product case study innovation

Ten Types of Innovation: 30 new case studies for 2019

If you’ve followed my work for a while, you’ll know that I’m a big fan of the Ten Types of Innovation, a framework developed by Doblin (now a part of Deloitte).

I previously listed it as the #2 innovation framework you should be using.

And with good reason. I have used it frequently with clients to get them to think beyond innovating their product , which becomes harder, more expensive and less differentiating over time.

However, what I have found in recent workshops is that since it was originally published in 2013, some of the case studies and examples in the book already come across as out of date. That’s how rapidly the world is changing.

So here, I present three new more recent case studies for each of the Ten Types of Innovation, along with an outline on what each of them represents. Try and see which of these examples you would also suggest touch on more than one of the Ten Types, and let me know in the comments below:

1) Profit Model: How you make money

Innovative profit models find a fresh way to convert a firm’s offerings and other sources of value into cash. Great ones reflect a deep understanding of what customers and users actually cherish and where new revenue or pricing opportunities might lie.

Innovative profit models often challenge an industry’s tired old assumptions about what to offer, what to charge, or how to collect revenues. This is a big part of their power: in most industries, the dominant profit model often goes unquestioned for decades.

Recent examples:

• Fortnite – Pay to customise: This Free-to-Play video game by Epic Game Studios is currently one of the most popular and profitable games in the world. Unlike other “freemium” games which incentivise people to spend money to speed up progression, Fortnite is completely free to progress and people only need pay if they want to unlock cosmetic items which don’t affect gameplay but act to personalise their characters.
• Deloitte – Value sharing: Professional Services firm Deloitte is the world’s largest Management Consulting firm and still growing. They noticed a desire from their clients for assurance that the advice they were being given and transformation projects which Deloitte was running would actually succeed. As a result, Deloitte has begun trialling projects where instead of their fee being based just on Time and Materials, they will also share in value delivery, where additional bonus payments are only activated if previously-agreed performance metrics are successfully met.
• Supreme – Limiting supply: While most companies want to get their products in to the hands of as many people as possible, Supreme has built a cult following through deliberately forcing scarcity of its products. The streetwear clothing retailer announces limited items which will only be available from a specific day when they “drop”, and once they are sold out, that’s it, unless you want to pay huge markups for a second-hand item on eBay. Their red box logo is now so collectible and desirable that the company is able to sell almost anything by putting the logo on it for a limited time only. Case in point: you can find official Supreme Bricks (yes, like the ones used to build houses) which are still selling on eBay for $500.

Supreme’s limited quantity releases often lead to people queuing overnight

2) Network: How you connect with others to create value

In today’s hyper-connected world, no company can or should do everything alone. Network innovations provide a way for firms to take advantage of other companies’ processes, technologies, offerings, channels, and brands—pretty much any and every component of a business.

These innovations mean a firm can capitalize on its own strengths while harnessing the capabilities and assets of others. Network innovations also help executives to share risk in developing new offers and ventures. These collaborations can be brief or enduring, and they can be formed between close allies or even staunch competitors.

Recent Examples:

• Ford & Volkswagen – Developing Self-driving cars: As two of the world’s largest car-makers, Ford and Volkswagen are competitors on the road. However, in 2019 they announced a partnership to work together to develop technology for self-driving cars and electric vehicles which would be used in both company’s fleets of the future. While Ford brings more advanced automated driving technology, Volkswagen was leading in electric vehicles. Through the combined venture called ARGO, both firms can spread their R&D spending across more cars, while both developing competing products.
• Microsoft – launching on competitors platforms: Since new Microsoft CEO Satya Nadella has taken over, he has changed the innovation ethos of the company. Whereas previously Microsoft was a product-first company who tried to eliminate competing products and customers should stay within the company’s ecosystem, Nadella has shifted the mindset to a service company where their products should be accessible to customers should be able to access the products in whichever way they prefer. As a result, products such as Office 365 are now available in any web browser, as well as on the mobile marketplaces of Google’s Android and Apple’s IOS, previously seen as competitors.
• Huawei – Leveraging celebrity endorsement: Until recently, “high-quality smartphone” made people think of companies like Apple (USA), Samsung and LG (South Korea). Brands from China were often seen as competing on price but suffering from lower build quality and a lack of innovation. So in order to raise their profile in Western markets, Huawei has invested heavily in celebrities to endorse their flagship phones, such as Scarlett Johanssen, Lionel Messi, Henry Cavill and Gal Gadot. This initial investment raised brand name recognition, to the stage where it is now focusing marketing more towards features and functionality.

Huawei has paid Lionel Messi millions to endorse their brand

3) Structure: How you organize and align your talent and assets

Structure innovations are focused on organizing company assets—hard, human, or intangible—in unique ways that create value. They can include everything from superior talent management systems to ingenious configurations of heavy capital equipment.

An enterprise’s fixed costs and corporate functions can also be improved through Structure innovations, including departments such as Human Resources, R&D, and IT. Ideally, such innovations also help attract talent to the organization by creating supremely productive working environments or fostering a level of performance that competitors can’t match.

• Perpetual Guardian – Four-day working week: This small financial advisory firm in New Zealand trialed moving to a four-day working week, giving their staff an additional free day each week as long as they got their outputs done. As a result, they found people adjusted their working rhythm to achieve the same outcomes in 20% less time , while also resulting in more satisfied employees.
• Netflix – Unlimited Vacations: In order to drive their breakneck growth, Netflix reviewed their formal HR policies to see what processes were getting in the way of people doing their best work. They discovered that most bureaucratic processes which slowed down high performing individuals were in place to only handle situations where a low-performance individual would do something wrong. As a result, they scrapped most formal HR policies to free people to work in their own ways to benefit the company, summarised in their “Freedom and Responsibility” culture document, including allowing staff to take as many vacation days as they felt they needed to produce their best work.
• WeWork – Leveraging other companies’ hard assets: WeWork’s business model revolves around providing affordable office rentals for entrepreneurs and companies, fitting a lot of tenants into the same space by offering co-working areas. In order to rapidly deploy new working spaces and attract customers, WeWork started using a system called rental arbitrage, where they would rent commercial space, create a ready-to-use coworking setup, and then rent this space to customers. By not having to spend CAPEX on purchasing the buildings themselves, they were able to rapidly expand with lower overhead.

Netflix allows staff to take unlimited vacation days

4) Process: How you use signature or superior methods to do your work

Process innovations involve the activities and operations that produce an enterprise’s primary offerings. Innovating here requires a dramatic change from “business as usual” that enables the company to use unique capabilities, function efficiently, adapt quickly, and build market–leading margins.

Process innovations often form the core competency of an enterprise, and may include patented or proprietary approaches that yield advantage for years or even decades. Ideally, they are the “special sauce” you use that competitors simply can’t replicate.

