What customers want: using outcome-driven innovation to create breakthrough products and services
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York
McGraw-Hill
c2005
|
| Schlagworte: | |
| Online-Zugang: | OCLC Connexion Contributor biographical information Publisher description Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 189) and index |
| Beschreibung: | xxxv, 202 p. ill. 24 cm |
| ISBN: | 0071408673 |
Internformat
MARC
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| 245 | 1 | 0 | |a What customers want |b using outcome-driven innovation to create breakthrough products and services |c Anthony Ulwick |
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Datensatz im Suchindex
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| adam_text | Contents
Acknowledgments xi
Introduction: Moving Beyond the Customer-Driven
Paradigm xiii
Chapter 1 Formulating the Innovation Strategy:
Who Is the Target of Value Creation
and How Should It Be Achieved? 1
What Types of Innovation Are Possible? 2
What Growth Options Should Be Considered? 6
Where in the Value Chain Should We Focus
to Maximize Value Creation? 9
How Do We Handle Multiple Constituents
with Potentially Conflicting Outcomes? 13
Chapter 2 Capturing Customer Inputs:
Silence the Voice of the Customer —
Let s Talk Jobs, Outcomes, and
Constraints 15
Why Should Companies Gather Customer
Requirements? 16
What Three Issues Plague the
Requirements-Gathering Process? 17
What Types of Data Do Companies Commonly
Collect from Customers? 19
What Customer Inputs Are Needed to
Master the Innovation Process? 23
What Methods Should Companies Use to
Obtain the Necessary Information? 32
How Do You Know Which of the Three Types
of Inputs You Should Capture? 35
vii
viii Contents
Chapter 3 Identifying Opportunities:
Discovering Where the Market Is
Underserved and Overserved 39
What Is an Opportunity? 40
What Three Common Mistakes Are Made in
Prioritizing Opportunities? 41
How Should Companies Prioritize Opportunities? 44
How Do You Identify Underserved and
Overserved Markets? 48
How Does Value Migrate Over Time? 52
What Implications Does the Outcome-Driven
Paradigm Have for Competitive Analysis? 54
Chapter 4 Segmenting the Market: Using
Outcome-Driven Segmentation to
Discover Segments of Opportunity 61
What Is the Purpose of Segmentation? 62
How Has the Practice of Segmentation Evolved? 63
Why Are Traditional Segmentation Methods
Ineffective for Purposes of Innovation? 66
What Is Different About Outcome-Based
Segmentation? 68
How Is Outcome-Based Segmentation
Performed? 69
How Does Outcome-Based Segmentation Address
Development and Marketing Challenges? 74
How Is Job-Based Segmentation Different,
and When Should it Be Used? 80
Chapter 5 Targeting Opportunities for Growth:
Deciding Where to Focus the Value
Creation Effort 83
What Is Different About Targeting for
Innovation? 84
What Types of Broad-Market Opportunities
Are Likely to Be Attractive? 85
What Segment-Specific Targeting Strategies
Are Effective? 90
Contents ix
How Does a Targeting Strategy Result in a
Unique and Valued Competitive Position? 94
Why Do Companies Fail to Target Key
Opportunities? 95
Chapter 6 Positioning Current Products:
Connecting Opportunities with
Valued Product Features 99
Why Does Messaging Often Fail to Tout
a Product s True Value? 101
What Are the Prerequisites for an Effective
Messaging Strategy? 103
What Messaging Will Be Most Effective? 107
Should a Company Message Along an Emotional
or Functional Dimension? 109
How Does the Sales Force Have Immediate
Impact on Revenue Generation? 114
What Is the Advantage of an Outcome-Based
Brand? 115
Chapter 7 Prioritizing Projects in the
Development Pipeline: Separating the
Winners from the Losers 119
What Issues Do Companies Face When
Prioritizing Projects? 120
What Method Is Used to Identify the Winners
and the Losers? 123
Which Efforts Should Get Top Priority? 128
What Other Factors Affect Project
Prioriti zation ? 133
Chapter 8 Devising Breakthrough Concepts:
Using Focused Brainstorming and
the Customer Scorecard to Create
