Un mapa de innovación centrado en el cliente

Un mapa de innovación centrado en el cliente 

Tipo: Articulos HBR
por: Lance A. Bettencourt y Anthony W. Ulwick

Resumen ejecutivo

Todos sabemos que las personas “contratan” productos y servicios para hacer un trabajo. Los cirujanos contratan escalpelos para diseccionar tejido blando. Los conserjes contratan dispensadores de jabón y toallas de papel para ayudar a eliminar la suciedad de sus manos. Para identificar formas de innovar, es clave descomponer la tarea desde su principio hasta su finalización para que la empresa obtenga una imagen completa de todos los puntos en los cuales un cliente podría desear recibir más ayuda de un producto o servicio. Una metodología llamada trazar un mapa del trabajo ayuda a las empresas a analizar las mayores desventajas de los productos y servicios que los clientes utilizan actualmente y a descubrir oportunidades de innovación. Implica desglosar la tarea que el cliente desea realizar en ocho pasos separados que forman un proceso universal: (1) definir los objetivos, (2) ubicar los insumos necesarios, (3) preparar el entorno físico, (4) confirmar que esté todo listo, (5) ejecutar la tarea, (6) controlar su progreso, (7) modificar según los requerimientos, y (8) concluir el trabajo. Los mapas de trabajo difieren sustancialmente de los mapas de procesos, ya que el objetivo de los primeros radica en identificar qué tratan de hacer los clientes en cada etapa y no qué están haciendo efectivamente. Por ejemplo, cuando un anestesista revisa un monitor durante un procedimiento quirúrgico, la acción es un medio para alcanzar un fin. El trabajo que el anestesista quiere hacer es detectar cambios en los signos vitales del paciente. Dentro de cada una de estas etapas existen múltiples oportunidades para innovar y hacer que el trabajo sea más simple, más fácil y más rápido. Al trazar un mapa de cada paso del trabajo y ubicar esas oportunidades, las empresas pueden descubrir nuevas formas de diferenciar sus ofertas. 

  
Reimpresión: R0808B-E 

Qué aprenden las marcas de las Personas Amigueras por Internet

Spectrum of Online Friendship

View more presentations from Mike Arauz.

Source: http://tinyurl.com/c3vxxf

Unilever investigando la fisiología del Placer sensorial.

Descubren los nervios del placer

Las madres usan las caricias para consolar a sus bebés.

Un equipo de científicos afirma tener un mejor entendimiento de cómo el cuerpo responde al tacto placentero.

El equipo, que incluye investigadores de la empresa Unilever, identificaron un tipo de fibras nerviosas en la piel que específicamente envían mensajes de placer.

Para activar la sensación de placer, las personas deben ser acariciadas a una velocidad específica: entre cuatro y cinco centímetros por segundo.

El estudio, publicado en la revista Nature Neuroscience, podría ayudar a explicar cómo el tacto mantiene las relaciones humanas. Hay algunos mecanismos que están asociados con el comportamiento y la recompensa que están presentes para asegurar que las relaciones perduren

Durante varios años, los científicos han estado tratando de entender los mecanismos de cómo el cuerpo experimenta el dolor, así como los nervios que participan en el envío de esos mensajes al cerebro.

Esto es porque hay personas que pueden sufrir mucho dolor. La neuropatía, en la que el sistema nervioso periférico no funciona bien, puede ser una condición muy dolorosa pues el sistema envía mensajes equivocados y la persona puede sentir dolor cuando no hay estímulo.

Vellosidades

Pero los científicos de este estudio querían entender la reacción contraria: el placer.

La investigación, en la que participaron expertos de la Universidad de Gotemburgo en Suecia y de la Universidad de Carolina del Norte en EE.UU., registró las reacciones nerviosas de 20 personas.

Luego examinaron cómo las personas respondían a caricias sobre la piel del antebrazo a diferentes velocidades.

Identificaron a las fibras nerviosas llamadas "C-táctiles" como las que son estimuladas cuando las personas dijeron haber sentido una caricia placentera.

Cuando la caricia era más rápida o más lenta que la velocidad óptima, no se sentía placer y las fibras nerviosas no se activaban.

Los científicos descubrieron que las fibras nerviosas C-táctiles sólo están presentes en piel con vellosidades y no se encuentran en la mano.