• Tesla – Vertically integrated supply chain: Tesla’s electric cars require huge packs of EV batteries, made of thousands of lithium-ion cells. Until recently, the lack of demand for electric vehicles meant that companies had not invested in battery technology development, resulting in prices remaining high and making the cost of cars prohibitively more expensive than their gasoline counterparts. Tesla invested in a massive gigafactory to produce the newest battery packs themselves, and the economies of scale, as well as not paying markups to manufacturers, are estimated to save them 30% of the cost of the batteries.
• Amazon Web Services – opening internal technology to third parties: When Amazon Web Services initially launched in 2006 , it effectively launched the cloud computing market, allowing external companies to not just host webpages but run code and calculations at a fraction of the cost of building their own server network. Since then, Amazon has continued to develop new technology it would use for its own services, such as artificial intelligence, image recognition, machine learning, and natural-language processing, and later make this technology available to their customers.
• AliExpress – Making everyone a Shop Owner: AliExpress is one of the world’s largest eCommerce sites, and serves as a commercial storefront for thousands of Chinese companies, allowing you to purchase everything to phone cases to forklifts. However, AliExpress also allows the platform to handle purchases as listed on external storefronts using a system called drop-shipping, where anyone can set up their own store, sell someone else’s products (but to customers it looks like they are coming from the seller) and then have those manufacturers send the product directly to the customer.

Tesla’s Gigafactory is the world’s largest building

5) Product Performance: How you develop distinguishing features and functionality

Product Performance innovations address the value, features, and quality of a company’s offering. This type of innovation involves both entirely new products as well as updates and line extensions that add substantial value. Too often, people mistake Product Performance for the sum of innovation. It’s certainly important, but it’s always worth remembering that it is only one of the Ten Types of Innovation, and it’s often the easiest for competitors to copy.

Think about any product or feature war you’ve witnessed—whether torque and toughness in trucks, toothbrushes that are easier to hold and use, even with baby strollers. Too quickly, it all devolves into an expensive mad dash to parity. Product Performance innovations that deliver long-term competitive advantage are the exception rather than the rule.

• Gorilla Glass – Changing chemistry to improve smartphone durability: Gorilla Glass by Corning was listed as one of the original Ten Types by becoming scratch resistant. I have included it again for how it has changed the properties of its glass based on customer feedback each year. In 2016, version 5 of the glass was designed to resist shattering when dropped from 5+ feet, dubbed “selfie height” drops. However, after discussing what properties their customers wanted, by 2018 version 6 was no longer trying to resist shattering when dropped from a height once, instead the chemistry and manufacturing process had been changed to make it resistant to cracking after 15 drops from a lower height (1 meter, or a “fumble drop from your pocket”). I love this example of innovation as the product performance doesn’t just try to become “ better ” by resisting one drop from a higher height than last year, instead figuring out what really matters to customers and delivering that.
• Raspberry Pi – full PC for $35: The original Rasperbby Pi was developed by a UK charity to make a simple yet expandable computer which was affordable enough for everyone. Their credit-card sized PC may look bare-bones (it comes without a case and is effectively an exposed circuit board), yet it contains everything which someone needs to run a Linux operating system, learn to program and even connect it with external sensors and peripherals to make all manner of machines. The latest version 4 is now powerful enough to serve as a dedicated PC, all for a price so low you can give it to a child to tinker with without fear of it being broken.
• Lush Cosmetics – Removing what people don’t want anymore: As people become more aware of their impact on the environment, customers are demanding that customers do more to reduce the amount of plastic packaging their products use which could end up in landfill or the ocean. Lush Cosmetics was an early pioneer in bringing packaging-free cosmetics to scale, offering some of their packaging-free products like shampoo bars and soaps in dedicated packaging-free stores .

Giving children a cheap PC like the Raspberry Pi to learn and experiment on

6) Product System: How you create complementary products and services

Product System innovations are rooted in how individual products and services connect or bundle together to create a robust and scalable system. This is fostered through interoperability, modularity, integration, and other ways of creating valuable connections between otherwise distinct and disparate offerings. Product System innovations help you build ecosystems that captivate and delight customers and defend against competitors.

• Ryobi – One battery to rule them all: While handheld tools have had rechargeable batteries for decades now, Ryobi’s innovation was designing the modular One+ battery which could be used with over 80 different tools. Not only was this convenient for customers who needed fewer batteries overall for multiple uses, it also encouraged someone to buy into the Ryobi tool ecosystem once they had previously purchased one tool and battery set.
• Zapier – making APIs easy: Many web-based applications nowadays have an Application Programming Interface (API) which allows them to share data with other services. However, this often requires complex coding from the developers, and repeated effort to integrate with multiple different APIs. Zapier acts as a middleman for data, providing ready-made actions and API integrations between popular web services, allowing customers to automate certain activities every time a specific event happens.
• Airbnb – Expanding into experiences: Airbnb built their business on allowing everyday people to sell accommodation in their homes to strangers. Now the company has begun offering complementary services to people visiting new places through Experiences . These experiences are also sold by local guides, and allow guests to try things they would otherwise not have known about in addition to staying somewhere new.

Ryobi One+ battery powers multiple different tools

7) Service: How you support and amplify the value of your offerings

Service innovations ensure and enhance the utility, performance, and apparent value of an offering. They make a product easier to try, use, and enjoy; they reveal features and functionality customers might otherwise overlook, and they fix problems and smooth rough patches in the customer journey. Done well, they elevate even bland and average products into compelling experiences that customers come back for again and again.

• Kroger – Smartphone grocery scanning: US retail giant Kroger has been trialing a new smartphone app which allows shoppers to scan items as they shop, and then skip checking out altogether. Using the Scan, Bag, Go app, a customer will scan each item as they pick them up and place them into whatever bag they want, and once they are done, they can simply pay using the app and leave. This prevents shoppers having to wait in checkout lines and gives them an overview of their running total as they go, and also allows the supermarket to entice shoppers by sending coupons and offers directly to them.
• PurpleBricks – bringing real estate online: Estate Agents have a poor reputation for treating both sellers and buyers, especially for the amount they charge relative to the service they provide. PurpleBricks was one of the first online-only estate agents , where they could charge a significantly lower fee if the seller chose to complete some of the service processes themselves, such as showing the home to potential buyers. The firm can provide additional services for additional charges.
• Meituan Dianping – providing one app for all the services you want: As Fast Company’s 2019 Most Innovative company , Meituan Dianping provides a platform for Chinese consumers to purchase a variety of services. Known as a transactional super-app, you can use the app to book and pay for food delivery, travel, movie tickets and more from over 5 million Chinese small and large merchants.

Scan your own groceries with the Scan-Bag-Go app

8) Channel: How you deliver your offerings to customers and users

Channel innovations encompass all the ways that you connect your company’s offerings with your customers and users. While e-commerce has emerged as a dominant force in recent years, traditional channels such as physical stores are still important — particularly when it comes to creating immersive experiences.

Skilled innovators in this type often find multiple but complementary ways to bring their products and services to customers. Their goal is to ensure that users can buy what they want, when and how they want it, with minimal friction and cost and maximum delight.

