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Better products through virtual product validation
Template Innovation Day presentationCONFIDENTIAL
BETTER PRODUCTS THROUG...
Better products through virtual product validation
CONFIDENTIAL
2
IF YOU BUILD IT, THEY WILL COME
Who systematically valid...
Better products through virtual product validation
3
CONFIDENTIAL
THE CORPORATE BEAST
It’s all about
Product Push – We
mak...
Better products through virtual product validation
4
CONFIDENTIAL
PRODUCT DEVELOPMENT FLOW
• Yes, We know how to
validate....
Better products through virtual product validation
5
CONFIDENTIAL
HYPERLOCAL CROWBAR
• Act Global – Think Local
• Differen...
Better products through virtual product validation
6
CONFIDENTIAL
NEED FOR R&D DATA METABOLISM
• Higher Data Metabolism
• ...
Better products through virtual product validation
7
CONFIDENTIAL
PRODUCT MANAGEMENT FLOW – A CONTINIOUS PROCESS
OPPORTUNI...
Better products through virtual product validation
CONFIDENTIAL
8
Needs
Value
Credibility
PRODUCT
MANAGEMENT
Needs and val...
Better products through virtual product validation
9
CONFIDENTIAL
WHEN DOES VALIDATION TAKE PLACE IN THE PROCESS ?
DESIGN ...
Better products through virtual product validation
10
CONFIDENTIAL
OPPORTUNITY: FUZZY FRONT END
NEEDS &
MOTIVATION
PERFORM...
Better products through virtual product validation
11
CONFIDENTIAL
OPPORTUNITY: FUZZY FRONT END
𝑶 ≔ ƒ(𝑺, 𝑰) : OPPORTUNITY ...
Better products through virtual product validation
12
CONFIDENTIAL
OPPORTUNITY & IDEA GENERATION: FUZZY FRONT END
• Analyz...
Better products through virtual product validation
13
CONFIDENTIAL
PRODUCT DEVELOPMENT VALIDATION STUDIES
NEEDS &
MOTIVATI...
Better products through virtual product validation
14
CONFIDENTIAL
PRODUCT DEVELOPMENT VALIDATION STUDIES
NEEDS &
MOTIVATI...
Better products through virtual product validation
15
CONFIDENTIAL
PRODUCT DEVELOPMENT VALIDATION STUDIES
VS
Prototyping
N...
Better products through virtual product validation
16
CONFIDENTIAL
PROTOTYPING
Source: David Aycan and Paolo Lorenzoni (HB...
Better products through virtual product validation
17
CONFIDENTIAL
Product Development Validation Studies
Technology Push
...
Better products through virtual product validation
18
CONFIDENTIAL
ENHANCING CLASSIC DESIGN VALIDATION
WITH VIRTUAL TECHNI...
Better products through virtual product validation
CONFIDENTIAL
19
Needs
Value
Credibility
PRODUCT
MANAGEMENT
Credibility
Better products through virtual product validation
20
CONFIDENTIAL
Does it work as we want to?
What doesn’t and why?
Do pe...
Better products through virtual product validation
21
CONFIDENTIAL
• Equip your 1st gen with a gateway
• Define what you w...
Better products through virtual product validation
22
CONFIDENTIAL
Google maps: appliance locations
• Monitoring: bottle v...
Better products through virtual product validation
CONFIDENTIAL
23
Needs
Value
Credibility
PRODUCT
MANAGEMENT
Better products through virtual product validation
24
CONFIDENTIAL
SETTING UP A SYSTEM
Front-end system
Web and mobile con...
Better products through virtual product validation
25
CONFIDENTIAL
THE JIGSAW PUZZLE OF AN ONLINE VALIDATION ECOSYSTEM
Whi...
Better products through virtual product validation
CONFIDENTIAL
26
CONCLUSION
Are we ready to all become Product Developer...
Better products through virtual product validation
Kruibeke
Belgium
Verhaert New Products & Services
Hogenakkerhoekstraat ...
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2015 innovation day_better products through virtual customer validation_verhaert_michiel cambron

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Michiel Cambron talks about how to design better products through virtual customer validation. Verhaert innovation day 2015

Publié dans : Business
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2015 innovation day_better products through virtual customer validation_verhaert_michiel cambron

  1. 1. Better products through virtual product validation Template Innovation Day presentationCONFIDENTIAL BETTER PRODUCTS THROUGH VIRTUAL PRODUCT VALIDATION Michiel Cambron Innovation & Design Consultant Michiel.Cambron@verhaert.com METHODOLOGIES & TOOLS
  2. 2. Better products through virtual product validation CONFIDENTIAL 2 IF YOU BUILD IT, THEY WILL COME Who systematically validates concepts/ideas ?
