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Bode co rrusainca 7 Jomat re deaeysnting, telods Wwokrciomall: Fabaicamnies itamk form qneassi gates © sols lo evw-mas com MOVOS PHOLLIOS Lirigos 8a novacs® + produto - PHOCASSG Emagsni actors rman kerimng,9 PARTY » UNDERSTANDING MARKETING MANAGEMENT ‘yrww.mplans.com/spoh07index cim?affilicte=mplans Sample Marketing Plan: Pegasus Sports Internctional* 1.0 Executive Summary Pegasus Sports Intemational isa start-up aftermarket inline fkating accessory manufacturer. In addition tothe aftermar- ket product, Pegasus is developing SkateTours, a service that takes elients out, in conjunction with alocal skate shop, and provides them with an afteroon of skating using inline skates dnd some of Pegasus’ other accessories such as SkateSails. The aftermarket skate accessory market has been largely ignored. Although there are several major manufacturers of the skates themselves, the accessory market has not been addressed. This provides Pegasus with an extraordinary opportunity for market growth. Skating is a booming sport Covrenti, most of the skating is recreational. There are, how ever, a growing number of skating competitions, including team-ortented competitions such as skate hockey as well as individual competitions such as speed skate racing. Pegasus will work to grow these markets and develop the skate trans- portation marker, a more utilitarian use of skating, Several of Pegasus’ currently developed products have patents pending, fand local market research indicates that there Is. great demand for these products. Pegasus will achieve fast, signif cant market penetration through a solid business model, long-range planning, and a strong management team that is able to execute this exciting opportunity. The thre principals on the management teaim have over 30 years of combined personal and industry experience. This extensive experience provides Pegasus with the empirical information as well as, the pasion fo provide the skating market with much-needed aftermarket products. Pegasus will sell its products initially through its Web site. This "Dell” direc-to-the-consumer approach wal allow Pegasus to achieve higher margins and maintain a close relationship with the customers, which is essential for producing products that have a true market demand. By the end of the year, Pegasus will have also devel- oped relationships with different skate shops and will begin to sell some ofits products through retailers. 2.0 Situation Analysis Pegasus is entering its first year of operation. Its products have been well received, and marketing wil be key to the develop- ‘ment of brand and product awareness as well as the growth of the customer base. Pegasus International offers several differ- entaftermarket skating accessories, serving the growing inline skating industry. | 2.1 Market Summary Pegasus possesses good information about the market and | Jnows a great deal about the common attributes of the most prized customer. This information will be leveraged to better understand who is served, what their specific needs are, and show Pegasus can better communicate with them. Target Markets Recreational Finess Speed Hockey Extreme : i i i 2.4.1 Market Demographics \ ‘The profile forthe typical Pegasus customer consists ofthe fol- lowing geographic, demographic, and behavior factors: i Geographics | = Pegasus has no set geographic target area. By leveraging the expansive reach of the Internet and multiple delivery services, Pegasus can serve both domestic and international customers. 1s The total targeted population is 31 million users. "acted fom a sample plan proved by and conihld by Pai An Software, Fd mor colts Sample mata plans at wwamlans.con [TABLE 2.4 | Taget Marat recast Target Market Forecast Potential Customers __ Growth 2007 208 2009 2010 2011 cAGR Recreational 10% 19142500 21,056,750 29,162,425 25,478,668 28,028,535 10.00% Fines 6820000 7,843,000 «9,019,450 -«10.372,968 (11,928,228, Speed 387,500 426,250 468,875 515763 567339 Hockey 280,000 2.628.800 2,786.528 983,720 3.190.943 treme 270 2258800 «2347072 «= aaHOSS 2,538,509, Total “Career FaMARKETING'S CONTRIBUTION To SHAREHOLDER VALUE | {ep st sp, ope ap ie wean quis ask aig at pa 1 pan agen a i ce coin is “repo cre? Oe nd at cet tpn rly en rt mnie ar an ott Be oes hon ene Be oa at rao i tae le ‘sens a as fo eno ee foot wraps ceca? set Os Khaw th i?DEVELOPING MARKETING STRATEGIES AND PLANS CHAPTER 2 © Thoreisan almost equal ratio between male and female ‘wets ges 13-46, with 40% clustering around ages 23-34. The tereaional users tend to cover the widest age range, > thetuing young users through active adults The fmess [> users tend to be ages 20-40. The speed users tend to be in Eo tet late twenties and early thirties The hockey player ae fenerallyin ther teens through their early twenties. The creme segments ofsmllar age othe hockey payers. + 5 ofthe users who are over 20, 65% have an undergraduate Gegec or substantial undergraduate coursework. “@ The adult users have a median personal income of $47,000. BE Users enjoy fitness activities not as a means for @ healthy life, but as an intrinsically enjoyable activity in itself. ‘Users have active lifestyles that include some sort of recreation at least two to three times a week. [E> Pegasus is providing the skating community with a wide range [ ofaccessories forall variations of skating, The company seeks to full the following benefits that are important to its cus- “tomers: ‘Quality craftsmanship. ‘The customers work hard for their money and do not enjoy spending it on disposable products that work for only a year or two. Well-thought-out designs. The skating market has not been addressed by well-thought-out products that serve skaters’ needs. Pegasus’ industry experience and personal dedication to the sport will provide it with the needed information to produce insightfully designed products. Customer service. Exemplary service is required to build a sustainable business that has a loyal customer base. 24 3 Market Trends eqns wil detngish ef by marketing products not prev- ‘ously available to skaters. The emphasis in the past has been to {sell skates and very few replacement parts. The number of © laters is not restricted to any one single country, continent, or “age group, so there is a world market. Pegasus has products for “virtually every group of skaters. The fastest-growing segment of tis sport is the fimess skater. Therefore, the marketing is being | directed toward this group. BladeBoots will enable users 10 © enter establishments without having to remove their skates. ‘BladeBoots will be aimed at the recreational skater, the largest segment. Skatedids, on the other hand, are great for everyone. "The sport of skating will also grow through SkateSailing. © This sport is primarily for the medium-to-advanced skater, ~ and its growth potential is tremendous. The sails that Pegasus has manufactured have been sold in Europe, following a pat- tem similar to windsurfing. Windsailing originated in the United States but did not take off until it had already grown big in Europe. ‘Another trend is group skating. More and more groups are getting together on skating excursions in cities all over the ‘world. The market trends are showing continued growth in all directions of skating. 2.1.4 Market Growth ‘With the price of skates going down due to competition by so many skate companies, the market has had steady growth throughout the world, although sales had slowed down in some markets. The growth statistics for 2007 were estimated to be over 35 million units. More and more people are discover- ing—and in many cases rediscovering—the health benefits and fun of skating. 2.2 SWOT # ‘The following SWOT analysis captures the key strengths and ‘weaknesses within the company and describes the opportuni- ties and threats facing Pegasus. 2.2.4 Strengths 5 In-depth industry experience and insight 1 Creative, yet practical product designers ‘The use of a highly efficient, flexible business model utilizing direct customer sales and distribution 2.2.2 Weaknesses 2 The reliance on outside capital necessary to grow the business = Alack of retailers who can work face-to-face with the ‘customer to generate brand and product awareness. 