Future Product Strategy
Future Scenario Innovation Roadmapping

Innovating for the Future of Healthcare

We worked with the CTO and key business mangers of 

a $1.2B corporation to help them understand the future of

the healthcare market, identify new product opportunities,

and develop an innovation roadmap for

strategy execution.

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Methodology

A. Together with the client and industry experts, we identified the top driving forces that will shape the healthcare industry over the next 10 years. We thoroughly researched the driving forces to provide the client with an informed perspective on the future.

 

B. In a workshop process that included the client, outside experts, and our team, we developed 3 alternate and plausible points of view of the future in contextual future scenario stories.

 

C. We conducted further research to validate the future scenario stories.

 

D. A second workshop was conducted with the client, outside experts, and our team to develop hundreds of product ideas relevant to the future as described in the scenario stories.

 

E. We worked with the CTO and key business managers to define the opportunities to be pursued. We then developed an innovation roadmap with key milestones that will guide execution of the innovation agenda for the next 5 and more years.

 

Key Finding

Our client based their product development strategy around a future that was not likely to play out the way they foresaw it. We provided them several more plausible future scenarios they had not considered.

 

Outcome

The project provided the client with new perspectives of the future, helped them uncover new opportunities, and provided them with a strategy roadmap for execution.

breakthrough innovation / next generation concept development / concept optimization and evaluation
Product Development

A Global Iconic Brand Disrupting

a Commodity Product Category

We collaborated with a global product manufacturer and

their design agencies to develop the design strategy for

their next generation visual brand language.

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Methodology

PHASE 1: Emerging Market Immersions

1A. In the initial phase we explored the challenging product environments associated with the emerging high growth markets of India and China.

 

1B. Working with our partners in each emerging market, we conducted ethnographic research in 6 companies per market.

 

1C. Our research results were presented in a design strategy workshop which included the client, their OEM partners and design agencies located in several regions.

 

PHASE 2: Design Strategy 1
2A. We began this phase with a focus on the client’s brand strategy. While the brand strategy was to regain category leadership in innovation, the current product line was lagging on this attribute.

 

2B. Several design agencies were engaged to develop both evolutionary as well as more visionary design concepts. The visionary design concepts were important to understand their expectation of the product category both near term and long term.

 

2C. We conducted 6 one-on-one interviews in the U.S., Russia, and France to gather initial perceptions on preliminary design concepts as well as a set of on the market design concepts.

 

2D. We interviewed respondents to understand their needs, emerging needs, office environment issues, and attributes and perceptions on the category and brands. We then revealed to the respondents the evolutionary, visionary, and on the market (de-branded) design concepts.

 

2E. We asked respondents to rate the concepts on design attributes and functional attributes. We made sure to ask which were most likely to be made by the category innovator as well as what made these products innovative.

 

2F. Finally respondents selected the concepts they would most likely choose for their office based only on their perceptions on the design.

 

2G. We analyzed the results across all countries. We presented the results and our design strategy recommendations to the client and their OEM partners.

 

PHASE 3: Design Strategy 2
3A. The design firms delivered a refined set of the most compelling design concepts prior to the Phase 3 research.

 

3B. In Phase 3 we did one-on-one interviews with 6 customers in the U.S. and in Germany. While another company conducted the interviews in Japan and China.

 

3C. Similar to Phase 2, we used a variety of product concepts as well as existing products as stimuli. Respondents rated designs on key attributes and identified the products they would most likely purchase for their office environment.

 

3D. We reported our research findings as well as design strategy recommendations to the client.

 

Key Finding
Disrupting this conservative category is appealing to most customers in all countries. Customers wanted to see our client’s brand take a leadership role as the category innovator.

 

Outcome
Our research helped our client to encourage their OEM suppliers to explore more cutting edge design concepts and provided a longer term vision to aid in the developing of future visual brand language.

Breakthrough Innovation
Experience Development

Re-Designing a B2B User Experience for

Fast-Paced Businesses

We collaborated with a UX design consultancy and their

client to conduct the explorative research and strategy

phase of a UX design project for a B2B marketplace.

