Point: Tough economic times call for different brand messaging

Story: We’re in a time of new frugality, said Kevin Roberts, CEO of Saachi & Saachi, at a recent HSM webinar. People are evaluating their purchases more closely. They’re comparing more products and contemplating switching brands more often. They will still buy luxuries, but they’ll buy fewer luxuries; and, they’re redefining what luxuries are. They’re separating true value from false economies. Roberts suggested three strategies that companies can use to keep their products and services on a customer’s “buy” list in an era of less buying.

First, companies can reframe the competition and the category.  In the era of new frugality, many people are eating out at restaurants less and eating at home instead.  Some companies see parallels in this inside/outside phenomenon to redefine their place in the market.  For example, P&G compares its premium-priced Tide Total Care with the cost of dry-cleaning, not with other cheaper detergents. P&G is reframing the category, positioning its detergent as a frugal way to achieve clean clothes in the home without the high-cost of dry-cleaning outside the home.

Second, companies can help consumers use products in a more cost-effective way.  For example, in a similar spirit of saving its customers money, Tylenol’s new ad campaign offers advice that helps customers ease the pain of a headache — without taking a Tylenol product.  Tylenol suggests that if you have a headache, drink a glass of water and wait 20 minutes. If you still have a headache, then take Tylenol.  Although the campaign may lose Tylenol some sales, the ultimate goal is to side with the customer and win in the long run. Empathsizing with the need to save money, Tylenol suggests a solution that can save customers money while remaining the brand of choice for tougher headaches.

Third, be honest and highlight the value if you can’t decrease the cost. If your product truly is a premium-priced luxury, don’t pretend that it’s a cut-rate necessity. Be honest. Customers still want joy in their lives, and they’ll still treat themselves to an occasional luxury. Rather then make a luxury seem cheap, highlight what makes it more special and more meaningful. The product may not cost less, but the emotional bonus makes it more valuable.

Action

1. Reframe your product’s category (e.g., detergents competing with dry cleaners)
2. Offer useful advice on cost-effective use of your product
3. Enhance the emotional value of your product

For More Information:

Kevin Roberts will be presenting at the World Business Forum in New York City on October 6-7, 2009.

Kevin Roberts is the author of Lovemarks: The Future Beyond Brands
and The Lovemarks Effect: Winning in the Consumer Revolution

Point: Inventing new management techniques offers high-leverage payback

Story: What’s more valuable than a new product or service innovation?  An innovation in a management technique, said business strategy expert Gary Hamel at the Spigit Innovation Summit last week. Innovations in management techniques have far-reaching impact.

Consider Thomas Edison. He’s credited with 1093 patents, but one underlying invention is what made such a multitude of patents possible: the invention of the corporate R&D lab. Edison was the first to bring management discipline to research & development to enable a more powerful method of invention than the lone inventor of the past. Edison’s 1093 patents had less to do with technological genius and more to do with management genius: creating and managing an R&D lab that could efficiently and effectively crank out new inventions.

So, what steps can you take to innovate the management of innovation? Management is the effective control of resources to execute tasks that achieve goals. What then, does effective management of innovation look like Gary talked about the need for a combination of freedom and discipline: the freedom to come up with ideas but also the discipline to find the best ideas, refine them, and channel them into something that creates value for the firm. He posed it as a paradox, which is always a clue to generative potential.

As you think about improving the management of innovation, think about the recent inventions that you can draw on. For example, in my previous post, I wrote about how social media tools support innovation processes. These tools let you invite ideas from across the whole organization and provide a way to refine, track and vote on those ideas. Other advancements, like open sourcing and open innovation (see earlier post), help you tap into almost-free resources. Furthermore, widespread adoption of smartphones changes the fundamental equation of management in terms of reach and timeliness. All these technologies support new approaches to management, especially the management of innovation.