2 The difficulty of developing brand awareness asa start-up company 2.2.3 Opportunities = Participation within a growing industry 5 Decreased product costs through economy of scale > The ability to leverage other industry participants’ ‘marketing efforts to help grow the general market 2.2.4 Threats Future/potential competition from an already established. market participant = Astump in the economy that could have a negative effect ‘on people's spending of discretionary income on ‘itess/ recreational products + The release of a study that calls into question the safety of skating or the inability to prevent major skating-induced ‘traumasPART 1 Pegasus Sports International is forming its own market. Although there are a few companies that do make sails and foils that a few skaters are using, Pegasus is the only brand ‘that is truly designed for and by skaters. The few competitors! sails on the market are nat designed for skating, but for wind- surfing or for skateboards. In the case of foils, storage and carrying are not practical. There are different indirect com- petitors who are manufacturers of the actual skates. After many years in the market, these companies have yet to become direct competitors by manufacturing accessories for ‘the skates that they make. Ba ferin, Pegasus Sports International now offers several products: “The first product that has been developed is BladeBoots, a cover for the wheels and frame of inline skates, which allows skaters to enter places that normally would not allow them in with skates on. BladeBoots come with a small pouch and belt which converts to a well-designed skate carrier. © The second product is SkateSails. These sails are specifically designed for use while skating. Feedback that, Pegasus has received from skaters indicates skatesailing could become a very popular sport. Trademarking this productiis currently in progress. ‘The third product, SkateAid, will be in production by the ‘end of the year. Other ideas for products are under development, but will not be disclosed until Pegasus can, protect them through pending patent applications. oduct ©: ‘The keys to success are designing and producing products that ‘meet market demand. In addition, Pegasus must ensure total customer satisfaction. If these keys to success are achieved, it will become a profitable, sustainable company. 28 Gritical issues ‘As a start-up business, Pegasus is still in the early stages. The critical issues are for Pegasus to: Establish itself as the premier skating accessory company. Pursue controlled growth that dictates that payroll expenses will never exceed the revenue base. This will help protect against recessions, Constantly monitor customer satisfaction, ensuring that the growth strategy will never compromise service and satisfaction levels. ‘The key to the marketing strategy is focusing on the speed, health and fitness, and recreational skaters. Pegasus can cover about 80% of the skating market because it produces products geared toward each segment. Pegasus is able to UNDERSTANDING MARKETING MANAGEMENT address all of the different segments within the market because, although each segment is distinct in terms ofits users and equipment, its products are useful to all of the dif- ferent segments. 3.1 Mission Pegasus Sports International's mission is to provide the cus- ‘tomer with the finest skating accessories available. "We exist to attract and maintain customers. With a strict adherence to this maxim, success will be ensured. Our services and prod- ‘ucts will exceed the expectations of the customers.” 5.2 Murketing Objectives Maintain positive, strong growth each quarter (notwithstanding seasonal sales patterns). Achieve a steady increase in market penetration. 2 Decrease customer acquisition costs by 1.5% per quarter. Financial Objectives Increase the profit margin by 1% per quarter through. efficiency and economy-of-scale gains. Maintain a significant research and development budget (@sa percentage relative to sales) to spur future product developments. = Achieve a double- to triple-digit growth rate for the first three years. eget Markets ‘With a world skating market of over 31 million that is steadily.” growing (statistics released by the Sporting Goods Manufacturers Association), the niche has been created. Pegasus’ aim is to expand this market by promoting ‘SkateSailing, a new sport that is popular in both Santa Monica and Venice Beach in California. The Sporting Goods ‘Manufacturers Association survey indicates that skating now has more participation than football, softball, skiing, and snowboarding combined. The breakdown of participation in skating is as follows: 1+% speed (growing), 8% hockey (declin- ing), 7% extreme/aggressive (declining), 22% fitness (nearly 7 million—the fastest growing), and 61% recreational (first- timers). Pegasus’ products are targeting the fitness and recre- ational groups, because they are the fastest growing. These groups are gearing themselves toward health and fitness, and combined, they can easily grow to 85% (or 26 million) of the market in the next five years. BE Bi 2 Pegasus will position itself as the premier aftermarket skating accessory company. This positioning will be achieved by lever- aging Pegasus’ competitive edge: industry experience and pas- sion. Pegasus is a skating company formed by skaters for skaters. Its management is able to use its vast experience and personal passion for the sport to develop innovative, useful accessories fora broad range of skaters.> DEVELOPING MARKETING STRATEGIES AND PLANS CHAPTER2 291 The single objective isto position Pegasus as the premier skat- ig accessory manufacturer, serving the domestic market as ‘as the International market. The marketing strategy will ek to first create customer awareness concerning the offered oducts and services and then develop the customer base. ‘message that Pegasus will seek to communicate is that it ffers the best-designed, most useful skating accessories. This, inessage will be communicated through a variety of methods. “The first wil be the Pegasus Web site, which will provide a rich jurce of product information and offer consumers the oppor- unity to purchase. A lot of time and money will be invested in. ES ‘ihe site to provide the customer with the perception of total _ professionalism and utility for Pegasus’ products and services. © The second marketing method will be advertisements aced in numerous industry magazines. The skating industry “is supported by several different glossy magazines designed to yomote the industry as a whole. In addition, a number of periodicals serve the smaller market segments within, 1 skating industry. The last method of communication is the se of printed sales literature. The two previously mentioned g methods will create demand for the sales literature, Berries fay minial becaue wil use the ead SSSI tiooneton fom te ste jpproaches to pricing, distribution, advertising and promo- ‘ton, and customer service. Pricing. This will be based on a per-product retail price. Distribution. Initially, Pegasus will use a direct-to- consumer distribution model. Over time, it will use retailers as well. Advertising and promotion. Several different methods ‘will be used for the advertising effort Customer service. Pegasus will strive to achieve benchmarked levels of customer care. 8 Marketing Research sgasus Is blessed with the good fortune of being located in the center of the skating world: Venice, California. It will be able to leverage this opportune location by working with many of the different skaters that live in the area. Pegasus was able to test all ofits products not only with its principals, who "ated and “newbie” users located in Venice. The extensive roduct testing by a wide variety of users provided Pegasus © ts, sales forecasts, expense forecast, and indicate how these -activites link to the marketing strategy. 4,1 Break-Even Analysis “The break-even analysis indicates that $7,760 will be required in monthly sales revenue o reach the break-even point. ‘900 7 ‘4900 som 2 (52000) t 4.000) pee ee bi (800 geste S55 «STAT S000 Monty Break-ren Pint fenitet peso of Pa Mo Soar. COCUEEN $12.82 [TABLE 4.1 | breakeven ass Broak-even Analysis: Me co ont Units Break-even Monthy Sales Break-even $7,760 Assumption: ‘erage Per-Unit Revenue 12562 Average Pent Variable Cost $7261 Estimated Monthy Fived Cost $6363 4,2 Sales Forecast Pegasus feels that the sales forecast figures are conservative. It will steadily increase sales as the advertising budget allows. [Although the target market forecast (Table 2.1 listed all of the potential customers divided into separate groups, the sales fore- ‘ast groups customers into two categories: recreational and com- petitive. Reducing the number of categories allows the reader to ‘Quickly discern information, making the chart move functional Monthly Sales Forecast Jraeus a2] serene Sales Forecast Sales 2007 20082008 Recreational $455,740 $598,877 $887,765 Competitive $ 72918 $9520 $110.042 Total Sales Direct Gost of Sales 2007 2008 2009 Recreational $82,033 $107,798 $123,798 Ccompetive $1312 $17,248 $ 19.808 | subiotal Cost of Salespat 1 UNDERSTANDING MARKETING MANAGEMENT. 