  3. 3. Better products through virtual product validation 3 CONFIDENTIAL THE CORPORATE BEAST It’s all about Product Push – We make the customer love it. We know what our customer wants and will pay for. The Proud Businessman Our product is superior than our competition, we are leading. Ensuring future we just need to innovate to cut our costs.
  4. 4. Better products through virtual product validation 4 CONFIDENTIAL PRODUCT DEVELOPMENT FLOW • Yes, We know how to validate. • Yes, we focus on validating once we have our first product in the market. • Yes, The risk of failure is the highest in the early stage. • Yes, The cost of failure is the highest at the end of the process. • Yes, We should focus on failing fast early on. Effort Validation €€€€ OPPORTUNITY INNOVATION Risk of failure
  5. 5. Better products through virtual product validation 5 CONFIDENTIAL HYPERLOCAL CROWBAR • Act Global – Think Local • Different customer segments allocated in different areas with each of them their own preferences and characteristics. • Make validation happen in a cost-effective way. • Understand the difference: Marketing is all about Demographics & Geographics • Honestly can you define a new product out of this information: “ He is a man, single, has two kids and works as a farmer”
  6. 6. Better products through virtual product validation 6 CONFIDENTIAL NEED FOR R&D DATA METABOLISM • Higher Data Metabolism • We used to talk now we generate a massive amount of data. • Tap into the dimensions of web and mobile technologies. • Communication: Get connected worldwide, follow interaction real time. • Conceptualization: Share your vision on products in an easy way and attractable way through 2D and 3D visualizations. • Computation: Iterate while you are gathering information & generate accurate data points which gives useful knowledge. • Big Data & R&D Management go hand in hand!
  7. 7. Better products through virtual product validation 7 CONFIDENTIAL PRODUCT MANAGEMENT FLOW – A CONTINIOUS PROCESS OPPORTUNITY DEVELOPMENT PRODUCT CONCEPT PRODUCT DEFINITION PROTOTYPING TECHNICAL MODELS GOALSTRATEGIC FOCUS TOOLS& METHODS IDEA GENERATION LAUNCH What do we learn? CREDIBILITY Market analytics Conjoint analysis Conjoint analysis Conjoint analysis Conjoint analysis Sentiment analysis Usability Product value perception Concept preference JTB What will thrive 2020? VALUENEEDS
  8. 8. Better products through virtual product validation CONFIDENTIAL 8 Needs Value Credibility PRODUCT MANAGEMENT Needs and values
  9. 9. Better products through virtual product validation 9 CONFIDENTIAL WHEN DOES VALIDATION TAKE PLACE IN THE PROCESS ? DESIGN INPUT DESIGN RESEARCH DESIGN WORK DESIGN VALIDATION DESIGN OUTPUT THE SWEET SPOT DESIGN INPUT DESIGN RESEARCH DESIGN WORK DESIGN VALIDATION DESIGN OUTPUT
  10. 10. Better products through virtual product validation 10 CONFIDENTIAL OPPORTUNITY: FUZZY FRONT END NEEDS & MOTIVATION PERFORMANCE ATTRIBUTES FEATURE PREFERENCES CONCEPT PREFERENCES PRODUCT VALUE PERCEPTION USABILITY What are different jobs to be done? What motivates the user and purchase? What are unmet needs? What are the biggest pains, concerns? How success is measured ? (Satisfaction * Importance) Belief F(Needs) = Global CMO Study – IBM 82% of CMOs plan to increase social media use during the next three to five years, only 26% are currently tracking blogs, 42% are tracking third-party reviews, and 48% are tracking consumer reviews to help shape their marketing strategies. 56% of CMOs view social media as a key engagement channel, but they still struggle with capturing valuable customer insight from the unstructured data that customers and potential customers produce. Sentiment Analyze
  11. 11. Better products through virtual product validation 11 CONFIDENTIAL OPPORTUNITY: FUZZY FRONT END 𝑶 ≔ ƒ(𝑺, 𝑰) : OPPORTUNITY is a function of SATISFACTION and IMPORTANCE Opportunities for innovation exist when a need is important and not well satisfied. The more important a need is, and the less satisfied customers are, the greater the opportunity for value creation. The opportunity algorithm makes it possible to rank different needs. The opportunity landscape model gives an overview of which jobs are over - or under - served. Overserved jobs have high satisfaction and low importance. There is potential for disruption, to reduce or eliminate certain features that address these needs in existing products. Underserved jobs have low satisfaction and high importance. These unmet needs represent opportunities. Increasing or creating features that address these needs can attract new users to a product. NEEDS & MOTIVATION PERFORMANCE ATTRIBUTES FEATURE PREFERENCES CONCEPT PREFERENCES PRODUCT VALUE PERCEPTION USABILITY