• Dollar Shave Club – Direct to your door: Razor Blades have always been high-margin products, and Gillette was one of the original innovators by giving away the razor handle to make money on the subsequent razor blade sales. Dollar Shave Club has taken a different approach, by reducing the cost of each set of blades, but having people join a subscription service where blades are delivered to them automatically. While the margin on each set of blades is lower than retail, the subscription model has provided steady, predictable revenue for the company, to the extend that subscription boxes can now be found for almost any consumable product.
• Zipline – Blood Delivery for remote areas: In hospital settings, getting fresh blood can a matter of life and death. Unfortunately, many Sub-Sharan African countries don’t have road infrastructure suitable for quickly delivering blood between hospitals or storage locations. This is why Zipline has developed a simple, reliable drone network where hospitals in Rwanda and Ghana can order fresh blood from a central processing area and receive it within an average of 15 minutes, rather than the hours or days it would take using conventional transportation.
• 3D Printers – produce whatever you need at home: Instead of a single company, the industry of 3D printers is slowly beginning to change the way in which consumers get simple tools and parts. By downloading schematics from the internet (or designing their own), people owning a 3D printer now no longer to go to a retail location or order the parts they need. In commercial settings, this is also speeding up how quickly companies are able to prototype new ideas and designs, waiting hours rather than days or weeks.

zipline blood drone innovation

9) Brand: How you represent your offerings and business

Brand innovations help to ensure that customers and users recognize, remember, and prefer your offerings to those of competitors or substitutes. Great ones distill a “promise” that attracts buyers and conveys a distinct identity.

They are typically the result of carefully crafted strategies that are implemented across many touchpoints between your company and your customers, including communications, advertising, service interactions, channel environments, and employee and business partner conduct. Brand innovations can transform commodities into prized products, and confer meaning, intent, and value to your offerings and your enterprise.

• Gillette / Nike – being willing to lose customers who don’t align with purpose: I have combined both Gillette and Nike into this example of brand innovation since they have both recently aligned their brands to a purpose (social and political), which has been positively welcomed by some people but has resulted in hatred from other groups. Nike began by making former NFL Quarterback Colin Kaepernick the face and voice of one of their advertising campaigns. Kaepernick rose in prominence when he refused to stand during the national anthem before his games, his way of protesting the police brutality and inequality towards his African American community. This led to some people claiming he was disrespecting the American Flag, and therefore what the flag stands for. When his advert launched, a vocal minority took to social media to upload videos of themselves saying that Nike no longer aligned with their values, and they burned their shoes, vowing to never buy Nike again. Similarily, Gillette came out with a commercial urging all men to be “The best a man can be”, by pushing aside previously ‘masculine’ traits like bullying, chauvinism or fighting, and showing children how a modern man should behave. As soon as the ad was released online, many media outlets praised its message, but it brought the wrath of angry men who claimed that the razor manufacturer shouldn’t tell them what to think or how to behave, how they would never buy the products again, and how the world was becoming too politically correct, with women and minorities getting preferential treatment over white men. The advert quickly became one of the most disliked videos on Youtube, and even my commentary about the innovative message (seen in the video below) had the comments section covered by hate-filled messages. What both Nike and Gillette realised was that if they wanted to align with positive, progressive messages and values (which align with their target demographic of the future), then they would risk upsetting and alienating the proportion of their current customer base who didn’t share those views. In both cases, these were decisions that would have been signed off by all levels in the company, through marketing, sales, legal and the board, and the brands will be stronger in the future because of it.
• Burberry – modernising a classic brand: Burberry had built its luxury fashion reputation by aligning itself with the British Aristocracy, and its famous chequer patterned fabric was iconic. However, when trying to modernise and make the brand “sexy” in the early 2000s, a misstep happened when the luxury house began to license the chequered fabric, resulting in it becoming a status symbol and desired motif for a different social group: the British “Chavs” (rough, lower class and sometimes aggressive). This poisoned the once iconic brand in the eyes of their intended luxury clientele. In order to survive, the company and brand embraced innovation , by becoming one of the first fashion houses to redesign their website to be mobile-optimised, aligning their store layout to mirror the website, highlighting young British talent and livestreaming content and fashion shows. Most importantly, they moved away from the iconic chequer pattern in their fashion designs, where it is now limited to less than 10% of products.

10) Customer Engagement: How you foster compelling interactions

Customer Engagement innovations are all about understanding the deep-seated aspirations of customers and users, and using those insights to develop meaningful connections between them and your company.

Great Customer Engagement innovations provide broad avenues for exploration and help people find ways to make parts of their lives more memorable, fulfilling, delightful — even magical.

• REI – closing their stores on the busiest shopping day: Outdoor equipment retailer REI had begun closing its doors on Black Friday , traditionally one of the busiest shopping days of the year. They claim they are doing this to Eddie their customers to actually get outdoors and use their equipment, rather than queuing for discounted material goods.
• Peloton – bringing the gym into the home: Many people benefit from going to joint gym classes because the sense of a group working toward is goals together with a coach is more powerful than trying to exercise by yourself. Peloton makes exercise equipment with built-in screens, powered by a subscription to live and on-demand classes. It’s like being part of a workout group with the benefits of being at home.
• NBA – bringing the fans into the action: The NBA had invested heavily in innovation to make their sport more immersive. From live analytics and player statistics, new ways to watch like VR video, and official video game players for each team, they are finding new ways to bring basketball to the next generation, while making it even more exciting for existing fans.

Peloton brings exercise classes into the home

There we go, a new set of 30 examples of the Ten Types of Innovation.

If you found some of these examples interesting, please share the article.

Can you think of any more good examples? Let me know in the comments below.

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great examples! I now feel inspired to innovate in my entrepreneurial project. Thank you ?

Greetings from Mexico

Excellent work!

They’s very interesting. Do you have the solutions of some of recent examples?

My university has taken pretty much everything from here, poorly rephrased a few things and have delivered it to us, the student, as an entire weeks worth of content. Maybe i should be paying my fees here…

Bachelor of business student Australia

Very interesting. Which course was it being used for?

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Product Case Studies: Examples and Best Practices for Success

Discover the power of product case studies with our comprehensive guide.

Posted May 15, 2023

Product case studies are an important tool that businesses use to showcase their products and demonstrate their value. They are especially crucial for companies that have innovative and complex products that require explanation and demonstration to potential customers. A product case study can help potential customers to understand a product's features, benefits, and the results they can expect when using it. In this article, we will explore the importance of product case studies, how to identify the right products for case studies, tips for creating compelling case studies, and best practices for promoting them.

Why Product Case Studies are Important for Businesses

Product case studies provide businesses with a platform to showcase their products in a real-life scenario and demonstrate how they solve customers' problems. By doing so, businesses can communicate the value of their products to potential customers and build trust with them. According to a study by MarketingSherpa, 71% of B2B buyers read case studies during their decision-making process, making them a highly effective marketing tool. Case studies provide social proof and credibility that inspire others to use the product and generate leads. Additionally, product case studies can be repurposed into blog posts, website pages, social media posts, and email marketing campaigns, giving businesses an ongoing source of content to engage their audiences.

How to Identify the Right Products for Case Studies

The first step in creating a successful product case study is identifying the right product to showcase. The ideal product is one that solves a problem that your ideal customer faces, has unique features that set it apart from competitors and generates positive results. It's important to consider the availability of resources, such as time, budget, and personnel. You also need to assess how representative the product is of your business's value proposition and goals. Finally, consider the potential impact of the case study and how well it aligns with the target audience's interests.

Tips for Choosing the Best Format for Your Product Case Study

The format of your product case study will depend on the product, audience, and objective of your study. Common formats include written case study, video case study, podcast case study, and presentation format. The chosen format should match the objectives of your study, the target audience's preferences, and your available resources. The format should be well-designed, clear, persuasive, and include all relevant information that the reader or viewer needs to know about the product.