2 Expense Forecast ‘The expense forecast will be used as a tool to keep the tions/modifications are needed for the proper implementa- Pa eae reget and provide Indicators when covec- ton the masketng psn. Milestones frase 5.4 | suesues mn iestones Strate End Date Budget wager Deparment | vag pln ong ‘ner ant 30 om ating ‘Web site completion | WaT Sftsv07 $20,400 ‘outside fem. Marketing ser angi #1 ar sean samo San tag Aven cana 2 ner coor S45 Sin teen Devel ee cael ar nor $0 Stan vata vas soso Monthly Expense Budget [Taste 4.2] temo aoe Marketing Expense Budget 2007 20082009 Web ste $ 25000 § 8000 § 10,000 ‘Advertisements $ 8050 $15,000 $ 20,000 Printed Material $1775 $ 2000 $ 3000 ‘otal Sales and Martin Expenses . Porcent of Sales ‘Contribution Margin $398,725 $544,852 $621,202 7542% 740% 77.86% Contribution MarginSales 5.0 Controls ‘The purpose of Pegasus’ marketing plan is to serve as a guide {for the organization. The following areas will be monitored to ‘gauge performance: ® Revenue: monthly and annual = Expenses: monthly and annual 3 Customer satisfaction '¢ New-product development tortion ‘The following milestones identify the key marketing programs. It is important to accomplish each one on time and on budget. 5.2 Marketing Organization Stan Blade will be responsible for the marketing activities 5.8 Contingency Planning Difficulties and Risks "Problems generating visibility, function ofbeingan Intemec-based start-up organization ss Anentry into the marketby an aready-esablished market compettor Worst-Case Risks "Determining that the business cannot supportitseifon aa ongoing basis «Having to liquidate equipment or intelectual capital to over liabilitesExerple 4 ay, glo dum ‘Plate de Wertictiry: Requevs Spuls Lakeere ore \) Suemiavc Exceutvo pres a predyd de acessonios de peas Dexaigd ck eopncse (em em Gna) déocia de cuteriel © ogpoivee® de tendes co trelanict etebter de paoros? (ce &m ge © conSvmidea pore des accasevies & phos 1 pesca too eeshir( Shen © sere petio em Cinhe. 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Pager divides“Turismo: Compreende as atividades de pessoas viajando para e ficando em lugares fora do seu ambiente usual durante ndo mais de um ano consecutivo para efeitos de lazer, negécio ou outros propésitos.” (WTO, 1992, citado por Middleton et al., 2009, p.3).. As viagens e 0 turismo tém cinco setores principais estes setores esto cada vez mais preocupados com atividades de marketing — “tanto no design dos seus produtos como na gestio da procura”: Setor hos| lade — hotéis / motéi campismo, marinas, restaurantes, cafés. Setor atracdes e eventos - parques tematicos, museus e galerias, parques nacionais, parques com vida selvagem, jardins, centros de desporto e de atividade, centros de lazer e de entretenimento, festivais e eventos. Setor transportes — linhas aéreas, ferries / navios, linhas de comboios, operadores de camionetas, operadores de aluguer de automév Setor dos intermedidrios e dos organizadores de viagens — intermed viagens, operadores turisticos, vendedores a grosso de viagens, agentes de viagens a retalho, organizadores de conferéncias, agéncias de marcacao (de “booking”) de, por exemplo, estadia; organizadores de incentivos & viagem. Setor organizagdes no destino - centros turisticos nacionais, organizagoes de marketing do destino, centros turisticos regionals, centros turisticos locais, associagdes de turistas. centros de conferéncia e de exibicao, sitios de Marketing mix: Hé um impacto significativo das TIC (tecnologias de informacdo & comunicago) no marketing mix (4Ps) (Middleton et al., 2009, fig. 14.1, p.260). Marketing digital: existe agora um produto customizado, individualizado, e.g. ‘© férias que podem ser concebidas e entregues de forma digital, j4 ndo dependentes de uma brochura mas abertos ao marketing experiencial virtual ~ é possivel ver imagens de lugares com webcam e ver videos online (Produto); ‘* na Internet podemos comparar precos e procurar pechinchas — por isso ha precos mais transparentes; empresas podem ajustar precos de acordo com a procura, tornando os precos mais dindmicos e flexiveis e.g. Ryanair online (Preco}; * hd novos canais virtuais que chegam ao mercado global e de forma mais répida que 0 correio tradicional (Place / Distribuicso}; © H& promocdo online baseada na permissao, interativa, instantanea ~ que acontece ‘quando 0 consumidor esta a procura de informago e no quando esta a espera do autocarro, a ler o jornal ou a ver TV que exigem boa meméria e retengdo; com a possibilidade de FAQ, mensagens por e-mail ou reservas eletrOnicas — ha possibilidade de marketing direto (Promocéo). Caso de Estudo KIVA: a kiva é uma organizaco na qual tu entras no site e tens um portfolio de pessoas que passam dificuldades , mas que trabalham, e imagina sao pastores que para continuarem a trabalhar precisam de comprar 5 ovelhas e nao tém dinheiro, eles metem Ié 0 andincio e tu mandas para la dinheiro e essa pessoa depois vai-te pagar, mas tu nunca vais receber juros. (acco humanitéria).Internacionalizaco ‘© Se o mercado interno é relativamente pequeno como no caso da Holanda, Finlandia e Portugal, a internacionalizacao é uma condicao de sobrevivéncia e crescimento. © Internacionalizar: produzir para mercados estrangeiros (ou exportando ou entdo produzindo para fora), subcontratacéo no estrangeiro, actividade de importacdo, colaboracao de conhecimento com firmas e institutos no estrangeiro (Van Geenhuizen and Ye 2012); Barreiras a Internacionalizagao: © Falta de ideias sobre oportunidades e paises atractivos; Conectar com redes e pessoas (canais); Navegar em ambientes de negécio no familiares; Lidar com barreiras de procedimento, incluindo standards de produto; Compreender o ambiente competitive Compreender oportunidades e riscos potenciais; Construir a confianca, tempo de gestéo e outros recursos para perseguir oportunidades de negécio no estrangeiro. ee eeoe Apoio para estimular e facilitar a exportacao Tipos de ap 1. Para ultrapassar barreiras e entrar em novos mercados — informagio de elevado valor, promogao de redes. 2. Apoio para construir capacidades de internacionalizacao — Tornar mais publicos 0s beneficios e programas de apoio, desenvolver RH com programas, dar ap. financeiro, como melhorar a competitividade através da internacionalizacao, entre outros. INOV Contacto: tem como objectivo principal proporcionar formacdo de qualidade para jovens diplomados num contexto internacional e para servir como um link que permite que os participantes antigos e atuais se mantenham em contacto e compartilhem informagées entre si através do uso de uma rede de conhecimento informal e uma rede de contactos internacional crescente, a network contactos. AICEP PORTUGAL GLOBAL, E.P.E — agéncia para o Investimento e Comércio Externo de Portugal, é uma entidade publica de natureza empresarial vocacionada para o desenvolvimento de um ambiente de negécios compeititve que contribua para a globalizacao da empresa. Orientagao Estratégica: 1. Orientagio Extenso de Mercado Doméstico: Firmas do tipo etnocéntrica procuram mercados onde o produto doméstico tera procura e seré aceite. 2. OrientagSo de Mercado Multidoméstica: subsidisrias adpamtam-se a mercados locais e “operam independentemente uns dos outros no estabelecimento de objectivos e planos de marketing. 3. Orientagdo de Marketing Global: hd uma estratégia de marketing global que é seguida, Ex coca-cola, intel (grupos de compradores/segmentos de mercado sao aindaidentificados, mas a estandardizago é a meta, quando eficaz culturalmente e em termos de custo. Caso: STARTV ‘© Asempresas sobrestimam de forma rotineira a atratividade de mercados estrangeiros. ‘* Ficam tdo atraldos pelo tamanho de mercados subaproveitados que perdem de vista as imensas dificuldades de serem pioneiros em territérios e muitas vezes diferentes. © O problema estd nas ferramentas analiticas que os gestores usam para fazerem julgamentos acerca de investimentos internacionais —> CPA (Country Portfolio Analysis) > CPA- técnica usada para decidir onde uma empresa deverd competir. O CPA ignora (05 custos e os riscos de conduzir negécio num novo mercado. ~ os CUSTOS e RISCOS devem-se as barreiras criadas pela distancia (andlise de CAGE) '* Neste caso a lingua foi o fator critico, porque apesar de o inglés ser a 2 \gua do pals, os telespectadores preferem ver programas na sua lingua mae. © Os gestores ou no tinham conhecimento ou ignoraram este fator cultural, caso contrério ‘0 caso poderia ter sido previsto. Sales (return) ROMII(based on sales) = g investment) Cost (market Sales xmargin Cost (marketing investment) ROMI (based on contribuitions) = Conclusions: For each euro invested on marketing | get 3.82€ in additional sales. We have 2.1€ in additional profit for each euro invested in marketing. sales of the