Action

• Take a step back from inventing and innovation to think about how to improve the management of innovation
• Ask: how can we generate new ideas more effectively with available resources? (freedom)
• Ask: how can we develop and validate new ideas more effectively with available resources? (discipline)
• Create coherent processes that balance resources between freedom and discipline

Further information:

Gary Hamel’s book, The Future of Management and his blog

I enjoyed hearing Gary speak and having the opportunity to ask him questions. If you’d like to do the same, consider joining me at the World Business Forum October 6-7, 2009 in New York City. Gary will be one of the speakers, along with former president Bill Clinton, Jack Welch, George Lucas, Paul Krugman and others. You can see the full agenda here.

Point: Use friction to your advantage

Story: McGuckin Hardware is a family-owned store in Boulder, Colorado, long known to any do-it-yourselfer as the place to go for supplies. The store has knowledgeable, friendly staff, many of whom have worked at the store for years over its 54-year history.

A few years ago, Home Depot opened a store in Boulder, with twice the space, offering lower prices. Can McGuckin’s survive against giant Home Depot? Or will it become another mom-&-pop store shuttered by behemoth retailers with economies of scale in supply chain and large marketing budgets?

According to recent research by Wharton’s Olivier Chatain INSEAD’s Peter Zemsky, McGuckins has a good shot at success due to a concept that Chatain and Zemsky call “friction.” As they define it, a friction is any force that makes it difficult for buyers and sellers to connect. For example, a poor location is a friction if it makes it harder for customers to get to the store. A complex website or a confusing store layout is a friction if it’s hard for customers to find the products they want to buy.

Smaller companies can out-compete giants by exploiting frictions. For example, McGuckin’s can use its loyal, knowledgeable staff to help customers quickly find what they need or give them sound advice if they’re embarking on a new project or product purchase. Long-time loyal employees are more likely to go the extra mile to help a customer. McGuckin’s loyal staff also know the local area, so they know which paints withstand Colorado’s intense sun and which garden plants thrive in the local climate. McGuckin’s local knowledge reduces its distance to its customers, which reduces friction.

Action:

• Document the time, costs, knowledge, hassles that customers face in finding your business, buying from you, or using your products
• Compare the frictions in your business or products with those of your competitors
• Adjust or redesign your business to minimize your friction
• Emphasize your low friction in your marketing and advertising

For more information:

Olivier Chatain and Peter Zemsky, Value Creation and Value Capture with Frictions

How a Little ‘Friction’ Can Change a Competitive Landscape

McGuckin Hardware

Point: Innovation doesn’t have to be expensive

Story:
Current surveys indicate that more companies are reducing innovation budgets this year, but the good news is that innovation doesn’t have to be expensive. Here two stories that show how to innovate inexpensively:

J.B. Hunt was just a truck driver in the 1940s when he saw that rice mills in Arkansas were disposing of rice hulls by burning them. Rice hulls are the fluffy tough fibrous shells removed to create white rice. The waste hulls gave Hunt an idea: he contracted with the mills to haul away their rice hulls, and then he sold the hulls to poultry farmers as chicken-house litter. After Hunt’s revelation of the potential value of rice hulls, others found additional innovative uses for the material: pillow stuffing, high-fiber additives for pet food, natural building insulation, filler for injection-molded plastics, and using rice hulls to improve apple juice extraction.

Similarly, old rubber tires are being ground up and made into roads and shoes. And clothing & outdoor gear maker Patagonia asks customers to bring in their worn-out Capiline clothing (a polyester fabric) rather than throwing it away. Patagonia has devised a way to break down the discarded fabric into plastic chips and then respin them into new synthetic yarn. Given the increasing concerns about proper waste disposal, waste products provide attractive opportunities as no-cost or low-cost sources of innovative raw materials.

In addition to innovating with waste products, companies can leverage fallow innovations. During the early 1980s, IBM Corp was spending at least a hundred times more on R&D than Apple Inc. But upstart Apple found a way to leverage some new underutilized technologies (the computer mouse, high-resolution display monitors, the power of the 32-bit microprocessor and the graphical user interface) to create the Lisa and then the Macintosh. What existing technologies could you put to use in new ways?

