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  • What is Outside Innovation?
    It’s when customers lead the design of your business processes, products, services, and business models. It’s when customers roll up their sleeves to co-design their products and your business. It’s when customers attract other customers to build a vital customer-centric ecosystem around your products and services. The good news is that customer-led innovation is one of the most predictably successful innovation processes. The bad news is that many managers and executives don’t yet believe in it. Today, that’s their loss. Ultimately, it may be their downfall.

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      Observations

      • LEAD USERS
        Eric von Hippel coined the term "lead users" to describe a group of both customers and non-customers who are passionate about getting certain things accomplished. They may not know or care about the products or services you offer. But they do care about their project or need. Lead users have already explored innovative ways to get things done. They're usually willing to share their approaches with others.
      • LEAD CUSTOMERS
        I use the term "lead customers" to describe the small percentage of your current customers who are truly innovative. These may not be your most vocal customers, your most profitable customers, or your largest customers. But they are the customers who care deeply about the way in which your products or services could help them achieve something they care about.
      • LEAD CUSTOMERS AND LEAD USERS
        We’ve spent the last 25 years identifying, interviewing, selecting, and grouping customers together to participate in our Customer Scenario® Mapping sessions. Over the years, we’ve learned how to identify the people who will contribute the most to a customer co-design session. These are the same kinds of people you should be recruiting when you set out to harness customer-led innovation.
      • HOW DO YOU WIN IN INNOVATION?
        You no longer win by having the smartest engineers and scientists; you win by having the smartest customers!
      • CUSTOMER CO-DESIGN
        In more than 25 years of business strategy consulting, we’ve found that customer co-design is a woefully under-used capability.
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      « A Second Look at the Customer Segment Advocate Role | Main | NBC Consumer Content -- Where is it Going?? »

      October 28, 2008

      Take Aways from Forrester's Consumer Forum 2008: James McQuivey

      Highlights from Forrester's James McQuivey's speech on "Satisfying Consumers for the Next Decade." Began by showing the adoption curve for electrification between 1900 and 1930. What's the difference between early adopter and laggards? Convenience. (Showed lots of technographics examples of adoption rates of different technologies, etc.)

      People share a set of universal needs. Satisfy those needs with convenience and you win. It's even more important that we do this in a recession. Adoption curves may flatten out during a recession, but they explode at the end of it.

      What are the universal human needs? (Not Maslow's hierarchy-- messy)

      People share 4 universal needs:

      1. Connection
      2. Uniqueness
      3. Comfort
      4. Variety

      We all have all 4.. They vary in their importance for each of us. Each person's need profile can also shift in time and based on context. As a result, people will tradeoff needs against each other. 

      How do you give it to them?

      Win with convenience...(it's not a need. It's a means of access to peoples' needs). Example, one switch locks all 4 car doors. The need is safety. The means is convenience.

      What do you do?

      1. Know your target customers' need profiles (connection/uniqueness/comfort/variety) based on circumstances. (Forrester's research will help with this --natch!)
      2. Know and Increase your Convenience Quotient

      This is a single score between -1 and +1 that expresses the benefits of your convenience minus the barriers to adoption...

      Convenience = all the benefits you offer - the barriers to adoption/use

      CQ also tells you how your approach compares with other ways to meet the same needs.

      We will have a needs thermostat for each customer -- a customer segment will have the same range of needs (when they're in the same context).

      Chilean economist, Manfred Max Neef reports that many of these needs may be cross-cultural.

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