product Shi wallet: ~~ cquct category bought by costumer base are of wallet: - oduct category bought by costumer baseHarvard Business Review OnPoint vay hbr.org IDEAS AT WorK Creating Breakthroughs at 3M by Eric von Hippel, Stefan Thomke, and Mary Sonnack Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea ‘The Idea in Practice—putting the idea to work 2 Creating Breakthroughs at 3M 10 Further Reading Alistof related materials, with annotations to guide further exploration ofthe article ideas and applications Product 6110Harvard Business Review OnPoint foeas AT Work ‘Waterproof sandpaper. Scotch tape. Post Notes, How does 3M regulary crank out breakthrough products that power its growth? How does i ensure that 30% of sales come from new products rather than relying on improvements to exsting ones? aM employs the lead userprocess—2 sys- ‘tematic way to lean from companies and Individuals who are well ahead of market tends. These people ares impatient—so much in need of the next big thing’ that they've already made tthemsehves They'e computer hackers who develop radical new software; winter mountain guides who create high-performing tens. And they far ‘outnumber any frm’ product developers Lead users—not intemal developers—hald the key to regularly generating break- ‘through products, Heres how to use them. Creating Breakthroughs at 3M The Idea in Practice J 1. LAY THE FOUNDATION Identify target markets and the kinds ofinno- vations that wil benefit your customers and your company. This gets Key stakeholders on board eat, > bample 3M needed a breakthrough: its pricey, Infection-preventing surgical crapes showed fiat growth and wouldnt sellin ess devel- ‘oped counties. To jump-start innovation ideas, the team studied infections by re- searching Berature and tering exper, fe shared learnings with management and set parametesfortypes ofnew products 2, DETERMINE THE TRENDS lncervew people with a broad view of emerg- ing technologies and leading-edge applica ‘ons inthe area youre expoting, > example: By focusing its research on doctors needs and practices in developing counties (n= cluding vst to foreign hospitals), 3M real aed itneeded to redefine ts goa Find a much cheaper and more efecive way to reventnfction om sttngand spread: ing that does not depend on antblocs—or ‘even surgical rapes? 3. IDENTIFY LEAD USERS [Network to identfy and learn fom users at the leading edge of your target and related markets. Kent innovations and ideas that right contibute to breakthrough products; assess their business potential and it with company interest. > Bample Lead users turn up in surprising places. 3M learned fom veterinary surgeons who rou- tinelyconuol infection despite dificult con- cdtions and cost constrains ie, patients wot covered with hai, ont bathe, and haveno insurance. 4, DEVELOP THE BREAKTHROUGHS Host lead user workshop. Invite several lead users, product developers, marketers, techn- caland manufacturing people fom your company, > bxample: [Ac aMS workshop, participants brain- stormed sixnew product lines and 3 redial approach to infection control. The recom ‘mendations included an “armor line for coating matical tubes with antimicrobial protection giving 3M a good shot ata $2 billion market. 5. CHANGE STRATEGY \While progressing through the lead use pro- cess, watch forthe need for sategic change. > Brame In researching the ‘armor’ ine, 3M lesined ‘that some people enter hospitals wth high susceptoly to infection; thus, doctors want to teat them before surgery. Meeting that need requied a major direction change. 3Ms management approved— impress by the teams esearch. Imple- ‘mentation is under way3 i i Companies say they want breakthrough products, but most are far more adept at making incremental improvements to existing lines. A pioneering di breakthrough thinking. IDEAS AT WorK ion at 3M successfully navigated a process that leads to Creating Breakthroughs at 3M by Eric von Hippel, Stefan Thomke, and Mary Sonnack ‘When senior managers think of product devel ‘opment, they all dream of the same thing: a steady stream of breakthrough products—the kind that will enable their companies to grow rapidly and maintain high margins. And man- agers set ambitious goals to that end, demand- ‘ng, for example, that a high percentage of sales come from products that did not exist a few years ago, Unfortunately, the development ‘groups at many companies don't deliver the ‘goods. Instead of breakthroughs they produce ‘mainly line extensions and incremental im- provements to existing products and services. ‘Andas the pace of change aceleratesin today’s ‘markets, that’s a recipe for decline, not growth. Given the imperative to grow, why can't prod- ‘uct developers come up with breakthroughs ‘more regularly? They fail primarily for two reasons. First, companies face strong incen- tives to focus on the short term. Put simply, although new products and services may be es sential for Future growth and profit, companies ‘mus fis survive today to be around tomorrow. ‘That necessity tends to focus companies strongly HARVARD BUSINESS REVIEW» SEFTEMBER-OCTOBER 1999 ‘on making incremental improvements to keep ses up and current customers—as well as Wall ‘Street analysts—happy. Second, developers simply don't know how to achieve break: throughs, because there is usually no effec- tive system in place to guide them and sup- port their efforts. ‘The later isa problem even for a company like 3M, long known for its successful innova tions Traditionally, the company’s management has fostered innovation by taking a getoutof theway attitude toward product developers Who, in tur, have worked according to the aphorism “It’s better to seek forgiveness than to ask for permission.” This relationship be- tween managers and developers has resulted in the creation of along line of profitable prod- ‘ucts, from waterproof sandpaper and Scotch ‘ape in the 19206 to Postit Notes and Thinsu- late in the 1970s. But by the midag90s, 3M's top managers were concemed that too much of the com pany’s growth was coming fom changes to ex- isting products. Breakthroughs were fewer andErie von Hippelis professor atthe Massachusers nstue of Technology's Sloan School of Management in arm bide. Stefan Thombe isan asisant professor a Harvard Business Schoolin Boston Mary Sonnack's division sclenis at 3M in St.Paul, Minnesota Sennack von Hippel and Joan ‘Chute are coauthors of@ hand book onthe lead user process that willbe published in 2000 by Oxford Univesity ress, farther between. The demands for—and the rewards from—incremental improvements spurred the company to focus on current prod- ucts. To counter this trend, management set @ Dold objective: 30% of sales would come from products that had not existed four years earlier. For the company to meet that goal, many people at 3M—senior managers, marketers, product developers, scientists—would have to change their approach to their work. Accord- ingly, some employees started becoming ac- ‘uainted with a new method for developing breakthrough products: the lead user proces. ‘The process—which makes the generation of breakthrough strategies, products and services systematic—is based on two major findings by innovation researchers, Fint, the researchers found that many com- ‘mercially important products are initially ‘thought of and even prototyped by users rather than manufacturers. (See the chart “Users as Innovators”) Second, they discov- ‘ered that such products tend to be developed by "lead users'-—companies, organizations, or individuals that are well ahead of market ‘trends and have needs that go far beyond ‘those of the average user. Those discoveries ‘wansformed the difficult job of creating ‘breakthroughs from scratch into a systematic ‘ask of identifying lead users—companies or people that have already developed elements of commercially attractive breakthroughs— and learning from them. Consider how an automobile manufacturer would apply the lead user process. I the com pany wanted to design an innovative braking system, it might start by trying to find out if ‘any innovations had been developed by groups with a strong need for better brakes, such as auto racing teams. The automaker wouldn't stop there, however. Next it would look toa re- lated but technologically advanced field where people had an even greater need to stop 4uickly, such as aerospace. And, infact, 3er0- space is where innovations such as antilock braking systems were first developed: military aircraft commands have a very high incentive to design ways to stop their very expensive ve- hicles before they run out of runway. In September 1996, a product development team in 3M's MedicalSurgical Markets Di sion became one of the first groups in the com- ‘pany to test the merits