Action

• Survey existing supplies of materials and streams of byproducts
• Look for materials that are underutilized or are discarded
• Consider how those materials might be recombined, repurposed, or refurbished for other, valuable applications

For More Information:

Patagonia’s Common Threads Garment Recycling Program

Innovation to the Core by Peter Skarzynski and Rowan Gibson

Follow along on all other 24 Hours of Innovation events at http://www.boardofinnovation.com/events/the-24-hours-of-innovation/

Point: When innovating, look at the “job” the customer hires a product to do

Story: At the World Innovation Forum, Clayton Christensen cautioned companies against focusing only on customers when they create incremental innovations. Instead, he recommended understanding the job that the product is hired to do by those customers.

To illustrate the “product’s job” concept, Christensen described a fast food chain’s milkshake sales. At the demographic level, many milkshake buyers are working-age people. But the demographic similarity is not what drives people to buy milkshakes. (When the company researched demographically similar people, the results did not improve sales.) In fact, a focus on age and gender missed the job that milkshakes perform — why do people “hire” (buy) the milkshake? What job do they want the milkshake to perform?

Through further research, the fast food chain found that about half of milkshake sales occurred in the morning. These buyers came into the restaurant by themselves, bought a milkshake and nothing else, and drove away with the milkshake rather than consuming it at the restaurant. Looking deeper, researchers learned that the buyers were commuters, and the job of the milkshake was to provide distraction on a long commute and a tide them over until lunch. For this job, the milkshake competed with bananas, donuts, breakfast bars, and coffee. Commuters hired milkshakes over the competition because milkshakes take a long time to eat, don’t slosh or leave crumbs, and can be held in one hand or be put into a cupholder during the drive.

A very different group of milkshake buyers came in the afternoon and evening. These buyers were predominately dads with little kids. The dads were buying milkshakes for an entirely different job: that of assuaging guilt over not having enough time with their kids. Kids liked the milkshakes, and the dads could finally say “yes” to something and feel good about themselves.

Understanding the jobs people hire milkshakes to do is important when it comes to incremental product improvements. The two jobs for milkshakes call for diametrically different innovations. Thicker milkshakes would delight the bored commuter, but they would frustrate time-pressed dads because kids take too long to finish thicker shakes.

Simply put, innovations that would boost sales in one group would displease the other group. Commuters might want improvements like increased thickness, small added fruit chunks, and a grab-and-go purchase system that lets customers buy a milkshake without standing in the regular food line. In contrast, dads might want a smaller, thinner milkshake that provides fun but quick treat for the kids. The strategy for innovation in this case may be to have two different shake formulations: one for morning and one for afternoon/evening.

The point is to understand WHY someone buys the product, not WHO buys the product. The demographics of milkshake buyers are less important than the fact that one segment buys the product as a distraction and protracted meal while the other buys it as a sweet attraction and quick desert.

Action

• Delve into the job(s) of the product, not the consumer(s) of the product.
• Segment by purpose, not person.
• Identify and innovate around job performance dimensions rather than product performance dimensions

Point: Products that perform a rational purpose can fail if they don’t address emotional needs

Story: At the World Innovation Forum, Donna Sturgess, Global Head of Innovation at GlaxoSmithKline Consumer Healthcare, described some of the innovations behind Alli, an over-the-counter weight-loss drug which can help people lose 50% more weight. As I see it, the heart of the innovation lies beyond the physical chemistry of the medication (which blocks the absorption of fat) because the medication does no good if it’s not taken at mealtime. Instead, the real innovation is in the emotional chemistry of the small blue pill carrier called the Shuttle, which encourages the person to stay on their diet.

Alli faces two significant challenges. First, the pharmaceutical performance of a medication means nothing if patients don’t take the drug. Compliance could be a issue with Alli because it needs to be taken with meals, including meals eaten outside the home. That means people need to carry their pills with them.

Second, dieting comes with strong emotional issues. Dieters run a gauntlet of body self-image issues, willpower, fear of failure, and cravings as they attempt to achieve their goals. Sturgess cited data that emotional issues affect 85% of all decisions. Products that perform a rational purpose can fail if they don’t address emotional needs and wants.