Elements of a Compelling Product Case Study

Effective product case studies share certain elements that make them compelling to readers and viewers. The elements include the background of the company and customer, the problem or pain point that the customer faced, the solution offered by the product, the implementation and usage of the product, and the results achieved by the customer. A good product case study should be well-structured, engaging, and informative. It should have a clear and concise message, a call to action, and be supported by data and quotes from the customer or expert.

Steps to Creating a Successful Product Case Study

The process of creating a successful product case study encompasses various steps that businesses should undertake. The first step is to identify the product, identifying the customers who use it and their needs. The second step is to collect data by researching, interviewing customers and experts. The third step is to create a structure or outline that guides the case study, including the key elements mentioned above. The fourth step is to draft the case study, edit it, and get feedback from customers and experts. Finally, businesses should promote the case study to their ideal audience through multiple channels.

Real-life Examples of Successful Product Case Studies

There are numerous examples of successful product case studies that businesses can use to inspire their strategies. One example is the Dropbox case study, a written case study that showcases Dropbox's product's integration with other services, cost savings for businesses, and customer feedback. Another example is the Hubspot case study, a video case study that focuses on the customer's business challenges, the solution, and the results achieved by their partnership with Hubspot. These case studies are well-written, engaging, and informative, providing valuable insights for potential customers.

How to Measure the Success of Your Product Case Study

After creating and promoting a product case study, it's essential to track its success to improve future strategies. Metrics such as the number of views, engagement, clicks, leads generated, sales, and customer retention rate can provide insights into the case study's effectiveness. Additionally, reviewing customer feedback such as testimonials, ratings, and reviews can give businesses valuable insights into the impact their product case study had on customers.

Best Practices for Promoting Your Product Case Studies

After creating a product case study, it's critical to promote it to reach your ideal audience effectively. Best practices for promoting your product case studies include using multiple channels such as social media, email marketing campaigns, press releases, website pages, blog posts, and paid advertising. Additionally, segmenting the audience based on their interests and preferences can increase engagement and lead generation. Finally, businesses should measure and analyze the metrics to adapt their strategies based on the case study's feedback.

Common Mistakes to Avoid in Creating Product Case Studies

Creating compelling and effective product case studies can be challenging, and it's essential to avoid common mistakes that can hinder their impact. Common mistakes include failing to target the right audience, not having a clear message or value proposition, making the case study too sales-oriented, or lacking concrete data and statistics. It's crucial to have a thorough understanding of the product, the customers, and their needs, and providing an objective evaluation of the results to avoid these pitfalls.

How to Use Customer Feedback in Your Product Case Studies

Customer feedback is an essential source of insights for businesses that want to create engaging and effective product case studies. The feedback can be collected through customer satisfaction surveys, interviews, and reviews. By incorporating customer feedback in product case studies, businesses can improve the credibility of the study, provide social proof and build trust with potential customers. Additionally, customer feedback can help businesses to improve their products, services, and marketing strategies based on customer needs and preferences.

The Role of Storytelling in Creating Effective Product Case Studies

Storytelling is a powerful tool in creating compelling and persuasive product case studies. By telling the customer's story, businesses can connect emotionally with potential customers and demonstrate the benefits, value, and relevance of the product. Storytelling can also make the case study more engaging, memorable, and relatable. The story format can help simplify complex concepts and make it easier for customers to understand the product's features and benefits.

Tips for Conducting Interviews with Customers and Experts for Your Product Case Study

Conducting interviews with customers and experts is a crucial step in creating accurate and informative product case studies. Tips for conducting successful interviews include preparing a structured agenda or script, identifying the right experts and customers, asking open-ended questions, listening actively, taking detailed notes, and following up after the interview. By conducting thorough and well-prepared interviews, businesses can gather valuable insights, quotes, and data that can help shape the product case study effectively.

How to Incorporate Data and Statistics in Your Product Case Study

Data and statistics can provide valuable insights that justify the value and impact of the product being showcased in the case study. When incorporating data and statistics in a product case study, it's essential to use credible and reliable sources, present the data in a clear and concise format, and link the data to the customers' needs and challenges. Data and statistics can also help businesses to identify trends and patterns in their customer behavior and preferences, leading to better marketing strategies and product development.

The Benefits of Using Video in Your Product Case Study

Video is a powerful and engaging format that can increase the impact and reach of product case studies. Video case studies can offer a more immersive and engaging experience for potential customers, allowing them to see the product's features, benefits, and value in action. Video case studies can also be easily shared across multiple social media platforms, generating greater brand awareness and recognition. Additionally, video case studies can provide visual data, graphs, and diagrams that can be more impactful than written or spoken testimonies.

How to Leverage Social Media to Amplify your Product Case Study

Social media is a powerful tool that can be used to amplify the reach and engagement of product case studies. Tips for leveraging social media include identifying the right social media platforms, creating shareable content that resonates with the audience, using relevant hashtags, tagging influential people in the industry, and promoting the content to targeted audiences. Social media can also be used to generate feedback, encourage testimonials, and gain insights into customers' views and opinions.

The Importance of A/B Testing in Optimizing your product case study

A/B testing can provide valuable insights into how potential customers interact with product case studies and what elements are most persuasive. A/B testing involves creating two versions of the product case study, each with a slightly different element, such as colors, headlines, or calls to action. By measuring how customers interact with each version, businesses can identify which elements are most effective and optimize the case study accordingly. A/B testing can lead to increased engagement, conversion rates, and customer satisfaction.

Best practices for collecting qualitative data through surveys and interviews

Collecting qualitative data through surveys and interviews is a valuable source of insights for product case studies. Best practices for collecting qualitative data include creating a structured interview process or survey, identifying the right questions, avoiding leading questions, listening actively, encouraging detailed responses, and using open-ended questions. Additionally, businesses should ensure confidentiality and anonymity to encourage honest and objective feedback from customers and experts.

Top mistakes businesses make when creating product case studies

Creating effective and compelling product case studies can be challenging, and businesses can make common mistakes that can hinder their impact. Common mistakes include not targeting the right audience, failing to have a clear message or value proposition, making the case study too sales-oriented, and lacking concrete data and statistics. It's crucial to have a thorough understanding of the product, the customers, and their needs, and providing an objective evaluation of the results to avoid these pitfalls.

The role of branding in creating an effective product case study

Branding plays a crucial role in creating an effective and persuasive product case study. The case study should reflect the brand identity and voice, including logos, fonts, and colors. It should also align with the target audience's preferences and interests and embody the brand's values, mission, and vision. An effective product case study should differentiate the brand from competitors and communicate the unique selling proposition. Lastly, brand consistency should be maintained across all channels and formats used to promote the case study.

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Unraveling Product Management Success: In-Depth Analysis of 10 Case Studies

• August 25, 2023
• product management

Product management, a dynamic blend of creativity and strategy, shapes groundbreaking innovations from abstract ideas. There’s no better way to comprehend this intricate dance than by diving into real-world case studies. In this blog, we emba rk on a journey through ten illuminating case studies, dissecting each phase and challenge that architects product management triumphs. From monumental missteps to resounding victories, each case study forms a mosaic of insights, demonstrating the path from ideation to market supremacy. These insights are further enriched as we link them to frameworks rooted in product management, product marketing , and strategic innovation.