of the lead user process. ‘The team was charged with creating a break- HARVARD BUSINESS REVIEW »SEPTEMER-OCTOBER 1999, Creating Breakthroughs at 3M + Incas ar Work ‘through in the area of surgical drapes—the ‘material that prevents infections from spread Ing during surgery. By November 1997, the team had come up with a proposal for three ‘major new product lines as well as a new strat- cay that would take a revolutionary approach to treating infection. And the team may have one even more for 3M's longterm health: it persuaded senior managers that the lead user process could indeed systematize the com: pany’s development of breakthroughs. But before we turn to that story, we must ‘rst explain how this proces is different from ‘other methods of product development. Learning from Lead Users All processes designed to generate ideas for products begin with information collected from users. What separates companies is the kind of information they collect and from ‘whom they collect it. ‘Teams are usually taught to collect informa- ton from users at the center of their target ‘market They conduct focus groups and analyze sales data, reports from the field, customer complaints and requests, and so on. Then they rely on their own creative powers to brainstorm ‘their way to new ideas, Teams that follow this ‘method assume thatthe role of users isto pro- ‘vide information about what they need, and that the job of inhouse developers is to use ‘that information to create new product ideas. “The lead user process takes a fundamentally slfferent approach. It was designed to collect in- formation about both needs and solutions from, ‘the leading edges of a company’s target market and from markets that face similar problems in a more extreme form. Development teams as sume that sawy users outside the company have already generated innovations; thelr job is ‘to track down especially promising lead users and adapt their ideas to the business's needs. ‘True lead users are rare. To track them down ‘most efficiently, project teams use telephone interviews to network their way into contact, With experts on the leading edge ofthe target market. Networking is effective because peo- ple with a serious interest in any topic tend to now of others who know even more about the topic than they do—people who are fur- ther up on the “pyramid of expertise.” ‘Team members begin by briefly explaining their problem to individuals who have apparent expertise on the subject—for example, research PAGESCreating Breakthroughs at 3M + 1oras aT WoRK era irc a tar =| ‘he manufocurers that nee resto Seng them zo market S Computer Industry® systems reaching Few performance figh Chemical industry chemical processes ané Pultrusion Machinery® major putrusion processing machinery innovations Scientific instruments firstoftype systems with ileal seuctura major frictional [improvement ‘minor unctiona Iinproverents | Semiconductorfectronic Process Equipment® first of type used | Electronic Assembly? Wirestrpping and connector attachment equipment Surface Chemistry Instruments? “ne fctonal [capably ‘major functional improvements Falailty improvement. improvement ‘nino functional Improvernens| Senstviyor accuracy Picea Stiga onsen plone [HARVARD BUSINESS REVIEW + SEFTEBIER-OCTOBER 1999 | ompoge iy gceendent veto, ne ace See ‘Woeelned by cone supe. professionals in a field, or people who have writ- ten about the topic. They then ask fora referral ‘tp someone who has even more relevant know? ‘edge. t's usually not long before a team reaches lead users at the front ofthe target market. The nest ep is to continue networking until lead users are found in markets and flelds that face smllar problems but in diferent and often more extreme forms. Those people can help teams dis cover truly novel solutions to important needs that are emerging in the target market Consider how a team focused on medical imaging carried out its work. Its members knew that a major trend in this fleld was the evelopment of capabilites to detect smaller and smaller features—very earlystage tumors, for instance. The team networked to the lead- ing edge ofthe target market and identified a few radiologists who were working on the ‘most challenging medicalimaging problems. ‘They discovered that some lead users among those researchers had developed imaging in- novations that were ahead of commercially available products ‘Team members then asked the radiologists for the names of people in any field who were even further ahead in any important aspect of imaging. The radiologists identified, among ‘others, specialists in pattern recognition and People working on images that show the fine detail in semiconductor chips. ‘Lead users inthe area of pattern recognition proved especially valuable to the team. Spe- cialits in the military had long worked on computerized pattern recognition methods be- cause military reconnaissance experts had a strong need to answer questions such as, “Is ‘hat a rock lying under that tree, ori it the tip of a ballistic missile?" These lead users had de- veloped ways to enhance the resolution of the ‘best images they could get by adapting patter. recognition software. Lead users often help project teams im- prove their understanding of the nature of the breakthrough they are seeking. For ex: ample, the medicalimaging team's initial goal was to develop new ways to create better high-resolution images. But their discovery of ‘the military specialists’ use of pattern recog: nition led them to a new goal: to find en- hhanced methods for recognizing medically significant patterns in images, whether by Detter image resolution or by other means. (See the exhibit “Networking to Lead Users”)Creating Breakthroughs at 3M + loras ar WoRK It is rare for a manufacturer to simply adopt lead user innovation “as is" Instead, a new product concept that suits a manufacturer's needs and market is most often based on in- formation gained from a number of lead users and in-house developers. Some informa- tion is transferred in the course of telephone interviews or through on-site visits. More in- formation is transferred when the team hosts ‘2 workshop that includes several lead users who have a range of expertise, as well as a ‘numberof people from within the company— product developers, marketing specialists, ‘and manufacturing people. ‘Allead user workshop typically lasts two or three days. During that time, the assembled {group combines its individual insights and ex- periences to design product concepts that precisely fit the sponsoring company’s needs. In the medicabimaging example, lead users with a variety of experiences were brought to- ‘gether: people on the leading edge of med cal imaging, people who were ahead of the ‘rend with ultrahigh-esolution images, and ‘experts on pattern recognition. Together they ‘created a solution that best suited the needs of ‘the medicalimaging market and represented a breakthrough for the company. Executives at 3M charted a similar course. Diving in the Deep End 11996 Rita Shor, 2 senior product specialist in 3M's MedicalSurgical Markets Division, heard an in-house lecture on the lead user process. Shor ad been charged with develop {ng a breakthrough product for the division's surgical drapes unit, and she needed help. ‘Traditional market research was providing abundant data but could not point developers toward a breakthrough. Shor called Mary Sonnack at 3M. Sonmack— sponsored by Chuck Harstad, 3M's vice pres ‘dent of corporate marketing and Willam Coyne, senior vce president of R&D—had spent the 19941995 academic year studying the lead wer process with Exc von Hippel at MIT. Shor ‘put the problem to Sonnack in stark terms Our business unit has been going nowhere. We'e number one inthe surgical drapes mar et, but we're stagating. We need to identify new customer needs. If we don’t bring in rad cally neve ways of looking fr products, manage- ment may have litle choice but to sell off the business” After warning Shor about the high level of commitment that would be needed from team members and from senior manage- rent, Sonnack agreed to work with her. Surgical drapes are thin adhesive-backed plastic flms that are adhered to a patients Shin atthe site of surgical incision, prior to sur gery. Surgeons cut directly through these films during an operation. Drapes isolate the area being operated on from most potential sources of nfection—the rest ofthe patient's body. the Networking to Lead Users Project teams network ‘heir way up" prams of fnpertie to ety ad ‘ses and experts stim the target market and then nother ey fel ‘Themedieal maging team began by fing ‘expan medical ‘aloo who refered ‘tham to specialstsin samiconductorimag.ng ‘and patorn eecogntion Rearesukofdscusions teams