Market Research SIG: Research for Products that Don't Yet Exist

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  • 1. WAVE 5 INNOVATION: Looking Inside Out & Outside In to Change the GameOctober 14, 2013 Ralph Blessing, Executive VP, GfK Innovation

2. What Are Category Disruptions You Admire?? (No Apple or Facebook Mentions) 3. What were they thinking? GfK 20133 4. What were they thinking? GfK 20134 5. What were they thinking? GfK 20135 6. What were they thinking? GfK 20136 7. ..Some Disruptions GfK 20137 8. Thethings we fear most in organizations fluctuations, disturbances, imbalances are the primary sources of creativity. ~ Margaret J. Wheatley"The achievement of excellence can only occur if the organization promotes a culture of creative dis-satisfaction. ~ Lawrence Miller 9. SERTAversusTEMPUR-PEDIC ACaseStudyCONFIDENTIAL 10. Key Serta iComfort Strategies Key Point of Difference is cooling gel some consumers complain that memory foam gets too hot Positioned as next generation memory foam Focus on in-store materials (very beautiful displays) and co-op advertising with retailers Priced a few hundred dollars less than Tempur-Pedic Branding emphasized iComfort vs. Serta GfK 201310 11. Some iComfort Materials GfK 201311 12. Tempur-Pedic Slow to Initially ReactTempur-Pedic StockiComfort Launch GfK 201312 13. Agenda GfK 201313 14. Cant Rely On Risk Adverse, Short Term ThinkingIf you're not failing every now and again, it's a sign you're not doing anything very innovative. ~Woody AllenDon't worry about people stealing your ideas. If your ideas are any good, you'll have to ram them down people's throats. ~ Howard Aiken GfK 201314 15. Wave 5 Innovation A DefinitionInnovation thatBREAKS OUT of existing category definitions or paradigms:[ [Often borrowing news from other categories/services]Creating solutions for specific user groups and/or occasions GfK 2013] 15 16. 5 Waves of Innovation All Are Important!Wave 5Wave 4Fusion of core with secondary needsWave 3Fusion of core needs (ex. Taste + Health)Wave 2More advanced expressions of core needsWave 1 GfK 2013Creating new category definitionsMeeting basic core needs 16 17. Customer / Consumer Buy BenefitsCustomers are Driven by Four Overarching Motivators (Core Drivers) SafetyWellbeingGratificationFreedomPeace of mind that I, my loved ones and the planet will be safe from harm.Feeling good emotionally, physically, socially and financially.Enjoyment of a product or service; pride of ownership. Im worth it.Saving time, energy, or money frees us up for other things.Each core driver can be dimensionalized The importance of each dimension/sub-dimension varies by category GfK 201317 18. Key Principle Evolving Needs Looking at today's needs isn't good enough you need a future projection of what is going to emerge as a longer term need/ benefit spaceFuture needs evolving hereCurrent needs & messaging hereSafety GfK 2013WellbeingGratificationFreedom 18 19. A Model of Need State Evolution Categories evolve in waves based on customer needs, with core needs being addressed before secondary needsWave 5 Wave 4Advancing Dimensions of SecurityWave 3Disruptive!Wave 2Wave 1 GfK 2013Fusion Opportunity TomorrowAdvancing Dimensions of ConvenienceCategory TodayBasic SecurityBasic WellbeingBasic GratificationBasic Freedom19 20. Fusion of Needs Oral Care Whitening (Gratification) + Health (Well Being)Wave 4FusionWave 5 Advancing Dimensions of SecurityWave 3Advancing Dimensions of ConvenienceWellBeing+GraEcaEon (enamelhealth+whitening) Wave 2Wave 1 GfK 2013Basic SecurityBasic WellbeingBasic GratificationBasic Freedom20 21. Moving to Wave 5 New Category DefinitionWave 4FusionWave 5 Advancing Dimensions of SecurityWave 3Advancing Dimensions of ConvenienceWellBeing+GraEcaEon (enamelhealth+whitening) Wave 2Wave 1 GfK 2013Basic SecurityBasic WellbeingBasic GratificationBasic Freedom21 22. Outside-In Perspective From Around the GlobePatches, adhesives, kits, strips, professional care Tracking news across categories, countries and time identifies innovation that is being seeded with customers GfK 201322 23. The Approach in ActionHow did Coppertone find adisruptive innovation that significantly altered sun care? GfK 201323 24. The Approach in Action Sunscreen evolution driven by Well Being higher and better SPF100???9030455015 4What comes next? 24 GfK 201324 25. The Approach in Action Secondary need states were overlooked; sunscreen was underdeveloped in the other drivers, particularly Convenience...HardtoApply GfK 2013HardtoReachMessyFuture Opportunity25 26. The Approach in Action Looking outside-in for inspiration:Sun Protection GfK 201326 27. The work enabled Coppertone to start a Continuous Spray category revolutionEasy application spray at any angle, no-rub Convenient twist to close no cap to lose On-going protection waterproof & sweat proof 28. Dont Forget Timing Wishbone bought Salad Spritzers in 2006; Newman's Own and others soon followed with their own spritzer versionsBefore its Time:1988 GfK 2013At the Right Time:2006 28 29. Dont Forget TimingBefore its Time: Avert Virucidal Tissues by KleenexKleenex Anti-Viral Tissues1984 GfK 2013At the Right Time:200429 30. Dont Forget Timing The Electric Car Re-launch at the Right Time?1913 1961 ThomasEdisonwiththe HenneyKilowa4 DetroitElectricCar (Failed;nointerest) GfK 20132012 Tesla30 31. Testing of Ideas That Dont Exist 1. Standard approaches and modeling just dont work very well 2. We find you have to: - Look at Leading Edge Consumers for the category - Place more weight on uniqueness and less on believability or top box purchase interest - Often we test unpriced early in the development - Do NOT include super finished visuals. May test via an animatic or video vs. 2-D board - Map through diagnostics where the idea is delivering on benefit framework how strong is the communication of new/fused benefits GfK 201331 32. Lessons from GfKs Leading Edge Consumers The future is here, if you know where to lookLeadingedge consumers are most likely to shape the future those that are early buyers, who are passionate about the category, and/or influence others in the category We have found that this group of pioneers helps us predict the later direction of the majority. GfK 201332 33. Connecting ALL the dots to provide FORESIGHTOBSERVING CHANGING PATTERNSWhite Spaces IDENTIFYING PRIORITY CONSUMERS and BenefitsTAPPING OUTSIDE INFLUENCES GfK 2013LINKINGMy SpacesKNOWING WHEN TO LAUNCH 33 34. And, dont forget our greatest tool of all GfK 201334 35. Closing Thoughts and Q & A1. Identify how evolved your category is today (through a customer/ consumer lens) 2. Look for categories / geographies / services that are more evolved Go outside in Identify what news is being seeded with customers3. Link potential emerging desired benefits with emerging technologies / news this can require a very extensive search outside familiar areas 4. Develop specific innovation strategic platforms that can guide innovation short and longer term Use as a springboard for ideation5. Ironically seeking Wave 5 identifies better Wave 2-4 ideas! GfK 201335 36. Wave5InnovaEon SomeEmes,YouHaveto SwingForTheFences! "SecurityismostlyasupersEEon. Lifeiseitheradaringadventureor nothing." ~HelenKeller 37. Thank You.Ralph Blessing, Executive VP, GfK ralph.blessing@gfk.com