These case studies illuminate the intricate art and strategic science of product management. Each story narrates a journey through innovation, iteration, user-centricity, and strategic adaptability, underpinned by frameworks integral to product management, product marketing, and strategic innovation. From empathetic design to responsive data-driven decisions , these studies form a compendium of strategies that drive product success. Whether in the realm of technology, travel, or consumer goods, the essence of product management resonates across diverse landscapes. As we navigate through these case studies in simple steps, we glean insights that guide both budding enthusiasts and seasoned professionals through the labyrinthine corridors of innovation, igniting the spark for the next wave of transformative products.

Key Takeaways:

• Understanding customer needs drives innovation, evident in Apple’s iPhone and Airbnb’s personalized experiences.
• Strategic frameworks like Lean Startup (Tesla’s Model 3) and Blue Ocean Strategy (Airbnb) guide successful evolution.
• User feedback refines products, seen in Facebook’s News Feed redesign and Uber’s pricing strategy.
• Balancing innovation with familiarity propels mass adoption, exemplified by Tesla’s Model 3.
• Data shapes effective strategies, illustrated by Google’s algorithms, Netflix’s personalization, and Uber’s pricing approaches.

Case Study 1: Apple's iPhone - Orchestrating Innovation

Step 1:  Market Gap Analysis and Opportunity Identification (Problem-Solution Fit)

Apple’s iPhone journey began by identifying a yawning market gap: consumers desired an all-in-one device. This echoes the Problem-Solution Fit framework, encapsulating the essence of understanding customer pain points and providing tailor-made solutions.

Step 2:  Design Thinking and Iterative Prototyping (Design and Development)

Apple’s iterative approach to iPhone design embodies Design Thinking. By empathizing with user needs, ideating features, and rapidly prototyping, they ensured a product that resonated with real-world usage.

Step 3:  Agile Development and Rapid Testing (Agile Methodology)

Agile development was pivotal in iPhone’s realization. Frequent feedback loops, incremental development, and rapid testing aligned with Agile’s core principles, allowing Apple to pivot based on real-time insights.

Step 4:  Branding and Storytelling (Product Marketing)

Apple’s iconic iPhone launch wasn’t just about a product; it was a masterclass in storytelling. Their branding prowess and emotive narratives exemplify Product Marketing’s essence – conveying a product’s value through relatable stories.

Step 5:  Continuous Enhancement and User-Centric Iteration (Lean Startup)

Post-launch, Apple’s commitment to user-centricity mirrored the Lean Startup approach. Regular updates, user feedback incorporation, and iterative refinements transformed the iPhone into a product that evolved in tandem with user needs.

Case Study 2: Netflix's Content Personalization - Algorithms in Action

Step 1:  Data-Driven Insights and Customer Segmentation (Market Segmentation)

Netflix’s content personalization was sparked by data-driven insights, forming the foundation of effective market segmentation. The case study aligns with the principle of understanding diverse user segments and tailoring experiences accordingly.

Step 2:  Machine Learning and AI Integration (AI and Machine Learning)

Netflix’s predictive algorithms personify the integration of AI and Machine Learning. These algorithms, fueled by user data, offer personalized content recommendations at scale, showcasing the power of AI-driven personalization.

Step 3:  User-Centric Interface and Gamification (User Experience Design)

By designing a user-centric interface and incorporating gamification elements, Netflix amplified the User Experience Design philosophy. Their approach resonates with making interactions intuitive, engaging, and aligned with user preferences.

Step 4:  Feedback Loops and Agile Improvement (Agile Framework)

Netflix’s iterative enhancement process is an embodiment of the Agile framework. By encouraging user feedback, promptly adapting based on insights, and iteratively enhancing the platform, they embraced Agile’s ethos of flexibility.

Case Study 3: Tesla's Model 3 - From Vision to Mass Market

Step 1:  Disruptive Innovation and Blue Ocean Strategy (Disruptive Innovation)

Tesla’s Model 3 journey echoes the Disruptive Innovation framework. By creating an affordable electric vehicle for the mass market, they disrupted the automotive industry and ventured into a blue ocean of opportunity.

Step 2:  Lean Production and Minimum Viable Product (Lean Production)

Tesla’s lean production tactics mirror the Lean Production framework. By emphasizing efficiency, minimizing waste, and focusing on a Minimum Viable Product (MVP), they streamlined their manufacturing process.

Step 3:  Scalability and Operations Excellence (Operational Excellence)

Tesla’s emphasis on scalability and operational excellence aligns with the Operational Excellence framework. By refining processes, optimizing supply chains, and maintaining stringent quality control, they ensured seamless growth.

Step 4:  Innovation Ecosystem and Open Innovation (Open Innovation)

Tesla’s approach to autopilot features exemplifies Open Innovation. By tapping into external expertise and welcoming user inputs, they expanded their innovation ecosystem beyond internal boundaries.

Step 5:  Sustainable Growth and Value Chain Analysis (Value Chain Analysis)

Tesla’s journey from disruption to sustainable growth aligns with Value Chain Analysis. By optimizing each value-adding activity, they established a competitive edge while sustaining long-term growth.

Case Study 4: Airbnb's Platform Evolution - Cultivating Experiences

Step 1:  Customer Journey Mapping and Pain Point Identification (Customer Journey Mapping)

Airbnb’s evolution stemmed from mapping customer journeys and pinpointing pain points. By understanding user frustrations with traditional accommodations, they crafted a solution that resonated.

Step 2:  Rapid Prototyping and MVP Development (Minimum Viable Product)

Airbnb’s iterative evolution echoes the Minimum Viable Product approach. Rapid prototyping, embracing feedback, and building on the MVP allowed them to evolve the platform effectively.

Step 3:  Trust Building and Reputation Management (Reputation Management)

Airbnb’s focus on building trust among users aligns with Reputation Management principles. By nurturing a positive brand perception and managing user reviews, they established credibility and loyalty.

Step 4:  Global Expansion and Market Entry Strategy (Market Entry Strategy)

Airbnb’s global expansion reflects a well-executed Market Entry Strategy. Adapting to local cultures while preserving core offerings exemplifies the importance of understanding diverse markets.

Step 5:  Community Building and Network Effects (Network Effects)

Airbnb’s success thrived on harnessing Network Effects. Their initiatives for fostering community engagement created a positive feedback loop, amplifying user engagement and the platform’s value.

Case Study 5: Google's Search Engine - Algorithmic Prowess

Step 1:  Competitive Analysis and Market Positioning (Competitive Analysis)

Google’s journey commenced with competitive analysis, establishing a unique market  positioning . This strategic move underscores the importance of differentiating oneself in a crowded landscape.

Step 2:  Algorithmic Design and Innovation Framework (Innovation Framework)

Google’s introduction of the PageRank algorithm epitomizes  innovation frameworks . By introducing a groundbreaking approach to ranking web pages, they reshaped the landscape through innovative thinking.

Step 3:  Continuous Improvement and Kaizen Philosophy (Kaizen Philosophy)

Google’s iterative evolution embodies the Kaizen philosophy. By focusing on continuous improvement, incremental changes, and user-centricity, they sustained a competitive edge.

Step 4:  Monetization Strategies and Business Model Canvas (Business Model Canvas)

Google’s monetization through AdWords aligns with the Business Model Canvas. Identifying partners, customer segments, and revenue streams exemplifies crafting a holistic monetization strategy.

