- Determinant gap map (produced from managerial input/judgment ol products) - Perceptual gap map (based on attribute ratings by customers)

- Put the determinant attributes together in combinations or sets- - Respondents rank these sets in order of preference. - Conjoint analysis finds the optimal levels of each attribute.

- Using any and all features, not just measurements of dimensions (such as spatial-length, width, and so on). - Listing all the physical features of a product type. - Something worthwhile may be found in dimensional analysis when the list is long.

Attribute Dependency Template: Find a functional dependency between two independert variable attributes. The interaction may suggest a creative new product. Example: the color of the ink on a coffee cup is dependent on the contents, and a warning message can be revealed if the beverage is too hot.

Replacement Template: Remove one of the components of the product and replace it with one from another environment. The function the removed component performed is done by another component. Example: the antenna on a Walkman is replaced by the headphone cord.

Displacement Template: Remove an intrinsic component and its function, in such a way as to functionally change the product. This may create a new product for a new market. For example: removing floppy and CD drives on laptop PCs resulted in ultra-thin PCs.

Component Control Template: Identify and create a new connection between a component internal to the product and one that is external to the product, Examples: Toothpastes with added whiteners, or suntan lotions with added skin moisturizers.

Getting a better idea of something by looking at it through something else.

The secret is finding a usable analogous situation, which is often difficult. The analogy should meet four criteria:

1. Reduce: Can we reduce any attributes to levels that are below industry standard? 2. Eliminate: Can we eliminate any attributes that are currently industry standard 3. Raise: Can we increase any attributes to a level above industry standard? 4. Create: Can we create any new attributes that are not currently industry standard?

To the core product that provide new benefits to customers. Steven Shugan distinguishes between four different kinds of enhancements:

- Upgrades: Improve the quality of the core product for certain customer segments who are willing to pay the extra price a hotel may offer upgrades such as a suite, a room with a better view, or a breakfast). - Add-ons: Add extra products in order to customize or provide variety a cruise ship may offer a choice of a nature tour, city tour, or beach day at one of its ports of call). - Extras: Add features that appeal to customers depending on their usage rate (a hotel may offer an hourly or daily rate for valet parking). - Accessories: Provide stand-alone complementary products (Apple might make a phone carrying case that is especially designed for Apple but might also be used with other phones).

Useful inventive principles for stimulating concepts:

(1) each suggestion is usually someone's perception of what the customer problem is

(2) there is usually a solution given with each suggestion. In fact, sometimes we have to ask what new product customers are asking for and then ask why; the "why" is what we want to know at this time.

Problem Analysis Procedure

1. Determine product or activity category for exploration: This has already been done if the product innovation charter has a use, user, or product category dimension in the focus statement.

2. Identify heavy product users: Heavy users are apt to have a better understanding of the problems, and they represent the bulk of the sales potential in most markets. A variation is to study non-users to see if a solvable problem is keeping them out of the market.

3. Gather set of problems associated with product / category: This is the inventory phase mentioned earlier, but far more is involved than just asking respondents to list their problems. A good method of doing this is asking respondents to rate (1) the benefits they want from a set of products and (2) benefits they are getting. The differences indicate problems.

4. Sort and rank the problems according to severity or importance: It uses (1) the extent of the problem, and (2) the frequency of its occurrence. This bothersomeness index is then adjusted by users' awareness of currently available solutions to the problem. This step identifies problems that are important to the user and for which the user sees no current solutions.

1. Paint a scenario

2. Study it for problems and needs

3. Evaluate those problems and begin trying to solve the most important one

Scenario Analysis Guidelines

Mind the rules (Deferral of Judgment)

Number the ideas (Quantity Breeds Quality)

Jump and Build

Get physical

No criticism allowed (avoid bazooka effect) Freewheeling - the wilder the better Nothing should slow the session down