Esto parece ser "diseñado a propósito", explica el profesor Francis McGlone, que representa a la empresa Unilever en el estudio.

"Creemos que puede ser la manera en que la Madre Naturaleza se asegura que no se envíen mensajes cruzados al cerebro cuando la mano se utiliza como una herramienta funcional", expresó.

Señaló que la velocidad a la cual las caricias del antebrazo son placenteras es la misma que la que una madre utiliza para consolar a un bebé, o la que las parejas utilizan para demostrar afecto.

McGlone dice que se trata de una parte del mecanismo evolutivo que sostiene las relaciones entre adultos o con menores.

"Nuestro impulso primario como humanos es la procreación, pero hay algunos mecanismos que están asociados con el comportamiento y la recompensa que están presentes para asegurar que las relaciones perduren".

Fuente: BBC

The consumers are dead! Long live the multipliers!

Originally posted @ http://tribaling.typepad.com/

Consumers

The term "consumer" is a relic from an era of marketing that places an emphasis on the destruction of value. The consumer is viewed as a passive participant in a process orchestrated by the company. On an extreme the consumer can be seen as an information processor, or machine, that decodes messages as designed by the company and then acts as programmed.

Prosumers

In reality people are not passive marionettes, but actively participants in the co-authorship of a brand. They use brands like raw materials to shape meaning and identity. They also co-produce a lot of content, making it increasingly accessible through new technology, thus rightfully owning the title of 'prosumers'. (A merging of the words professional, producer and consumer.)

Multipliers

I'm particularly fond of the word 'multipliers' which Grant McCracken shared on his blog in 2005. It describes how people add to, and re-shape, the meanings of brands, as well as multiply their value. If nobody cares about your brand, it's not worth anything. On the other end - the more positive engagement your brand creates, the more it accelerates.

Multipliers can help to prolong the long tail, if companies invite them to participate on their websites. Keep in mind that in the end it's the customer experience that matters. Companies exist to support customers, and not the other way around.

The consumers are dead! Long live the multipliers!

ONLINE RESEARCH 2009: ESOMAR

ONLINE PANELS AND BEYOND

CHICAGO / 26 - 28 OCTOBER

TOPICS

Download PDF guideline for submitting your outline

We encourage case studies as well as innovative thinking on the following topics:

1. ONLINE WORLD: An insightful journey trough the different fields of application of online research

• Online research to complement and improve traditional market research
• Online research leading product/service innovation
• Case studies of how customer engagement use the potential of online research for testing products still on the drawing board or not even conceived
• eParticipation e.g. politics, healthcare, governmental issues and citizen feedback. Online research providing real-time views of national and international opinions rather than media driven insights
• Succesful case studies demonstrating ROI in online research

2. ONLINE ACTIVATION: Exploring the latest methods, tools and techniques of online research in the current environment

• Information design and visualization in data collection
• Trends and consumer behaviour prediction
• Using online methods to perform ethnographic/in-home interviews
• Online Qualitative/Quantitative techniques in web 2.0
• Visual semiotics and netnography
• Using virtual prototypes and simulations to gather feedback
• New methods for conducting online research:
  • Web-based conjoint analysis with new algorithms
  • Application of games for research
  • Virtual concept testing and virtual stock exchange for prediction

3. ONLINE PLATFORMS: A macro overview of social networks, online communities and web2.0 from a technological and societal perspective

• Using online communities for research
• Highly specialized/dedicated communities-companies’communities
• Mechanisms developed for co-creation and crowd-sourcing
• Examples of leveraging users interactions as source data for renewing products and services
• Influence of community information and community evaluation on buying behavior
• Examples of applying user generated content (UGC) to generate insight
• Demonstrations of the transferability of community insights to the mass market

4. ONLINE SOURCING: In online research the sourcing of participants is still a challenge and panels were just the beginning

• Online panel evolving into communities based on river sampling, case studies and latest methodologies
• Implications of text analytics (text-mining techniques and taxonomies)
• Respondent incentives and latest trends
• Data quality: digital signatures, behavioral tracking
• Mixed mode interactive online surveys

5. ONLINE FUTURE: What’s next? Why mobile research takes the stage in the online landscape?

• Full mobile research solutions and hybrid business solutions
• Mobile penetration in developing countries
• Case studies of innovative mobile research/ latest techniques

To make the sessions as lively as possible, we are also encouraging any ideas for new formats of presentations, discussion sessions and debates.