To provide emotional support, GlaxoSmithKline designed the Shuttle to be both discrete and distinctive. The calming blue pill carrier looks like a contact lens case. The linear-arrangement of three smooth lobes fits comfortably in the hand. GlaxoSmithKline gave the Shuttle a smooth texture, like a worry-stone. The company intentionally left off any brand markings or names to avoid customer embarrassment — only fellow Alli users know what the little blue case means. The point is that the Shuttle is more than just a functional accessory: it’s a emotional talisman to support dieting.

Action

• Consider the emotional experiences, contexts, and meaning of the product and the product’s use.
• Create product artifacts or accessories that support those emotional experiences.
• Use non-functional product attributes (e.g., color, shape, and surface texture) to convey emotion.

Photo courtesy of Dov Friedmann – PhotographybyDov.com

Point: Current non-consumers (rather than current customers) may represent the best opportunity for an innovation

Story: The future of solar power may be in the markets of Mongolia rather than in the high-tech companies of Western countries, said Harvard Business School professor Clayton Christensen at the World Innovation Forum.

Christensen’s recent visit to Mongolia led him to this view. In Mongolia’s capital, Ulan Bator, Christensen saw a very popular product in local markets: cheap solar panels attached to small portable TVs. Rural herders were buying these solar-powered products, and they were buying the products without needing government inducements to do so.

In the West, solar power competes with established power grids. As a result, solar has been seven years away from cost-competitive performance for 35 years. Solar still costs too much and needs government support (grants, subsidies or tax breaks) to create even the current low levels of adoption.

Adoption of solar power is low in the West because solar power competes with anytime/everytime electricity from 24-hour power plants and ubiquitous power grids. Sunlight, in contrast, is sporadic.

For Mongolians, the imperfections of solar aren’t a problem because the alternative is either no electricity at all or expensive disposable batteries. Almost one-third (32%) of Mongolians still live an off-grid, semi-nomadic life style. They move their collapsible, felt-lined homes to follow their flocks of goats, sheep, yaks, horses, and camels across the high plateau of Asia. Mongolians don’t expect flip-of-the-switch power for air-conditioners, hair dryers, or halogen mood lighting. Untold hundreds of millions live without power in Asia and Africa.

Christensen’s evidence suggests that solar power has the greatest opportunity to shine where it faces no preexisting electrical infrastructure. The rise of solar power may come from expanding the total base of electricity users, not from replacing one highly-optimized incumbent electrical system with another emerging innovation. For emerging technologies, emerging markets can be a key because they represent large populations of non-consumers for which the new idea needs to out-compete nothing.

The larger point is that Mongolia symbolizes a larger market of non-consumers with different needs and different requirements. Sometimes, an innovative product that can’t compete head-to-head with incumbent may nonetheless be vastly superior to the alternative of “nothing” in the population of consumers. Many companies have used this strategy to good effect.

For example, Southwest Airlines considered the car and bus — not other full-service airlines — as its primary competition. Intuit’s competitor for TurboTax software was the pencil, not other tax software packages. Tata’s Nano low-cost car competes with 2-wheelers in India. Non-consumers of air travel, tax software, and cars, respectively, were the targets for these new products, and non-consumers were a much larger markets than existing customers.

Action

• To find new markets, study non-consumers, not current customers
• Find markets in which a new innovation is better than nothing, despite the innovation’s imperfections
• Avoid head-to-head competition with a well-optimized incumbent.

Point: Innovate the experience, not just the product

Story: At the World Innovation Forum today, C. K Prahalad asked the audience about their experiences with “Build-a-Bear” — an e-commerce company that lets kids of all ages design their very own Teddy Bear. Audience members reported spending as much as $200 in choosing the look of the bear, the amount of stuffing in the bear, adding a custom sound to the bear, getting the bear’s birth certificate, buying clothing for the bear, and buying accessories and siblings for the bear. This culminates in making “The Bear Promise” to care for this personalized stuffed animal. Discussing the depth of the experience and the simplicity of the physical product revealed that the bear embodies both negligible product costs and priceless customer experiences.

One of the “trick questions” for job interviews is to ask the candidate, “How would you redesign a Teddy Bear?” This example shows that the design of the bear may not change much, but the design of the experience of buying the bear may be where the real opportunities are. In fact, Build-a-Bear is more about the customer redesigning the Teddy Bear than it is about the company redesigning the Teddy Bear. Therefore, C. K Prahalad recommended that companies think more about experience innovation to complement and enhance product innovation.