Customer Value 137
Why Does Traditional Brainstorming Often Fail
to Produce Breakthrough Ideas? 139
How Are Breakthrough Concepts Successfully
Generated? 140
X Contents
What Are the Mechanics Behind Focused
Brainstorming? 143
Why Do Traditional Concept-Evaluation
Methods Fail? 147
How Is the Customer Scorecard Used to
Evaluate Product and Service Concepts? 151
How Are These Methods Applied in Practice? 154
What Is the Role of R D in the Innovation
Process? 163
Epilogue: Tactical Tips for Managers 167
Glossary 177
Bibliography 189
Index 191
|
| adam_txt |
Contents
Acknowledgments xi
Introduction: Moving Beyond the Customer-Driven
Paradigm xiii
Chapter 1 Formulating the Innovation Strategy:
Who Is the Target of Value Creation
and How Should It Be Achieved? 1
What Types of Innovation Are Possible? 2
What Growth Options Should Be Considered? 6
Where in the Value Chain Should We Focus
to Maximize Value Creation? 9
How Do We Handle Multiple Constituents
with Potentially Conflicting Outcomes? 13
Chapter 2 Capturing Customer Inputs:
Silence the "Voice of the Customer"—
Let's Talk Jobs, Outcomes, and
Constraints 15
Why Should Companies Gather Customer
Requirements? 16
What Three Issues Plague the
Requirements-Gathering Process? 17
What Types of Data Do Companies Commonly
Collect from Customers? 19
What Customer Inputs Are Needed to
Master the Innovation Process? 23
What Methods Should Companies Use to
Obtain the Necessary Information? 32
How Do You Know Which of the Three Types
of Inputs You Should Capture? 35
vii
viii Contents
Chapter 3 Identifying Opportunities:
Discovering Where the Market Is
Underserved and Overserved 39
What Is an Opportunity? 40
What Three Common Mistakes Are Made in
Prioritizing Opportunities? 41
How Should Companies Prioritize Opportunities? 44
How Do You Identify Underserved and
Overserved Markets? 48
How Does Value Migrate Over Time? 52
What Implications Does the Outcome-Driven
Paradigm Have for Competitive Analysis? 54
Chapter 4 Segmenting the Market: Using
Outcome-Driven Segmentation to
Discover Segments of Opportunity 61
What Is the Purpose of Segmentation? 62
How Has the Practice of Segmentation Evolved? 63
Why Are Traditional Segmentation Methods
Ineffective for Purposes of Innovation? 66
What Is Different About Outcome-Based
Segmentation? 68
How Is Outcome-Based Segmentation
Performed? 69
How Does Outcome-Based Segmentation Address
Development and Marketing Challenges? 74
How Is Job-Based Segmentation Different,
and When Should it Be Used? 80
Chapter 5 Targeting Opportunities for Growth:
Deciding Where to Focus the Value
Creation Effort 83
What Is Different About Targeting for
Innovation? 84
What Types of Broad-Market Opportunities
Are Likely to Be Attractive? 85
What Segment-Specific Targeting Strategies
Are Effective? 90
Contents ix
How Does a Targeting Strategy Result in a
Unique and Valued Competitive Position? 94
Why Do Companies Fail to Target Key
Opportunities? 95
Chapter 6 Positioning Current Products:
Connecting Opportunities with
Valued Product Features 99
Why Does Messaging Often Fail to Tout
a Product's True Value? 101
What Are the Prerequisites for an Effective
Messaging Strategy? 103
What Messaging Will Be Most Effective? 107
Should a Company Message Along an Emotional
or Functional Dimension? 109
How Does the Sales Force Have Immediate
Impact on Revenue Generation? 114
What Is the Advantage of an Outcome-Based
Brand? 115
Chapter 7 Prioritizing Projects in the
Development Pipeline: Separating the
Winners from the Losers 119
What Issues Do Companies Face When
Prioritizing Projects? 120
What Method Is Used to Identify the Winners
and the Losers? 123
Which Efforts Should Get Top Priority? 128
What Other Factors Affect Project
Prioriti zation ? 133
Chapter 8 Devising Breakthrough Concepts:
Using Focused Brainstorming and
the Customer Scorecard to Create
Customer Value 137
Why Does Traditional Brainstorming Often Fail
to Produce Breakthrough Ideas? 139
How Are Breakthrough Concepts Successfully
Generated? 140
X Contents
What Are the Mechanics Behind Focused
Brainstorming? 143