We look forward to receiving your ideas and input. Please send outlines of papers to conference@esomar.org.

Deadline for outlines: 28 May 2009

Download PDF guideline for submitting your outline

Mind Cloud to clarify the picture in qualitative research

by: EMIEL VAN WEGEN 

This time a qualitatively focused post - pinpointing at a new approach for creative concept testing. How can we get a more systematic and objective way of delivering this insight? Let's explore...:

The use of qualitative research for creative evaluation was developed in the 1960s. To better understand the reactions to advertising ideas companies needed a clear "read" on the ads. Almost 50 years later and the standard way of researching creatives the qualitative way still stands unchanged; warm-up, show the creative, ask questions and close.

So having shown the ad during the qualitative session, moderators ask about how the ad fits with, or changes the brand. the "ad first" method causes two problems: Without prior measure, we cannot know what the effect of the creative is, because we need a benchmark from which to base our findings about what has changed. The other problem is the false presumption of the communication that affects the brand in the mind, but the reality is that the brands affects perception of the ad far more than the ad affects perception of the brand!

Deep interpretation of an execution arises for the chemistry between the pre-existing relationship with the brand and the content of the communication.

Basically the "ad first" approach is too much about the creative and not enough about how the creative will effect the associations around the brand. In Synovate, these associations around the brand is defined as "Brand Mind Cloud". The Brand Mind Cloud is the chaotic clutter of images, sounds, associations and colours that constitute the brand in the mind. For communication to succeed it must influence this set of associations. So the evaluation of the creative should involve:

1. what is in the mind prior to the exposure of the material
2. the degree to which the elements of the create have the ability to change these pre-existing associations.

Above: a brand (in this example McDonald's) exists in the consumer's mind as a network of emotionally-charged associations. This is a Mind Cloud. In this example the consumers' associations with the brand span a spectrum from the BigMac, to acids, to kid's parties, the golden arches...

The associations may reflect what the brand does, what it looks like, how it's packaged, when it's consumed, by who, with whom, and so on.

So what could be the better approach:

To start, ask respondents to write down all things that come to mind when they think of the brand, get their personal perceptions. After that, and using the descriptions they just wrote down, let all respondents explain to the group how they see the brand. With this process we will get the personal top-of-mind view of the brand - their Mind Cloud. All of these views can be analysed to get a more collective view of the brand.

Figure 1 below is the output derived from a recent exercise looking at the beer brand Stella Artois. Figure 2 makes the observation that Stella Artois is quite a polarising brand, pointing in two different directions. On one hand there is Stella - the "hooligan soup"; and then there is "Stella Artois" the holy water for continental farmers and priests.

Having downloaded the brand's Mind Cloud, we then expose the ad. Let people write down their personal reactions again, let them share those reactions and talk about the ad. What they choose to say tells you as much as what they don't choose to say. They don't talk about the offer? That's a finding!

CLICK HERE TO CONTINUE READING: http://researchreinvented.blogspot.com/2009/04/mind-cloud-to-clarify-picture-in.html

Online Brand Communities & Insights

Introduction to Communispace. What are private brand communities all about? How do they work? What insights do clients gain? Video by coBRANDiT.

What is the Value of a Consumer Insight?

By Joseph Plummer

Most marketers and consumer researchers today place a high value on discovering “consumer insights.” Many new company titles include “insights” or “consumer insights” as part of their title. A new group of research methods are emerging or becoming bundles under “insight tools.” Thus, it would be difficult to argue that the search for consumer insights is unimportant to marketers today. But how important is uncovering a consumer insight really? How much are marketers willing to do to uncover and act on a consumer insight? What is the ultimate value of having a consumer insight?

In the Winter 2008 issue of Marketing Research Marco Vriens and Rogier Verhulst provide their view on the value of consumer insights.

“Why do insights matter and how can we think about this somewhat elusive concept? Insights matter because there is plenty of evidence that supports the contention that decisions informed by insights are better decisions and are more likely to lead to a competitive advantage.”

