The first step in the innovation
process is for the marketer to generate intuition about consumers'
needs and market opportunities. This intuition comes from sharing
experience with consumers. The variety and number of ways to share
experience with consumers is innumerable. So, this first step is
often the most difficult for an organization to perform reliably.
An important source of inspiration for
intuition into consumers' needs is lead users. Lead users have a high
level of knowledge about brands and products, and lead users
understand their own needs very well. So, creative lead users are
able to invent a solution to their needs on their own by customizing
a product or re-combining a product with some other products.
Lead users do not create innovation for
a company. The innovation process is handled by the company itself.
However, the company can utilize lead users effectively in the
innovation process. Kohei Nishiyama of Elephant Design recently wrote in Japan's Marketing Researcher about some
examples of consumer goods companies that have used lead users in
their innovation process. I illustrate how these uses of lead users
fit into the NeCSI innovation model.
As Assets in Need Stage
@cosme is the largest open forum
site about cosmetics in Japanese. Users on the site discuss their
experiences with different products and how they decide on the set of
products to use. Activists at cosmetic companies use these comments
on the @cosme site as Assets. Activists develop empathy with
consumers through understanding these comments in order to develop
their own insight into consumers' needs.
As Activists in Concept Stage
LEGO CUUSOO is a co-creation
site where users post prototypes of new product concepts for LEGO.
Other users on the site vote for the concepts that they like and also
make comments about the concepts. In this sense, the users are acting
as Activists to create a product concept. This type of co-creation
tool also works as a way to generate Assets. The organization's own
Activists use the comments as Assets by mining the comments for
themes or specific ideas that they develop into insight about
consumers' needs. In addition to the comments, the Activists also use
a crowdsourcing technique to create Assets from other products images
to which the users link.
As Activists in Implementing Stage
In the wake of Japan's 2011 tsunami
that disrupted electric power supply, Tokyo Electric Power planned
blackouts in the Tokyo area. TEPCO announced only the broad areas
that would be affected by the scheduled blackouts. Individuals needed
a way to search based on specific addresses in order make this
information relevant for themselves. A consortium of volunteers –
engineers, designers, and others – created and promoted an iphone app that would give blackout information for specific addresses. The
consortium used an open source approach to developing the app, which
allowed the app to be continuously improved. In this case, the
volunteers acted as Activists in the Implementing stage to create a
front-end service based on the various databases and platforms that
were brought together in the Strategizing stage.
How well does your organization utilize
lead users in your innovation process? Are you leveraging the
relationship with lead users to strengthen multiple innovation
factors? Are you utilizing lead users as innovation factors in
multiple stages of your innovation process? Are there opportunities
to develop “ba” (e.g., discussion forums, feedback mechanisms, etc.) where you interact
with your lead users in more useful ways?
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