Case Study 6: Amazon's Prime Membership - Enriching Ecosystems

Step 1:  Customer Persona Development and Empathy Mapping (Empathy Mapping)

Amazon’s Prime journey initiated with crafting customer personas and empathy mapping. Stepping into users’ shoes, they devised an offering that catered to their desires and expectations.

Step 2:  Ecosystem Expansion and Blue Ocean Strategy (Blue Ocean Strategy)

Amazon’s expansion of Prime reflects Blue Ocean Strategy. By tapping into uncharted territories like streaming and e-books, they enriched their ecosystem, creating unprecedented value.

Step 3:  Data-Driven Decision-Making and KPI Measurement (KPI Measurement)

Amazon’s data-driven approach aligns with KPI measurement. Tracking key performance indicators, analyzing user behavior, and adapting offerings underscored the power of  data-driven decision-making .

Step 4:  Innovation and Disruptive Business Models (Disruptive Business Models)

Amazon’s introduction of Prime Day and Whole Foods discounts mirrors disruptive business models. By redefining industry norms, they sustained innovation and customer engagement.

Case Study 7: Coca-Cola's "New Coke" Fiasco - A Lesson in Perception Management

Step 1:  Market Research and Customer Surveys (Customer Surveys)

Coca-Cola’s reformulation of “New Coke” stemmed from extensive market research and surveys. This phase underscores the significance of gathering  consumer insights  and sentiments.

Step 2:  Change Management and Stakeholder Alignment (Change Management)

The response to “New Coke” highlighted the importance of change management. Ensuring alignment among internal stakeholders and managing transitions smoothly was pivotal.

Step 3:  Crisis Management and Reputation Recovery (Crisis Management)

Coca-Cola’s swift reversion to the original formula showcases effective crisis management. Acknowledging mistakes and reverting to a familiar product salvaged their brand reputation.

Case Study 8: Facebook's News Feed Redesign - Sculpting User-Centric Experiences

Step 1:  User Persona Development and User-Centered Design (User-Centered Design)

Facebook’s redesign journey commenced with user persona development and user-centered design. Focusing on user needs and preferences resulted in an interface aligned with user expectations.

Step 2:  Iterative Prototyping and Rapid Testing (Iterative Prototyping)

Facebook’s iterative approach mirrors the iterative prototyping framework. Creating prototypes, incorporating feedback, and refining designs ensured a seamless and user-friendly interface.

Step 3:  Ethical Design and Human-Centered AI (Ethical Design)

As concerns about user well-being grew, Facebook’s ethical design approach emerged. This phase highlights the importance of crafting technology that respects human well-being.

Step 4:  Storytelling and Emotional Branding (Emotional Branding)

Facebook’s storytelling approach echoes emotional branding. By weaving narratives that evoke emotions, they deepened their connection with users and fostered engagement.

Case Study 9: Microsoft's Windows 8 - Balancing Innovation and Familiarity

Step 1:  Ideation and Blue Sky Thinking (Blue Sky Thinking)

Microsoft’s Windows 8 journey began with blue sky thinking – embracing innovative ideas. This phase underscores the significance of bold thinking to reshape industries.

Step 2:  User Testing and Usability Iteration (Usability Iteration)

User testing and usability iteration exemplify Microsoft’s approach. Incorporating user feedback and iterating based on insights ensured a product that met user expectations.

Step 3:  Change Management and Internal Buy-In (Internal Buy-In)

The Windows 8 case highlights the importance of internal buy-in during change management. Gaining stakeholder support and managing transitions are vital for successful innovation.

Step 4:  Learning from Failure and Agile Mindset (Agile Mindset)

Microsoft’s response to user feedback reflects an agile mindset. Embracing failures as learning opportunities and adapting swiftly aligns with the principles of agility.

Case Study 10: Uber's Surge Pricing Strategy - Navigating Economics and User Perception

Step 1:  Demand-Supply Analysis and Pricing Optimization (Pricing Optimization)

Uber’s surge pricing strategy began with analyzing demand and supply dynamics. This phase emphasizes the importance of pricing optimization to balance economic viability and user sentiment.

Step 2:  Communication Strategy and Transparent Messaging (Communication Strategy)

Uber’s enhancement of their communication strategy was prompted by user confusion. Transparent messaging is vital for managing user expectations and preventing negative perceptions.

Step 3:  Ethical Pricing and Value Proposition (Ethical Pricing)

Uber’s approach to balancing profitability and ethics aligns with the Ethical Pricing framework. Maintaining a compelling value proposition even during surge pricing showcases a customer-first mindset.

Step 4:  Data-Driven Decision-Making and Continuous Improvement (Data-Driven Decision-Making)

Uber’s responsiveness to user behavior and feedback reflects data-driven decision-making. Analyzing user patterns and continuously adapting pricing strategies aligns with data-centric approaches.

Frequently Asked Questions

2024 estimate: Considering the current trajectory and projected growth, we can speculate that the average product manager salary in India for 2024 could be somewhere between ₹15 lakhs and ₹35 lakhs per year.

Product Manager salaries tend to increase with higher seniority levels. For instance, an Assistant Product Manager might earn ₹12.9 Lakhs, while a Chief Product Officer can command a salary of ₹1.2 Crores.

Some of the leading tech companies in India, such as Google, Microsoft, Amazon, and Meta, offer competitive Product Manager salaries, with figures exceeding ₹50 Lakhs per annum.

Location plays a significant role in determining Product Manager salaries. Cities with a thriving tech ecosystem like Bangalore and Hyderabad tend to offer higher salaries.

Specialized skills, such as Agile Software Development, Product Strategy, and Go-to-Market Strategy, are highly rewarded in the field of Product Management.

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Product management case studies - Netflix, Spotify, Slack and Airbnb

Case studies play a pivotal role in product management, serving as valuable tools to understand real-world scenarios, learn from past successes and failures, and shape future strategies. 🎯💡

The Importance of Case Studies in Product Management 🔍📚🚀 ​

In this article, we explore the significance of case studies in product management and how they provide actionable insights, inspire innovation, and drive effective decision-making. So, let's dive in and discover why case studies are an indispensable asset for product managers! 🕵️‍♂️💼💡

🧐 Gaining Insights from Real-World Scenarios ​

Case studies offer a glimpse into real-life product management experiences, showcasing the challenges faced, strategies implemented, and outcomes achieved. They provide an opportunity to learn from industry leaders and understand how they tackled complex problems, made critical decisions, and achieved success. 💡🎓📊

💡 Inspiring Innovation and Creativity ​

By analyzing case studies, product managers can uncover innovative approaches and creative solutions implemented by successful companies. These success stories can serve as a catalyst for fresh ideas, spark creativity, and inspire new ways of thinking. 🚀💡💭

🚦 Avoiding Costly Mistakes ​

Case studies not only highlight success stories but also shed light on failures and pitfalls encountered by organizations. By studying these failures, product managers can identify common pitfalls, avoid costly mistakes, and make informed decisions based on lessons learned from others' experiences. 🚫💸🚧

🔄 Adapting Strategies to Different Contexts ​

Each case study presents a unique context, market dynamics, and customer segments. By examining a range of case studies, product managers can gain insights into how strategies and approaches differ based on industry, company size, target audience, and other factors. This adaptability is crucial in developing customized strategies for their own products and markets. 📊🌍🔀