This notion of having a consumer insight as a competitive advantage is a useful way to gauge the value of an insight – that “a-ha” experience that translates into a successful go-to-market effort. A few recent examples are instructive. Apple's highly successful iPhone is a stunning example of a consumer insight helping to create a competitive advantage in the crowded, highly competitive mobile device category. The majority of the competitors marketed their devices on the basis of price or matching a new feature, like picture-taking, introduced by competitors. Apple uncovered the insight that the most emotionally engaging part of a mobile device experience for many people was a sensory one – the touch and sight as well as sound. It was not operational features. The iPhone with its multi-faceted touch screen took the competition by surprise and delighted consumers. The global success of the iPhone has added significant new revenue to Apple (and to its partner, AT&T) and enhanced the overall market value of Apple.

The GEICO insurance brand had built a reputation for competitive auto insurance rates. The introduction of GEICO's online application site lowered already low prices. GEICO learned from research that many consumers wanted to benefit from even lower premiums but were intimidated by the thought of an online application process. GEICO's agency, the Martin Agency in Richmond, had the consumer insight that they needed to dramatize the ease of applying for GEICO's low on-line rates without insulting the intelligence of potential customers. The insight led to the now famous “Caveman” campaign – signing up with GEICO: So simple a caveman can do it. This campaign based upon a powerful consumer insight has widened GEICO's market share lead.

A final example of a company gaining a competitive advantage based upon a powerful consumer insight is Cisco. Cisco is the global leader in networking hardware and software for the internet and corporate intranets. Cisco had concerns that customers and stakeholders didn't have a strong commitment to the Cisco brand; they merely benefitted from their technology. Cisco commissioned OZA to conduct deep research with customers to see how to better engage them with the Cisco brand and strengthen their commitment to Cisco products and services long-term. Using the ZMET technique, Cisco and OZA learned that the core meaning of Cisco was enabling the internet. The insight emerged, however, that the essence of the internet was human (not technology) – connecting people to people and people to information and ideas. This led to a redesign of the Cisco logo and a successful campaign built around the insight of “human networks.” Cisco has increased its market leadership and, importantly, expanded awareness of its brand.

Continue reading: http://www.ibtimes.com/columns/title/JOSEPH-PLUMMER/comsumer-joe-plummer.htm

Vídeos etnográficos sobre la base de la pirámide urbana en México

Fuente: http://www.youtube.com/user/lexiainvestigacion

A través de estos vídeos etnográficos realizados por LEXIA, conoce de cerca los principales problemas de las personas que en México viven con menos de 2 Dlls diarios (la base de la pirámide).

Etnografía y Diseño para la Innovación en Mercados Emergentes

Click sobre la imagen para agrandar.

Vídeos sobre el trabajo etnográfico de Ken Erickson:

Ariapalayam Welcomes You. The economics and culture of a South Indian farming village and its use of technology.

Able to Fly. Aircraft interiors and flying with disabilities.

A Drive-Through Dilemma. How American families eat.

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Material escrito por Ken Erickson:

2000 Ken C. Erickson

Direct Testimony On Behalf of the Greeting Card Association. United States Postal Rate Commission Docket R2000-1. Reports original ethnographic and survey research on the cultural significance of greeting cards and reviews the notion of cultural, versus monetary, value. [1.4 MB PDF document]

2004 Ken C. Erickson, Ramanathan H. et al.

Ariapalayam: A Rapid Ethnographic Assessment (Summary). [239 KB PDF document]

2006 PacEth

Case Study I: Drive Through Innovation for a Quick-Service Restaurant Client. [180 KB PDF document]

2006 PacEth

Case Study II: Rural Student's Needs and Tech in Rural China. [282 KB PDF document]

2007 - 2008 Ben Ross

Ben's Blog: A Midwesterner in the Middle Kingdom. Always interesting, usually up-to-date, reflections of a Mandarin speaking Midwestern fellow (and one of Ken's former students at UMKC, lo these many years ago). Of special interest: Ben's month-long stint working as a barber along side other migrant workers in a Fuzhou hair salon. 

2008 Ken C. Erickson and Martin Hoyem, et al.

Blogs for Team Ethnographic Research and Analysis: A Chinese Example. Presentation created for the International Seminar on Qualitative Research Methods Applied to the Understanding of Consumers, University of Paris V (Sorbonne). [3.7 MB PDF document].