled masses of wretched new products you wish were on your competitors’ teeming shores. The most popular way to fail is guessing at customer needs.
More in white paper, Guessing at Customer Needs
One is throwing more money at R&D in a Soviet-style arms race. Another is exhorting the troops to do better. An all-time favorite is asking tough project-review questions… but not training teams in the skills needed to find the answers. What if all your teams had the highest possible skills in understanding customer needs? Might this work better?
More in e-book, Reinventing VOC for B2B
Confirmation bias is the “tendency for people to favor information that confirms their preconceptions or hypotheses, regardless of whether the information is true.” It’s what happens when you take your lovely new-product hypotheses to customers. This systematically distorts data on customer needs… and that can’t be good for innovation, right?
More in 2-minute video at 35. Insist on data-driven innovation
According to the authors of The Challenger Customer, “The limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is.” To overcome this, try Key Account Blueprinting… New Product Blueprinting applied to one large account at a time. This forces stakeholder agreement.
More in white paper, Key Account Blueprinting
Your new product development should start where it ends: with the customer. When you take your “pride and joy” hypothesis to customers and ask their opinion, two bad things can happen: 1) They tell you what they think you want to hear. 2) You hear what you want to hear. Start by uncovering their needs, not testing your pre-conceived notions. And be sure to use quantitative interviews to eliminate confirmation bias.
More in 2-minute video at 35. Insist on data-driven innovation
Lean Startup methodology refers to “Leap of Faith Assumptions,” and recommends testing assumptions with customers at the first opportunity. For B2B, this “first opportunity” to learn comes before a prototype is created… through VOC interviews to mine the foresight of knowledgeable customers. Don’t miss this B2B adjustment to Lean Startup.
More in white paper, Lean Startup for B2B (page 6)