🌟 Validating and Communicating Product Decisions ​

Case studies serve as concrete evidence to validate product decisions and gain stakeholder buy-in. By referencing successful case studies, product managers can showcase the effectiveness of their strategies and build confidence in their decision-making process. This can be particularly valuable when navigating complex organizational structures or addressing skeptics. 💪✅🗣️

📈 Driving Continuous Improvement ​

Through case studies, product managers can identify areas of improvement, spot trends, and drive continuous innovation. By analyzing successful case studies, they can identify best practices to emulate and incorporate into their own product management processes. This constant quest for improvement ensures staying ahead in an ever-evolving market. 🔄📈💡

So, whether you are a seasoned product manager or just starting your journey, embracing case studies as a valuable resource can unlock invaluable insights, inspire innovation, and guide your product management decisions. 🎓🔍🚀

Now, let's delve into some captivating case studies and extract the pearls of wisdom they offer! 💎📚✨

Case Study 1: Netflix - Personalization and Content Recommendation ​

Netflix is a global streaming service that offers a wide range of movies, TV shows, and original content. One of the key challenges for Netflix's product management team was to enhance personalization and content recommendation to improve user engagement and retention.

Challenges Faced: ​

• Content Diversity: With a vast library of titles across different genres and categories, Netflix needed to cater to diverse user preferences and ensure that each user discovered content tailored to their tastes.
• User Retention: Keeping users engaged and subscribed to the platform was essential for Netflix's long-term success in the highly competitive streaming market.
• Discoverability: With an ever-growing library, it was crucial for Netflix to help users navigate and find relevant content easily.

Product Management Strategies Implemented: ​

• Recommendation Algorithms: Netflix developed sophisticated recommendation algorithms that analyzed user viewing history, ratings, and behavior patterns to generate personalized recommendations. These algorithms leveraged machine learning and AI techniques to provide users with suggestions based on their individual tastes.
• Content Tagging and Metadata: Netflix invested in tagging and categorizing its content with rich metadata, including genre, subgenre, themes, cast, and more. This enabled the platform to create personalized content collections and improve search and discovery functionalities. Personalized Thumbnails: Netflix tested and implemented personalized thumbnails that displayed images relevant to individual users' preferences and viewing habits. This approach aimed to capture user attention and increase the likelihood of content selection.
• A/B Testing and Experimentation: Netflix conducted extensive A/B testing and experimentation to optimize the user interface, recommendation algorithms, and user experience. This iterative approach allowed them to continuously improve the platform based on data-driven insights.

Results and Lessons Learned: ​

• Improved User Engagement: Netflix's personalized recommendations and content discovery features significantly increased user engagement and the amount of time users spent on the platform.
• Enhanced User Retention: By consistently delivering content that aligned with individual user preferences, Netflix successfully retained users and reduced churn rates.
• Differentiation in the Market: The focus on personalization and recommendation algorithms helped Netflix differentiate itself from competitors and establish its position as a leading streaming service.

Case study 2: Spotify - Personalization and Discoverability ​

Spotify is a leading music streaming platform with millions of users worldwide. One of the key challenges for Spotify's product management team was to improve personalization and discoverability to enhance the user experience and increase user engagement.

• Content Overload: With a vast library of songs, playlists, and podcasts, Spotify users faced difficulties in discovering new content that aligned with their tastes and preferences.
• User Retention: Ensuring users stayed engaged and retained on the platform was crucial for Spotify's long-term success in a highly competitive market. Catering to Diverse Tastes: Spotify needed to cater to a wide range of musical genres and user preferences to provide a personalized experience for each individual user.
• Recommendation Algorithms: Spotify leveraged advanced recommendation algorithms to analyze user listening patterns, preferences, and behaviors. These algorithms provided personalized recommendations for songs, playlists, and podcasts based on individual user profiles.
• Discover Weekly and Release Radar: Spotify introduced personalized playlists like Discover Weekly and Release Radar, which curated a selection of new and relevant content for each user on a weekly basis. These playlists helped users explore new music and stay up-to-date with their favorite artists.
• User-Curated Playlists: Spotify empowered users to create and share their own playlists, fostering a sense of community and allowing users to discover music based on the recommendations of others with similar tastes.
• Collaborations and Exclusive Content: Spotify forged partnerships with artists, influencers, and podcast creators to offer exclusive content and collaborations. This enhanced the platform's discoverability and provided unique experiences for users.
• Enhanced Discoverability: Spotify's personalized recommendations and curated playlists significantly improved the discoverability of content for users, leading to increased engagement and satisfaction.
• Improved User Retention: By tailoring the user experience to individual preferences and providing fresh and relevant content, Spotify was able to retain users for longer periods, reducing churn rates.
• Differentiation in the Market: The focus on personalization and discoverability helped Spotify differentiate itself from competitors and solidify its position as a leading music streaming platform.

Case Study 3: Airbnb - Scaling Trust and Safety Measures ​

Airbnb is a global online marketplace that connects travelers with hosts offering unique accommodations. As the platform grew in popularity, ensuring trust and safety became a critical focus for Airbnb's product management team.

• Trust Concerns: Trust and safety were paramount for Airbnb's success. Instances of fraudulent listings, host-guest conflicts, and safety incidents posed a challenge in building trust among users.
• Regulatory Compliance: Airbnb had to navigate various legal and regulatory frameworks worldwide, ensuring compliance and addressing concerns related to housing regulations, taxation, and guest safety.
• User Experience: Balancing trust and safety measures without compromising the user experience was essential to maintain the platform's user-friendly nature.
• Verified Hosts and Guests: Airbnb implemented a verification process, encouraging hosts and guests to provide identity verification, social media profiles, and reviews from previous stays to establish trustworthiness.
• Ratings and Reviews: The product management team enhanced the ratings and reviews system, allowing users to share their experiences and provide feedback on hosts and guests. This helped establish accountability and transparency.
• Safety Measures: Airbnb introduced safety features such as secure messaging, 24/7 customer support, and a dedicated Trust and Safety team to address concerns promptly. They also implemented safety guidelines for hosts and guests.
• Regulatory Compliance: Airbnb collaborated with governments and local authorities to ensure compliance with regulations, providing transparency and addressing concerns related to housing regulations and taxation.
• Improved Trust: The implementation of verification processes, ratings, and reviews contributed to increased trust among Airbnb users, fostering a safer and more reliable community.
• Enhanced Safety: The introduction of safety measures and guidelines improved the overall safety of stays, addressing user concerns and reducing incidents.
• Regulatory Partnerships: Collaborating with governments and local authorities helped Airbnb navigate regulatory challenges and establish a legal framework for operating in various jurisdictions.

Case Study 4: Slack - Improving User Onboarding and Adoption ​

Slack is a widely popular collaboration and communication platform used by teams worldwide. As it gained traction in the market, Slack faced challenges in user onboarding and adoption.

