What do Google, Kraft, Samsung, American Express, Motorola and Capital One have in common? Thousands of people from those innovative organizations have experienced SolutionPeople’s innovation training. Learn more in this new eBook.
Linkedin has over 2,000,000 groups for its 315,000,000 members. SolutionPeople has created over 60 groups and subgroups with over 500,000 members who are passionate about innovation. Feel welcome to click on any of the following links to learn more details or request to join the Top 32 Linkedin Linkedin Groups created by Gerald "Solutionman" Haman, founder of The Thinkubator Innovation Studios in Chicago.
I collect questions from a wide variety of sources. Since I read over 30 magazines a month (on real paper), I naturally notice advertisements that use questions to persuade people to buy a product, service or experience. After more than a decade of collecting, I have several file boxes filled with examples. Many questions have been carefully formulated using research-tested words that engage people to think… Many are "open ended" questions that lead to answer that is naturally addressed by buying a product, service or experiences from… the advertiser!
Below you will find five examples from IBM, AIG, ETRADE, Adantair and Sharp. In future articles, I will share a picture of the full advertisements from which the questions were excerpted. Additionally, I will provide directions for the "Questionable Advertising" brainstorming technique that has proven valuable in many creativity and innovation workshops. You can expect me to share at least one "Questionable Advertisement" several times a month! Feel welcome to start collecting advertisements that use questions in any print publication. Take a high quality photo of the "advertisement that contains a question" and email it to firstname.lastname@example.org. If we you provide a question we do not already have in our library, we will send you a gift of appreciation.
Did you know there are almost 600,000 "Groups" within the 65 million member LinkedIn social network? Since there are over 4,000 groups focused on innovation or innovators, we want to make it easy for you to join LinkedInGroups.com's "Top 20 Innovators Groups" by clicking on the links below.
More than 150,000 people are members of the Top 20 Innovation Groups
1,000 people per week are joining the Top 20 Innovation Groups
The Marketing/PR/Sales Innovators Group is the 11thlargest LinkedIn Group with 94,000 members
The Twitter Innovators Group is the largest Twitter-focused Group on LinkedIn with more than 12,000 members who tweet
Over 10,00 people belong to the fast-growing Green & Sustainability Innovators Group
More than 10,000 people belong to the helpful InnovationPeople Group
Click on Links Below for Details or to Request to Join the Groups in the "Innovation Top 20"
Every innovator should read Anthony Ulwick's book, What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services, because he makes it very easy to questionate-to-innovate. SolutionPeople purchased 50 copies of the book and made it required reading before an innovation facilitation for a consumer products company. The facilitation agenda was simple; we used innovative techniques and tools to answer the 46 questions addressed in the book! The facilitation was a huge success as we produced an Idea Bank with thousands of ideas and over 100 useful solutions.
Question Bank (created from the Table of Contents in Ulwick's Book)
Formulating Innovation Strategy 1. Who Is the Target of Value Creation and How Should It Be Achieved? 2. What Types of Innovation Are Possible? 3. What Growth Options Should Be Considered? 4. Where in the Value Chain Should We Focus to Maximize Value Creation? 5. How Do We Handle Multiple Constituents with Potentially Conflicting Outcomes?
Capture Customer Inputs 6. Why Should Companies Gather Customer Requirements? 7. What Three Issues Plague the Requirements-Gathering Process? 8. What Types of Data Do Companies Commonly Collect from Customers? 9. What Customer Inputs Are Needed to Master the Innovation Process? 10. What Methods Should Companies Use to Obtain the Necessary Information? 11. How Do You Know Which of the Three Types of Inputs You Should Capture?
Identifying Opportunities 12. What Is an Opportunity? 13. What Three Common Mistakes Are Made in Prioritizing Opportunities? 14. How Should Companies Prioritize Opportunities? 15. How Do You Identify Underserved and Overserved Markets? 16. How Dos Value Migrate Over Time? 17. What Implications Does the Outcome-Driven Paradigm Have for Competitive Analysis?
Segmenting the Market 18. What Is the Purpose of Segmentation? 19. How Has the Practice of Segmentation Evolved? 20. Why Are Traditional Segmentation Methods Ineffective for Purposes of Innovation? 21. What Is Different About Outcome-Based Segmentation? 22. How Is Outcome-Based Segmentation Performed? 23. How Does Outcome-Based Segmentation Address Development and Marketing Challenges? 24. How Is Job-Based Segmentation Different, and When Should it Be Used?
Targeting Opportunities for Growth 25. What Is Different About Targeting for Innovation? 26. What Types of Broad-Market Opportunities Are Likely to Be Attractive? 27. What Segment-Specific Targeting Strategies Are Effective? 28. How Does a Targeting Strategy Result in a Unique and Valued Competitive Position? 29. Why Do Companies Fail to Target Key Opportunities?