Why Do Traditional Concept-Evaluation
Methods Fail? 147
How Is the Customer Scorecard Used to
Evaluate Product and Service Concepts? 151
How Are These Methods Applied in Practice? 154
What Is the Role of R D in the Innovation
Process? 163
Epilogue: Tactical Tips for Managers 167
Glossary 177
Bibliography 189
Index 191 |
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| spelling | Ulwick, Anthony W. 1957- Verfasser (DE-588)141047232 aut What customers want using outcome-driven innovation to create breakthrough products and services Anthony Ulwick New York McGraw-Hill c2005 xxxv, 202 p. ill. 24 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. 189) and index Consumentenonderzoek gtt Productontwikkeling gtt New products Planning Product management Strategic planning Produktmanagement (DE-588)4125960-9 gnd rswk-swf Kundenorientierung (DE-588)4316837-1 gnd rswk-swf Produktentwicklung (DE-588)4139402-1 gnd rswk-swf Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Produktinnovation (DE-588)4047346-6 gnd rswk-swf Produktmanagement (DE-588)4125960-9 s Kundenorientierung (DE-588)4316837-1 s Innovationsmanagement (DE-588)4161817-8 s DE-604 Produktinnovation (DE-588)4047346-6 s DE-188 Produktentwicklung (DE-588)4139402-1 s http://connexion.oclc.org/WebZ/NewClientTag?sessionid=cnx04.prod.oclc.org-52368-eed3vczj-6umxdo:dbname=oluc OCLC Connexion http://www.loc.gov/catdir/enhancements/fy0622/2005016744-b.html Contributor biographical information http://www.loc.gov/catdir/enhancements/fy0622/2005016744-d.html Publisher description HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016982117&sequence=000012&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Ulwick, Anthony W. 1957- What customers want using outcome-driven innovation to create breakthrough products and services Consumentenonderzoek gtt Productontwikkeling gtt New products Planning Product management Strategic planning Produktmanagement (DE-588)4125960-9 gnd Kundenorientierung (DE-588)4316837-1 gnd Produktentwicklung (DE-588)4139402-1 gnd Innovationsmanagement (DE-588)4161817-8 gnd Produktinnovation (DE-588)4047346-6 gnd |
| subject_GND | (DE-588)4125960-9 (DE-588)4316837-1 (DE-588)4139402-1 (DE-588)4161817-8 (DE-588)4047346-6 |
| title | What customers want using outcome-driven innovation to create breakthrough products and services |
| title_auth | What customers want using outcome-driven innovation to create breakthrough products and services |
| title_exact_search | What customers want using outcome-driven innovation to create breakthrough products and services |
| title_exact_search_txtP | What customers want using outcome-driven innovation to create breakthrough products and services |
| title_full | What customers want using outcome-driven innovation to create breakthrough products and services Anthony Ulwick |
| title_fullStr | What customers want using outcome-driven innovation to create breakthrough products and services Anthony Ulwick |
| title_full_unstemmed | What customers want using outcome-driven innovation to create breakthrough products and services Anthony Ulwick |
| title_short | What customers want |
| title_sort | what customers want using outcome driven innovation to create breakthrough products and services |
| title_sub | using outcome-driven innovation to create breakthrough products and services |
| topic | Consumentenonderzoek gtt Productontwikkeling gtt New products Planning Product management Strategic planning Produktmanagement (DE-588)4125960-9 gnd Kundenorientierung (DE-588)4316837-1 gnd Produktentwicklung (DE-588)4139402-1 gnd Innovationsmanagement (DE-588)4161817-8 gnd Produktinnovation (DE-588)4047346-6 gnd |
| topic_facet | Consumentenonderzoek Productontwikkeling New products Planning Product management Strategic planning Produktmanagement Kundenorientierung Produktentwicklung Innovationsmanagement Produktinnovation |
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| work_keys_str_mv | AT ulwickanthonyw whatcustomerswantusingoutcomedriveninnovationtocreatebreakthroughproductsandservices |