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Methodology

A. 24-ethnography interviews all around the U.S.

 

B. Developed user workflows to contextualize behaviors, motivations, and aspirations of our client’s customers typical work flow.

 

C. Developed user journeys to show an overview of all of the possible scenarios a customer goes through.

 

D. Co-facilitated a 2-day workshop with our client to present the research findings, generate insight lead ideas, and to move ideas into a design strategy.

 

Key Finding
We pinpointed the customers biggest needs and discovered key opportunities for the client to dramatically increase revenues.

 

Outcome
The output from the workshop was an ideal user workflow and a development roadmap with a designated leader for each task.

Next generation concept development / concept optimization and evaluation
Product & Messaging Development

Developing a Consumer Product for 

the Global Market

Our client had a premium priced CPG product that was performing well in Asia, but they believed the product was under-performing in the U.S. They were seeking to re-launch the product globally, seeking cumulative gains in Asia and South America, and to make a big impact in the U.S

Methodology

PHASE 1A 

1A. We conducted customer co-creation groups with creative customers in the target market segment to begin the product concept development process.

 

1B. We explored some early design directions as well as some messaging statements that would be used in Phase 1B in the development of written product concepts.

 

1C. We conducted Phase 1A in two countries including the U.S.

 

PHASE 1B
1D.
We facilitated a 2-day workshop with our clients project team to create messaging concepts and optimize design concepts. We presented our findings and recommendations and facilitated a design strategy and product concept crafting sessions.

 

1E. Based on our findings and recommendations, the client made significant design changes to their product concepts to generate a stronger emotional response and higher level of appeal.

 

PHASE 2A
2A. The goal in Phase 2a was to make sure that the product design and written product concepts were completely optimized so they will perform well in concept testing and deliver success on the shelf.

 

2B. We boosted the respondent creativity in Phase 2A by pitting teams of respondents against each other in a competition to develop the best product.

 

2C. Phase 2A co-creation groups were conducted in 3 countries including the U.S. We found the revised designs to be highly appealing and even found ways to enhance these designs.

 

2D. The respondents helped us determine which written concepts performed the best and how these high performing concepts could be optimized.

 

PHASE 2B
2E. We facilitated a 2-day workshop with our clients project team to identify the design concepts to move forward and to create a final design strategy to optimize the product for concept testing.

 

2F. We focused on the top performing written concepts and refined them so they would excel in concept testing.

 

Key Finding
Together with our client’s marketing and design team, we were able to define a radical new design that not only had strong appeal, but also visually conveyed the key differentiating benefit of the product.

 

Outcome
The client had optimized messaging and design concepts and could proceed with normative quantitative concept testing with confidence.

Next generation concept development
Brand Development

Development of a Global Visual Brand Language

We worked with our client and their branding agency to

create a single global visual brand language to be used in

packaging design and all visual communications.

 

Our client had a new brand positioning that was

expressed in words only. They came to us to develop

guidelines for the visual expression synonymous with

the new brand positioning to inspire and guide brand

communications globally.

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Methodology
A. We began by developing a broad set of semiotically derived images. Each image represented a hypothesis for the visual expression of the brand positioning across all the key brand attributes. A total of 150 images were used consistently across all regions.

 

B. We conducted customer co-creation research in China, India, Vietnam, Europe, and the U.S. to define a visual language that worked globally.

 

C. During the research sessions, we used a story telling technique to ascertain which images were triggering the associations and emotions that the brand sought to express.

 

D. Based on the global customer input, we collaboarated with brand strategists, brand designers, and the brand owner to define the new visual brand language.

 

Key Finding
While the brand had different sub brands of products in each region and the brand was consumed during different occasions in each country, we were still able to find a unifying yet differentiating visual brand language that can be used across all regions.

 

Outcome
The visual brand language and the brand strategy is currently rolling out globally. Overall sales continue to increase with the new positioning and visual language in place.