goatchanged rama. HARVARD BUSINESS REVIEW »SEPTEMBER-OCTOBER 1999 PAGESCreating Breakthroughs at 3M + lotas Ar Wore people who needa new prodet ‘operating table, and the members ofthe surg cal team, But the diversity of the microbial ‘world constantly challenged this protective for ‘tes, which couldn’ cover, for example cathe- tersor tubes being inserted into the patient By the midag90s, surgical drapes were bringing 3M's MedicalSugical Markets Div- sion more than $100 milion in annual sles. ‘But the unit in charge ofthe daping business had nothad a breakthrough produc in almost a decade. Technological excellence was not the issue. In the early 19905 the division had spent ‘thre years developing technologically advanced disposable surgical gowns. The gowns would safeguard surgeons and their patents from dangerous viruses such as HIV—and keep them more comfortable—by allowing water ‘vapor but not viruses to pass through micro- scopic pinholes in the fabric. Tis teehnolog- cal and manufacturing feat, however, came to ‘the market just as managed healthcare was TheLead User Curve ‘Thecurveliustrates the shape ofa marke tend Lead usershave needs that are well ahead ofthe trend ‘overtime, more and more peopefeelthe same nee HARVARD BUSINESS REVIEW + SEPTEMRER-OCTORER 1999 taking hold in the United States. Surgeons loved the fabric, but insurers wouldn't pay for it, and sales were disappointing. In short, the division saw litle room for growth in existing markets; declining margins on existing products; and, because of the drapes’ cost, few opportunities to penetrate less developed countries. Under those circum- stances, Shor convinced senior management to ‘uy the lead ser process. A few weeks later, she and her project coleader, Susan Hiestand, had assembled a team of six people from the R&D, marketing, and manufacturing departments. ‘They all agreed to commit half their time to the project until it was completed. Looking for Lead Users “The team’s inal goal was, inessence, "Find a better type of disposable surgical draping” ‘That was admivedly nota very creative fist lirectve, but the way the problem is framed at the outset is not critical to the projec’ sue- cess. Experts and lead users are never shy about suggesting better ideas, and the evolu- tionary improvement of goals isan expected and desirable part ofthe lead user process. ‘The group spent the fst month and a half of the projet leaming more about the cause and prevention of infections by researching the literature and by interviewing expers in the fleld. The group then held a workshop with management in which they discussed all that they had leamed and set parameters for acceptable types of breakthrough products. (This work constituted the fist phase ofthe lead ser process see the sdcbar*Step by Step ‘Through the Process") For the next six weeks or so, team members focused on getting a beter understanding of important tends in infetion contol. One can- not specify what the leading edge ofa target market might be without fist understanding ‘the major trends in the heart ofthat market. Much of the team’s research at this early stage was directed at understanding what doc- tors in developed countries might need. But as the group's members asked more and more questions and talked to more and more ex pers they realized they didnt know enough about the needs of surgeons and hospitals in developing countries, where infectious diseases are sill major killers The team broke up into Pals and traveled to hospitals in Malaysia, In onesia, Korea, and India. They leamed how Pace 6‘people in ess than ideal environments attempt to keep infections from spreading in the oper ating room. They especially noted how some ‘surgeons combat infection by using cheap anti- biotics as a substitute for disposable drapes and other, more expensive measures. ‘As a result of their feld observations, the ‘team concluded that a crisis was germinating in ‘the surgical wards of developing countries. Doc Step by Step Through the Process “The lead user process gets under way winen a cross-dscplinary team is formed. Teams typically are composed coffour six people from marketing and technical departments; ane member serves as project leader. Team members usually will spend 72 095 hours per week on the projec for its duration. ‘That high level of immersion fosters cre ative thought and sustains the project's momentum. Lead user projects proceed through four phases. The lenath af each phase can vary quite abit; the 3M team spent sixmanths alone on phase 3, when it e- searched surgical conditions in develop Ing countries through on-site visits. For planning purposes, a team shoulé figure ‘on four tos weeks for each phase and ‘our to six months for the entire project. Phase: Laying the foundation. Dur- ing this inital period, the team ident fies the markets it wants to target and the type and evel of innovations desired by key stakeholders within the company. Ifthe team’s ultimate recommendations are tobe credibly received, these stake holders must be on board ear. Phase 2: Determining the trends. t's an axiom of the process that lead users are ahead of the trend, But what i the ‘rend? To find out, the team must alk to experts in the field they are explring— ‘people wha have a broad view of emerg- jing technologies and leading-edge appl ‘ations in the area being stuied. Phase 3: Identifying lead users. The team nau begins a networking process to identify and learn from users atthe leading edge ofthe target market and re- lated markets. The group's members ‘gather information that will help them Identify especially promising innova: ‘ons and ideas that might contribute to the development of breakthrough proé- vets Based on what they learn, teams also begin to shape preliminary product ‘ideas and to assess the business poten- ‘ial ofthese concepts and how they it with company interests Phase Developing the breakthroughs. “The goals to move the preliminary con- cepts toward completion, The team be- ins tis phase by hosting a workshop with several lead users, 2 half-dozen i+ house marketing ané technical people, and the lead user team itself Such work shops may asttwo or three days. During ‘that time, the participants first work in small groups and then asa whole to de sign Final concepts that precisely fitthe company’s needs. ‘After the workshop the project team further hones the concepts, determines wether they fit the needs of target- market users, and eventually presents its recommendations to senior manag- es. By that point, its proposals will be supported by solid evidence that ex plaine why customers would be willing to pay forthe new products. Although the project team may now disband, a least one member should stay involved with any concepts that are chosen for ‘commercialzation. In that way, the rich body of knowledge that was collected during the process remains useful asthe product or service families are devel: ‘oped and marketed HARVARD BUSINESS REVIEW + SEPTEMBER-OCTOBEX 1999 Creating Breakthroughs at 3M + Ioeas AT WoRK tors reliance on cheap antibiotics to prevent the spread of infection would not work in the Jong run—bacteria would become resistant to ‘the drugs. The team also realized that even if 3M could radically cut the cost of surgical rapes, most hospitals in developing countries simply would not be able to afford them. Those ‘insights led the team to redefine its goal: find a ‘much cheaper and much more effective way to prevent infections from starting or spreading ‘that does not depend on antibiotice—or even ‘on surgical drapes. ‘The team members then networked their way into contact with innovators at te leading edge ‘of the trend toward much cheaper, more effective Infection control. Asis usually the case, some of, ‘the most valuable lead users turned up in sur- prising places. For example, the team learned that specialists at some leading veterinary hos pitals were able to keep infection rates very low espite facing difficult conditions and cost con- strains. As one of the country’s foremost veteri nary surgeons explained to them, “Our patients are covered with hair, they don’t bathe, and ‘they don't have medical insurance, so the infec- ‘tion controls that we use can't cost much.” An- other surprising source of ideas was Hollywood. (One of the team members learned that makeup artists are experts in applying tothe skin mater als that don’ imitate and that are easy to remove when no longer needed. Those attributes: are very important to the design of infection con- ‘wol materials that willbe applied to the skin. ‘Asa final step inthe project, the team invited several lead users to a twoand-+halfday work shop. (Asthe sidebar “Why Lead Users Will Talk to Your Company” makes lear, the lead users! reward