  12. 12. Better products through virtual product validation 12 CONFIDENTIAL OPPORTUNITY & IDEA GENERATION: FUZZY FRONT END • Analyze the unstructured customer feedback through any communication channel (email, call center, surveys, social media) and manage their experience in all their contact points with the company. • Example Dell Client Command Suite Each client request is mapped and reviewed for possible insights. • Example Stihl Chainsaw NEEDS & MOTIVATION PERFORMANCE ATTRIBUTES FEATURE PREFERENCES CONCEPT PREFERENCES PRODUCT VALUE PERCEPTION USABILITY
  13. 13. Better products through virtual product validation 13 CONFIDENTIAL PRODUCT DEVELOPMENT VALIDATION STUDIES NEEDS & MOTIVATION PERFORMANCE ATTRIBUTES FEATURE PREFERENCES CONCEPT PREFERENCES PRODUCT VALUE PERCEPTION USABILITY To determine importance of different features. To understand a preferred option for each feature. Calculate utility values for each feature. What combination of features would be preferred. F (Importance of feature * desirability of specific feature) Utility Value =
  14. 14. Better products through virtual product validation 14 CONFIDENTIAL PRODUCT DEVELOPMENT VALIDATION STUDIES NEEDS & MOTIVATION PERFORMANCE ATTRIBUTES FEATURE PREFERENCES CONCEPT PREFERENCES PRODUCT VALUE PERCEPTION USABILITY F (Importance of feature * desirability of specific feature) Utility Value =To understand perception of different product concepts in relation to the key product promises. What product has the highest market acceptance potential? What are positive and negative perception factors? What is the logics of decision making? To understand trade offs driven by specific features. 1. For each set of stimuli, respondents click on those cards, in no particular order, that they would be “likely to buy.” 2. Respondents then click on cards that they would be “unlikely to buy.” Others are added to the “not sure” group. 3. Respondents rank order stimuli within each of the “likely,” “not sure,” or “unlikely” groups by clicking on profiles in order of preference. 4. Finally, the “likely,” “not sure,” and “unlikely” groups are “stitched” together to create the rank order of all stimuli for analysis.
  15. 15. Better products through virtual product validation 15 CONFIDENTIAL PRODUCT DEVELOPMENT VALIDATION STUDIES VS Prototyping NEEDS & MOTIVATION PERFORMANCE ATTRIBUTES FEATURE PREFERENCES CONCEPT PREFERENCES PRODUCT VALUE PERCEPTION USABILITY To understand perception of different product concepts based on the look & feel experience. To learn about criticalities in decision making. What product version would/have the highest market acceptance. F (Importance of feature * desirability of specific feature) Utility Value = Live Prototyping
  16. 16. Better products through virtual product validation 16 CONFIDENTIAL PROTOTYPING Source: David Aycan and Paolo Lorenzoni (HBR) RAPID PROTOTYPING PILOTTECHNICAL PROTOTYPING LIVE PROTOTYPING Question answered What are the different ways we could solve this problem? Does our message and solution resonate in the market? Can the problem be solved in this specific way? Are the economics attractive enough to justify scaling? When to employ it in the product development process Early, to explore many ways to achieve a goal and periodically during the mid-phase to explore ways to deliver a specific feature or value driver. Midway, to rigorously explore market appeal once a specific opportunity area has been identified. When technical feasibility is in question or when the function has been identified but the specific means is yet to be determined. Late, as a final check to tweak details before launching at scale. Fidelity Low. Just enough for the product to appear real in the marketplace. High enough to prove feasibility. Very High. Pilots require a working solution and are often more polished than the scalable versions to overcome initial market awareness challenges.