The Build-a-Bear phenomenon is not unique to toys. Other companies provide experience-intensive products. These include Medtronic’s pacemaker (the device is augmented with remote monitoring, health records coordination, and provider networking services), Bridgestone Tires (by-the-mile fleet usage pricing with value-added vehicle usage services), Nike’s iPod-connected shoes (shoe sensor feedback that drives work-out feedback and performance). The point is to think about the value chain of the experience, rather than the value of chain of the product.

Action:

• Seek to solidify customer relationships through well-designed experiences
• Innovate to improve the value of the experience, not just the performance/cost of the product
• Leverage customer innovation through co-creating experiences and products
• Create an ecosystem of collaborators to support the experience

Point: Breakthrough innovation requires nonlinear change

Story: In his presentation at the World Innovation Forum, strategist and Dartmouth professor Vijay Govindarajan used the analogy of Olympic high-jumping to illustrate the non-linear thinking that companies need to make to create breakthrough innovations. The traditional approach to high-jumping until 1920 was the “scissors” approach: jumping over the bar with a scissoring motion similar to what is used by hurdlers. The highest jump possible was about 5′ 3″.
The best approach to jumping higher, however, is to identify the limiting factor in the jump. For high-jumping, the limiting factor is the jumper’s configuration of body parts relative to their center of gravity and to the bar. In the 1920s, the innovation called the “western roll” changed the jumping style from a hurdling over the bar with a scissors kick to rolling over the bar sideways with the jumper’s back to the bar. In the 1960s, the innovation of the straddle changed the center of gravity even further with the jumpers keeping their belly to the bar. And in 1968 the Fosbury flop (invented by Dick Fosbury) changed the motion yet again: jumpers launch themselves straight up into the air using both feet, and then they twist over the bar so that the head clears first.
The challenge for organizations: you can’t win by incrementally improving the incumbent scissors kick if your competitors are inventing the western roll or the Fosbury flop. Breakthrough innovations require removing or changing the limiting factor. This often means breaking old assumptions. Prior to the Fosbury flop, all high jump techniques assumed that the jumper goes feet-first over the bar and lands on their feet. Fosbury jumped head first over the bar to flop on the mat and extended the possible jumping height to over 8 feet.
Action:

• Document the fundamental limits that seem to prevent further incremental innovation
• Consider ways to break those limits or bend those limits
• Examine the “how we’ve always done it” assumptions to find opportunities for radical change

See Vijay Govindarajan’s blog here.

Point: Define priority innovation areas to harness employee energy

Story: When it comes to innovation, Harrah’s Entertainment doesn’t play games. The operator of a global chain of 50 casinos is pursuing a theme-focused innovation strategy similar to technology giant Hewlett-Packard and venture capital firm The Foundry Group. The company identified six areas of interest (akin to HP’s 8 themes and Foundry’s 5 themes – see Innovation Investment Strategy). Harrah’s target areas are: enabling technologies (such as wireless and radio frequency identification); enabling platforms (cloud computing, service-oriented architecture, anything-as-a-service); “smart” service (self-service kiosks); interactive CRM; next-generation gaming; and expanded channels to reach customers.

An innovation team of about 10 people from IT, marketing, customer service and gaming evaluate idea submissions from employees. Harrah’s also taps the innovations of vendors and is considering enlisting the public in seeking new innovations in gaming and entertainment. To gather even more feedback, Harrah’s created an “Innovation Portal” where employees can vote for their favorite innovation. Top management (CEO Gary Loveman and VP of Innovation Chris Chang) then decides which ideas ultimately get funded.

Action:

• Identify the areas of top priority to your firm, to help steer energy & momentum in the areas that will provide most value to your firm.
• Use themes to look for the deeper, long-term enablers and platforms rather than shallow short-term gadgets and projects.
• Ask employees for suggestions, feedback or votes on ideas within these areas
• Consider involving vendors, customers and the public as well, to expand the pool of ideas. (This strategy will require thinking through the IP issues.)

For more information on Harrah’s: Network Computing article