for participating was purely intellec- ‘ual; they all signed over to 3M any property rights that might result ftom the workshop) ‘The bold central question, which had come out fof the team’s research, was now this: “Can we find a revolutionary, low-cost approach to infec: tion control?" The participants met for several Ihours at a time in small groups; the composi ton of the groups was then changed and the ‘process continued. Some groups floundered for awhile before pulling ideas together toward the ‘end of ther sessions In others extroverted peo- ple at frst dominated the discussion; later, the Introverts warmed up and began contributing. ‘All the groups faced the challenge of navigating sea of facts and trying to unite creative ideas With technical constraints. PAGE?Im the end, the workshop generated concepts {or six new product lines and a radical new gen- eral approach to infection control. The lead user team chose the three strongest productline con- ‘cepts to present to senior management. The first recommendation was for an economy line of surgical drapes. The drapes could be made with existing 3M technology and thus would ‘ot constitute a breakthrough product, never- theless, they would be welcomed inthe increas Ingly cost-conscious developed world ‘The second recommendation was fr a “skin doctor” line of handheld devices. These devices ‘would eventually be able to do two things: layer antimicrobial substances onto a patient's skin during an operation and vacuum up blood and other liquids during surgery. The skin-doctor line could be developed from existing 3M tech- nology and would offer surgeons an important new infection prevention too. ‘The third new product proposal was for an “armor” line that would coat catheters and ‘tubes with antimicrobial protection. These ‘products could also be crested with existing 3M ‘technology, and they promised to open up Why Lead Users Will Talk to Your Company Lead user innovations generate some kind of competitive advantage. When this advantage i significant, innovating users won't want to share what they know with competing companies ot with manufacturers that would sell their ideas to competitors. Yet, most lead users are quite wiling to give detalled information to manufacturers, and ate usually willing to do so for fee. There are two basic reasons: Firs, lead users with compelling i formation often ate in other fields and Industries and would fel no competitive effects from revealing what they've done. Those lead users are generally happy to share their knowledge ‘Second, lead users develop innova tions because they need to—not as 3 source of competitive advantage. In ‘those cases, they may want to transfer their ideas toa willing supplier. For example ina lead user study de- voted to improving credtreportingser- vices, a team found that at east wo major users of such services had devel- ‘oped advanced, online creditreporting processes. One ofthe users regarded the service ithad developed 35a significant source of competitive advantage and re- fused to discuss any details withthe ‘team. The other, however, weleomed the team with open arms and fully revealed its ystem. As one manager said, We only developed this inthe frst place be cause we desperately needed it—we ‘would be happy if you developed asim lar service we could buy" Itis always good practice for lead-user project teams to tell interviewees up front that their company may have @ ‘commercial interest in the ideas being discussed, When someone hesitates to talk about his or her ideas, the interview comes to an end. Tat fres up team ‘members to move on tofind other lead ‘users who don't have such concerns. HARVARD RUSINESS REVIEW - SEPTEMBER-OCTOBER 1959, Creating Breakthroughs at 3M + Iocas ar Won ‘major new market opportunites for 3M. The company had previously focused solely on products designed to prevent surface infec- tions; the armor line would allow i toenter the $2 billion market aimed at controlling blood bore, urinary tract, and respiratory infections. Changing Strategy ‘As a project team learns from lead users, the ‘questions and answers it develops often point toward the need for strategic change. Indeed, that’s what happened at 3M. Besides unearth ing concepts for new product lines, the team. had identified a revolutionary approach to in- fection control—but developing the compe- ‘ences, products, and services that would bring that approach to market would require the division to change its strategy: ‘Until this point, the division had focused on. ‘products that were, in a sense, one size fits al Every patient, regardless of the circumstances that brought him or her there, would get the same degree of infection prevention from the same basic drapes. In the course of their research, the team ‘members learned that some people entered the hospital with a greater risk of contract- ing infection—because they suffered from ‘malnutrition, for example, or because they ‘were diabetic. Doctors thus wanted a way of tweating individual patients according to their needs through “upstream” contain- ‘ment of infections. In other words, they Wanted to treat people before surgery in order to reduce their likelihood of contract- ing disease during an operation. Should 3M move in that direction? The ‘members ofthe project team debated the wis- ‘dom of proposing a strategic change to senior ‘managers. According to one team member, "In ‘thinking about challenging the entire business strategy, we were crossing boundaries. think the lead user methodology had pushed us in that direction. It allowed us to gather and use {information ina different way than we had be- fore, and it also provided emotional support for change. Based on extensive research, we were suggesting a major change—but as a ‘team. We didn’t feel lke Jone ranger.” But not everyone on the team wanted to ‘make this last recommendation. One member ‘eared that senior management might reject all the team’s proposals if they made such a recom- ‘mendation. In the end, the team decided toThousands of Innovators Innovative product users often far out ‘number an individual company’s product Pre necionaD > nsveis de rundimento Cosi dordy, ZELE CRETE dos pas #COA-Cornny Parfoio S peauA asrnctc ainds Getta carla ar estemos Puan um meade isoa? 1 © cro do Star AV ening AMAG - 4994 Rader $S'seqmilhd MHecodo incdiano ecnings difeunts do espuode | TMS Jo Thies Sh 2°Lingua qunem ver \ BMA TA rare Lieda moe TV pon Saretile Venda conn as pace em Honcas Gt antdo) Vende cim&tp Pas a Ausina@ic & fexid? Vote gostGm cave TV Chinen Raquformente? | BS dene yostom de coane da perce? 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' WR Crs an o&d eotabshed Fiem St nengit" StolbG Supplitre for afin “Satis gic Thaunt wedhy 5 dd con Fangs Ex aniencad - We have det with Filo situation belong COMPACeNAiVe ~Moduct ac, & theenicos ex pad W eakners, Wain Stews Tn (teri bo PNG Be Cod ~ Loshionedd) No SDADvation OFF tard win cuckomers Cnet veny Clear +o Ulsumevs B Ureaucote No contauaty of aasonu8 contactO Método Lead User para o desenvolvimento de produtos alguma forma, compensador: 1) por terem As bases do conceito e como se pode aplicar POR MANUEL AU-YONG OLIVEIRA, HORTENSIA BARANDAS £ JORO JOSE PINTO FERREIRA m 1998, Eric Von Hippel, no seu livro The Sources of Inno- vation, introduz este concei- to € demonstra-o com varios exemplos. Segundo 0 Erie Von “‘ippel, a democratizacéo da inovacio sig- «sifica que ha utilizadores de produtos servigos (tanto empresas como consumi- dores individuais) que cada ver mais s30 capazes de inovar por inicistiva propria. Esta tendéncia crescente vem mudar ana- tureza das relacdes comerciais existentes no mercado, onde tradicionalmente eram ‘8 fabricantes quem detinham os proces sos de desenvolvimento e de inovacdo dos produtos. Este facto é particularmente evidente nos «Produtos/Servigos da In- formaclo» em que 08 utilizadores tém a ossibilidade de conceber grande parte ou. a totalidade do produto ou servico sem re- correrem a um fabricante. Sio disso exem- plo as conhecidas iniciativas “Software Livre” (Linux, Apache, etc.) onde uma comunidade de utilizadores desenvolveu um produto capaz de concorzer em pé de ‘gualdade com produtos inteiramente de- senvolvidos pelos fabricantes. Os utilizadores (que podem ser, também eles, empresas) que inovam, os lead users, fazem-no pot necessidade, por beneficia- rem directamente dessa inovacio; pela sua utilizagdo directa ¢ uma vez. que essa ino- vago nao existe no mercado para satisfazer ‘a sua necessidade (ou seja, no ambicionam vender a sua inovagdo mas sim usé-la), Isto 6 faze essa inovacio porque isso lhes &, de uma necessidade urgente do produto ou ‘servigo que nio esté disponivel no mercado; 2) pela difculdade que existe de transmitir esta informaggo sobre a necessidade, por ‘exemplo, para o fabricante’ Os lead users tém, assim, um conjunto de caracteristicas que 0s une, como por exemplo: esto numa posiglo que Ihes permite colocar em evidéncia e antecipar uma necessidade e retiram um elevado beneficio da sua inovacio. Sao exemplos de produtos inventados Por utilizadores e nio por fabricantes’ ¥ Snowboards Inventadas por entusiastas que queriam algo mais emocionante do que 0s esquis tradicionais podiam oferecer. » Kite surf Desenvolvido também por utilizadores ¢ pela mesma tazio que snowboard ~ gerar mais emogao. » Carrinho de bebé com rodas de bicicleta para permitir aos pais correr com o seu bebé ~ inventado por um utilizador que perce- Engenharia ds Unierscade do Ports Foro Responsive pea re sncubssdo a UPTEC oParuede Cenc elecnlogi da Unberaade de foto foteioneoeINOVACAOINSIDE ‘beu que as rodas normais de um carrinho de ‘bebe nunca aguentariam 0 esforgo envolvi- do em acompanh-lo na sua corrida, + Toxina Botulinum Tipo A Usado para ‘ratar problemas oftalmicos associados a biperactividade muscular ~ médicos uti lizadores descobriram que também eli rina rugas (da cara, por exemple). 