  17. 17. Better products through virtual product validation 17 CONFIDENTIAL Product Development Validation Studies Technology Push Change Pull NEEDS & MOTIVATION PERFORMANCE ATTRIBUTES FEATURE PREFERENCES CONCEPT PREFERENCES PRODUCT VALUE PERCEPTION USABILITY Collect insights on the usability & key values. Collect insights on preferred options & appreciation of different features potential trade offs. Collect insights on overall use experience. Acceptance =
  18. 18. Better products through virtual product validation 18 CONFIDENTIAL ENHANCING CLASSIC DESIGN VALIDATION WITH VIRTUAL TECHNIQUES CLASSIC DESIGN VALIDATIONS VIRTUAL DESIGN VALIDATIONS Observations are used to observe what a person does and what their preferences are. F.E. Heat Mapping Techniques can be used to see how people interact with a 2D or 3D model of a concept. Considerations Virtual Techniques are in certain instances a complimentary technique which can enable cost effective first validations but need to added with classic design validations. NEEDS & MOTIVATION PERFORMANCE ATTRIBUTES FEATURE PREFERENCES CONCEPT PREFERENCES PRODUCT VALUE PERCEPTION USABILITY
  19. 19. Better products through virtual product validation CONFIDENTIAL 19 Needs Value Credibility PRODUCT MANAGEMENT Credibility
  20. 20. Better products through virtual product validation 20 CONFIDENTIAL Does it work as we want to? What doesn’t and why? Do people use it? Do they like it? What have we learned? What do we need to improve? Does it create the value we thought it would? Do all business areas are in line? MINIMUM VIABLE (PRE)PRODUCT LAUNCH TECHNOLOGY FEASIBLE PEOPLE DESIRABLE BUSINESS VIABLE THE SWEET SPOT
  21. 21. Better products through virtual product validation 21 CONFIDENTIAL • Equip your 1st gen with a gateway • Define what you want to monitor (and why) • Attach sensors & touchpoints to your product • Define an interface & monitor the activity • Define a system to draw conclusions/learn (e.g. algorithms) • Connect to your system, users, stakeholders An additional approach to obtain feedback REMOTE MONITORING
  22. 22. Better products through virtual product validation 22 CONFIDENTIAL Google maps: appliance locations • Monitoring: bottle volume, consumption, temperature, … INTERFACE EXAMPLE (HARD FEEDBACK)
  23. 23. Better products through virtual product validation CONFIDENTIAL 23 Needs Value Credibility PRODUCT MANAGEMENT
  24. 24. Better products through virtual product validation 24 CONFIDENTIAL SETTING UP A SYSTEM Front-end system Web and mobile conceptualization Back-end system Computing User base Learning core Project management capabilities IoT Reporting INPUT INPUT MANAGEMENT OUTPUT
  25. 25. Better products through virtual product validation 25 CONFIDENTIAL THE JIGSAW PUZZLE OF AN ONLINE VALIDATION ECOSYSTEM Which kind of frameworks do we use to get out of that data real useful information and knowledge ? Which model suit for which situation ? Getting into Analytics … Much more than just Programming code. Back-End Organization & Computation Front-End Visualization What kind of questions do we need to ask? How do we ask them? Which phase are we in and what do we want to know and how is this best used in app format? Respondent Incentive & Interaction How to ensure that people are activated to participate? Making sure that they behave in a way like they would do in a non virtual environment? Customer Population It’s all about finding the right profiles and getting them on the web. B2C Profiles piece of cake, B2B is for real chefs? Specialized Agency (Fieldwork, SchlesingerAssociates) or building your own community ( VPS Community)
  26. 26. Better products through virtual product validation CONFIDENTIAL 26 CONCLUSION Are we ready to all become Product Developers ?
  27. 27. Better products through virtual product validation Kruibeke Belgium Verhaert New Products & Services Hogenakkerhoekstraat 21 B-9150 Kruibeke T +32 3 250 19 00 E info@verhaert.com www.verhaert.com Nivelles Belgium Noordwijk Netherlands Lambda-X Avenue Robert Schuman 102 B-1400 Nivelles T +32 67 47 57 10 E info@lambda-x.com www.lambda-x.com Verhaert Netherlands Kapteynstraat 1 2201 BB Noordwijk T +31 71 760 05 50 E info@verhaert.com connect.verhaert.com INDUSTRYFMCGCONNECT MEDICAL TECHXFER MEDICALAEROSPACE TECHXFER FMCGCONNECT TECHXFER Aveiro Portugal Load Interactive Av. Dr. Lourenço Peixinho 15 3800-159 Aveiro T +351 234 604 088 E info@load-interactive.com www.load-interactive.com CONNECT Masters in Innovation is the innovation platform of Verhaert to inspire and coach professionals on product and business development and management. Innovation Day is an initiative of Verhaert Masters in Innovation.

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