Positioning Current Products 30. Why Does Messaging Often Fail to Tout a Product's True Value? 31. What Are the Prerequisites for an Effective Messaging Strategy? 32. What Messaging Will Be Most Effective? 33. Should a Company Message Along an Emotional or Functional Dimension? 34. How Does the Sales Force Have Immediate Impact on Revenue Generation? 35. What Is the Advantage of an Outcome-Based brand?
Prioritizing Projects in the Development Pipeline 36. What Issues Do Companies Face When Prioritizing Projects? 37. What Method Is Used to Identify the Winners and the Losers? 38. Which Efforts Should Get Top Priority? 39. What Other Factors Affect Project Prioritization?
Devising Breakthrough Concepts 40. Why Does Traditional Brainstorming Often Fail to Produce Breakthrough Ideas? 41. How Are Breakthrough Concepts Successfully Generated? 42. What Are the Mechanics Behind Focused Brainstorming? 43. Why Do Traditional Concept-Evaluation Methods Fail? 44. How Is the Customer Scorecard Used to Evaluate Product and Service Concepts? 45. How Are These Methods Applied in Practice? 46. What Is the Role of R&D in the Innovation Process?
A few years ago, we were asked by a regional coffee roaster to redefine the coffee experience for fine dining. We knew that Americans drank coffee after dinner for functional purposes (to wake/sober up), but we wanted to understand how we could create a more emotional experience. We grabbed our notepads, went into the field, drank a lot of coffee, studied coffee rituals from different cultures and ultimately crafted a compelling coffee experience that could have resurrected the after dinner coffee ritual in America. The client loved it, but never brought it to market. Why?
It used to be that you could invent a widget, patent it and dominate a market. Today that's becoming more and more difficult due to the mass-commoditization of products. From Microsoft to BP, companies that have traditionally won with product and business innovations are trying to create value by delivering better consumer experiences--integrated product and service experiences that attract and engage consumers and extend that relationship over time. These companies know that winning in the future means managing a portfolio of innovation that includes business, technology and consumer experience. They aspire to deliver experiences as compelling as Apple and Whole Foods, but few have the culture it takes to deliver these types of experiences.
Like our coffee roasters, many companies are attracted to the concept of consumer experience, but are hampered by the very cultures that made them great at delivering product and business innovations. They are often looking for the next "silver bullet"--a single product or service that they can roll out--and struggle with the idea that great experiences can be a collection of seemingly ordinary things. Their organizational structures have evolved into functional silos that are efficient at bringing new products and services to market, but not effective at delivering deep, rich experiences across multiple touch points. Consensus-based decision-making prevents them from creating strong stories that are necessary to create real value. The result is an overemphasis on what (offering) they are delivering not the why (promise) and how (delivery) it is delivered.
To read the full article by Steve McCallion in Fast Company, click HERE.
You can learn a lot about Twitter and Tweeting by joining one of the fastest growing Linkedin Groups.
Over 150 educational discussions have already been posted, including over 100 comments answering the question, "How might Twitter foster more creative and innovative thinking?" To join the new Linkedin Twitter Innovators Group Click HERE.
The Pepsi Challenge was a marketing tour de force. It proved that in a blind taste test, most consumers prefer Pepsi. So why hasn’t that analytical proof pushed the needle in Pepsi’s favor? Read Montague, Director of the Human Neuroimaging Lab at Baylor College of Medicine, has shown the true power of branding on the brain.
Montague decided to repeat the Pepsi Challenge, but added a twist of technology. Using a non-invasive technique called Functional Magnetic Resonance Imaging (FMRI) he was able to reveal which parts of the brain are active in real time.
When Montague and his team gave a taste of an unnamed soda to his volunteers he found that more people preferred Pepsi. On the scan, images of the ventral putamen, one of the brain’s key reward centers, had a response that was five times stronger than for people who preferred Coke.
The surprise came when Read repeated the experiment. This time, telling volunteers which brand they were tasting. Nearly all the subjects then said they preferred the Coke. Moreover, different parts of the brain fired as well, especially the medial prefrontal cortex, an area associated with thinking and judging. The subject’s brains were proving that their experience of the Coke brand influenced their preferences.
The work of Montague and other studies proves that branding goes beyond images and memory recall. The medial prefrontal cortex is a part of the brain known to be involved in our sense of self. It fires in response to a stimulus -- an image, name or concept -- that resonates with who we are. Something clicks, and we are more likely to buy.
The science of neuro-marketing is now in its infancy. But what it has proved is that branding isn’t the latest marketing ploy, but a glimpse into how our brains are affected by smart messaging and marketing.