'Nos exemplos acima descritos nfo se se- ‘guiu o caminho tradicional da inovagio em Gque o fabricante identifica as necessidades do utilizador e depois procede & satisfacio dessas necessidades, concebendo € pro- duzindo novos produtos. Esta situaglo em {que sf0 08 utilizadores quem desenvolve 08 produtos, sejam eles bens de consumo ou {ndustriais, verfica-se em diversas areas € esté a ser cada vez mais frequente. (© LUM rompe com 2 abordagem tra- dicional & inovagéo partindo da gerasio de ideias como 0 v, focus groups, visitas 20 local do cliente, conjoint analysis, entre outras. Tradicionalmente, 08 processos ide geragio de ideias sio’seguidos pela geragio de solugées, 0 que acontece tipi- camente entre 0 pessoal da empresa sem ‘a ajuda de fontes externas. A Caixa 2 ex- plica o método lead user, um proceso de quatro etapas. ( impacto da metodologia, estudado por [Riggs e Von Hippel em 1994", revela que 08 utlizadores tendem a deserwolver inova- bes funcionais, isto & que integram fun- cionalidades inteiramente novas, enquanto 0s fabricantes desenvolvem, tipicamente, ‘melhorias de conveniéncia ou de fiabilida~ de. Esta constatago reforga a ideia de que, para encontrar inovagSes radicais, 0 LUM everé ser 0 método mais indicado. UM ESTUDO CIENTIFICO COM A3M 'A3M, empresa conhecida pela sua capa~ cidade de inovar, foi oenfoque de um es- ‘tudo liderado por Gary Lilien e por uma equipa da qual fazia parte também Eric Von Hippel, que compaiou o efeito do método lead user com métodos mais tra~ dicionais. Ap6s uma pesquisa inicial (en vvolvendo uma reviséo da literatura assim como entrevistas realizadas na 3M pelos autores) varias hipéteses foram geradas € verificou-se depois cientificamente que: 4) 0 LUM leva 20- desenvolvimento de Tinhas de produtos que vendem pelo me~ nos oito vezes mais do que as linhas de produtos geradas por métodos mais tra~ dicionais; 3) Gerar ideias com lead users leva a Substancialmente mais linhas de produto principais do que se usarmos processos fe geracio de ideias sem lead users; 3) 0 ajuste a organizacio (compatibilida- de) das deias dos lead users nio é menor dio que aquele que se consegue com mé- todos mais tradicionais; 44) As ideias geradas pelo LUM sio igual- ee eR ET EET O LEAD USER METHOD (LUM) ‘Ainovagao de um bem ou servigo estimulada pelos uttizadoresIideres ou seja pelos lead uses caracterizados pelas suas expectativas, mativagao e experiéncia. Isto ¢, esperam obter te beneficios (econémicos ou pessoais) relacionados com a inovaco, oque faz com que se Sintam motivados para inovar.Devido & sua experiéncia,este tipo de utilizadores sente neces- Sidade de uma dada inovacdo mals cedo que a maior parte dos restantes utlizadores do mer- ado alvo.Ou seja, procuram solugdes inovadoras para as suas necessidades de vanguarda. ‘hss, método lead user est® alicercado nos utilizadores/ clientes que estao na vanguarda, com necessidades avancadas que procuram roprios winovatbes caselrasy Estas Inova‘ scaselras podera Sa vez, os clientes, em mass je fabricadas e comercial empresas atentas.é mitara mentalidade que estes clientes na vanguarda possuem, pois o que eles querem ésatisfazer a ua necessidade de ter urn produto capaz,fabricado sequndo as suas especince ‘Bese simultaneamente, satisfazer a sua necessidade intelectual de serem reconhecidos por sezem criativos elideves de inovacao na sua industria de eleiga0. TT 54 -excative Digest Ab 3005 ‘mente passiveis de protecgéocompater_, ‘quando comparado com outros métodos; ‘O método lead user leva a mais novida- de nos produtes gerados («mais novida- de para o mundo»), as necessidades dos clientes que satisfaz sio novas e origi- nais, ¢ leva a uma conquista de quota de mercado maior do que com outros méto- dos mais convencionais*. ‘Segundo responsaveis pela Investiga~ «0 e Desenvolvimento na 3M, no caso do Objectivo ser em particular 0 de desen- volver inovagées radicais (e nio exten- s6es incrementais das linhas de produto existentes), o LUM sera o mais indicado. ‘OLEAD USER METHOD EM PORTUGAL Segundo Peter Drucker, a inovagao (novi- dade + criaglo de valor econémico ¢ s0- ial) é fungdo, por exceléncia,doempr = dedor. Em consequéncia, o empreendewor ‘empresério ou trabalhador por contra de outrem, deve ser capaz de identificar as fontes de inovasio, as oportunidades dé inovagéo e dominar o processo de criacSo de valor. Se as fontes de inovagio so co- nhecidas ¢ estio amplamente identifica das e discutidas na literatura, 0 process pritico de encontrar oportunidades de inovacio para 0 desenvolvimento de no- vos produtos ¢ servigos mas empresas existentes ¢ para a criagio de novas em- presas est longe de ser evidente, incluin- do em Portugal. Este facto é também por nds constatado desde 2004, no process de construgio de valor realizado pelos es~ tudantes no Mestrado em Inovacao e Em- >Hy seendedorismo Tecnolégico (MIETEY. Neste curso (que dew origem formacio de'trés empresas com trabalho desenvolvi- do pelos estudantes no decorrer do proprio curso: a Ideavity, a Tomorrow Options Mi- croelectronics ¢ a Ownersmatk Polight!) foi jf inclutda na edigio de 2008/2010 2 inovagio intra-empresarial, através da in- trodugio do «Lead User Methods no seu ccurviculum®. Alargar-se-4, assim, 0 leque de competéncias dos estudantes do MIE- ‘TE, dando-lhes as ferramentas e a vivéncia rética de varios processos de pesquisa de ‘oportunidades de inovacio. Serd lugar comum referir a importancia de criar vantagem competitiva através da inovagdo. As novas empresas, saidas mui- ‘as veres das Universidades, s30 resulta- dos importantes do esforco da valoriza- ~ yeconémica e social do conhecimento roduzido na Universidade, mas também da motivacdo e empreendedorismo dos seus estudantes: Existe, no entanto, um quenas e médias empresas assegurando 0 uenas e médias empresas assegurando o_ emprego de um muito elevado numero de eS8oas que, nesta metodologia, podem sncontrar uma oportunidade para condur rocesso de inovagao € colocar 10 mercado" produtos préprios «Inova dores, reduzindo assim a dependéncia da empresa da subcontratacio externa, Sera ‘este contexio demise ave Po ‘a aproximagao entre as empresas ea Uni- vversidade, havendo a ligacio a project como 0 MIETE e a metodologias como 0 lead User Method», que podera ajudar2 na OLUM: UM PROCESSO DE QUATRO ETAPAS Em dots trabalhos distintos Von Hippel Churchill eSonnack (rum fiz inttula- do Breakthrough Products with Lead User Research da Oxford Universit Press) Von Hippel Thomikee Sonnackfalam sobre urn piacessode quatro ctapas para geraridetas, ‘Dlecionando-se necessidades esohucdesde Jead users. > GERAR METAS Forma-se a equipa interdis: Ciplinar nesta fase. Composta por tiés a cinco essoas experienites, do marketing e outros de. partamentos técnicos, SerSo abordadas ques: tes como «Qual 0 mercado alvo?s: «Qual éo a deseiada ~ radical» > PESQUISADETENDENCIAS Nesta etapaiden- tificamse ¢ entrevistam se peritos no campo onde se quer inovar (pessoas com uma pers Pectiva alargada de tecnologias emergentes) Procede-se a seleccdo de tendéncias importan 4s nex; levera do dispositive, modularidade -do-pioduta,ctc),Uma ver eleita a tendéncia a studar é dado inicio a pesquisa de lead users 1) NETWORKING DE PIRAMIDE Este é um pro ccedimento unico eligado somente ao proces- so de pesquisa de lead users. Como queremos ‘dentifcare aprender com utizadoresna van concutee? BO Vinh 8S OS|e Qymo ohowsson © abigme? 3y'5 ) 2 utige- ciclo doido do consuni det cody ale a dat Ce wk 7 gece Fo omrcuct vtyont undien nabalhan vm hits (2A (Co pana deamnChara, Oh. 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