• Low User Activation: Many new users signed up for Slack but struggled to fully activate and integrate the platform into their workflow.
• Lack of Engagement: Some users found the platform overwhelming or faced difficulty in navigating its various features, leading to low engagement levels.
• Competition and Alternatives: Slack faced increasing competition from similar collaboration tools, which prompted the need to differentiate and continuously improve its product.
• Enhanced Onboarding Experience: Slack's product management team revamped the onboarding process to provide a more guided and intuitive experience for new users. They introduced interactive tutorials, tooltips, and contextual help to help users understand key features and get started quickly.
• Simplified User Interface: The product management team identified and addressed pain points in the user interface, simplifying navigation and reducing clutter. They focused on improving the overall user experience and making it more intuitive for users to find and utilize the platform's functionalities.
• Integration with Third-Party Tools: Recognizing the importance of seamless integration, Slack's product management team worked on enhancing the platform's capabilities to integrate with popular third-party tools and services. This allowed users to connect their favorite apps and streamline their workflow within Slack.
• Improved User Activation: By implementing a more intuitive onboarding experience, Slack witnessed an increase in user activation rates. New users were able to grasp the platform's key features more efficiently, leading to higher adoption.
• Increased Engagement: The simplified user interface and improved navigation contributed to higher user engagement, as users found it easier to discover and use Slack's features.
• Competitive Edge: By prioritizing user needs and continuously enhancing the product, Slack maintained a competitive edge over alternative collaboration tools in the market.

Conclusion ​

In product management, case studies serve as valuable resources for gaining insights, inspiring innovation, and driving effective decision-making. By analyzing real-world scenarios, product managers can learn from successes and failures, adapt strategies to different contexts, and validate and communicate product decisions. Case studies provide actionable insights, guide product management practices, and ultimately contribute to the success of products and businesses.

So, whether you're a seasoned product manager or aspiring to be one, embracing case studies as a source of inspiration and learning will help you navigate the dynamic landscape of product management and drive impactful outcomes.

Remember, each case study provides a unique perspective and set of lessons, so explore a diverse range of case studies to expand your knowledge and sharpen your product management skills.

• 🧐 Gaining Insights from Real-World Scenarios
• 💡 Inspiring Innovation and Creativity
• 🚦 Avoiding Costly Mistakes
• 🔄 Adapting Strategies to Different Contexts
• 🌟 Validating and Communicating Product Decisions
• 📈 Driving Continuous Improvement
• Challenges Faced:
• Product Management Strategies Implemented:
• Results and Lessons Learned:

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Benchmarks & Case Studies

Breakthrough Ideation Model

This case study tells the story of an industrial company through its innovation journey from a traditional, product-centered process to an innovative model capable of generating 2% of the company’s revenue. The model was built based on three pillars – the ideation process, screening standards and open ideation platform.

The company

A player in the food industry for several decades, the company in question combines tradition and rigor with a focus on innovation as a formula for success for its long-term growth.

Spread around the world, the company’s products are part of the daily lives of consumers. In addition to the best ingredients, texture, and flavor, each product reflects the experience, dedication and knowledge of many people, generations and teams, as well as their desire to innovate, to be at the forefront of technology and to support sustainable development.

However, the innovation process was product-centered and there was a need to broaden the scope.

The challenge

The Breakthrough Ideation project started after a two-year journey of continuous improvement within the production, logistics and maintenance areas.

In the diagnosis phase, the innovation process was analyzed and the multifunctional team realized that despite the effort to innovate, the innovation was informal and narrow (product-centered). Moreover, there was the absence of an idea generation process and a gap between successfully approved ideas and the New Product Development (NPD) funnel.

With this opportunity in mind, the purpose of the project was to establish a strong process and define the right governance for innovation as a core growth driver.

The approach

The first step was to clarify the essence and different approaches to Ideation and New Product Development. On one side, ideation targets medium/long-term disruptions in business models, services, products, equipment and technology. On the other side, the new product development materializes in short-term projects created by the internal team to deliver new products to the market.

Ideation vs. NPD

The ideation model was built based on three improvement pillars:

• Development of a company-wide and strategy-linked ideation process
• Implementation of a screening process for idea prioritization and assessment
• Development of an open ideation platform with an external pool of contributors (suppliers, customers, clients and field experts)

Ideation System

Since the target was to establish the innovation process as a growth driver, it was decided that the ideation resources would directly report to the board. This team would act as project managers in the development of ideas with multifunctional teams with people from inside the company as well as tech and science actors, customers and suppliers.

Governance model

The next step was to define the sequence of activities needed to reach a pool of rich and fruitful ideas that would start with the business strategy and insight integration as well as idea creation, filtering, prioritization and development. This was time bounded in the annual calendar of activities with five key moments:

• Strategy communication and deployment to innovation team
• Trends presentation
• Ideation forum
• Follow-up session of ideation projects
• Final presentation and project selection

Annual ideation calendar

Open ideation platform

The open ideation platform is a place where the ‘community’ can present, vote and discuss their ideas. The platform works with upvoting where each person can like and complement others’ ideas leading the most liked ideas to get higher scores and therefore higher visibility.

In this case, two platforms were created – an internal platform to challenge internal stakeholders to ideate around specific topics and open platforms to collect the best ideas from players all over the world.

Open ideation contributors mapping

Apart from the open ideation outputs, the thought inputs come from multiple sources:

• Improvement cycles (PDCA) from teams in all tiers of the organization
• Consumer/market/customer service lines that are integrated by the marketing team as well as business intelligence analysis
• Brainstorming sessions by the ideation team
• Complaints sorted by the quality department

Idea generation process

The idea generation process starts within the organization with analysis of thoughts captured from multiple sources and is followed by brainstorming sessions.

After mapping all the insights, they are combined in clusters marking the starting point for the idea creation stage which is based in clearly defined guidelines.

This process happens during the ideation forum sessions with standard agendas and protocols.

Ideation process with milestones, deliverables and tools

Idea screening process

At this stage, the team should detail the ideas that have emerged using the ‘Idea Card’. The card allows a simple and visual way to understand the different ideas summarized with the main points – a brief description of the idea, implementation requirements and estimates of benefits, investment and time-to-market.

The systematized description facilitates the comparison of ideas for the selection of those that should continue in the process.

For the selected ideas, it is necessary to carry out an evaluation of their potential considering:

• Necessary investment – quantify the cost-benefit analysis of the different items
• Estimated benefits – define in more detail than in the ‘Idea Card’ what the gains with the implementation can be
• Risk management – use the tool to classify and quantify the associated risks and the impact they may have

Economic potential analysis of executing the idea

The last step would be the handover to the project implementation team and the joint creation of the project initiation A3.

Achievements

In the first year of implementation, eight ideas were selected and developed, and two innovative concepts were moved to the project development funnel. The revenue generated by the innovation process accounted for 2.2% of annual revenue and was the first step towards the inorganic growth of the company.

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• Assignment: RC TOM Challenge 2018

NIVEA: Leveraging Open Innovation to Drive Product Development in a Race to be the World’s Leading Skincare Company

Utilizing open innovation to drive product development at NIVEA

“When it comes to creativity, we recognize that good ideas can come from anywhere. So we’re reaching outside of our normal approach to creative development and are involving the very communities who use our products to tell us what we should do” – Matt Marlow (Head of Global Digital Activation at Beiersdorf for NIVEA).[1]

The personal care industry is highly competitive and rapidly evolving, with a typical product life cycle lasting four years.[2] With shorter product market cycles, companies can no longer afford to rely on superior internal R&D to drive innovation. “Expenditure on R&D has had to double every 13 years just to maintain the same level of growth in the economy as a whole, with no industry managing to innovate in a cost-effective manner,” argued Adi Gaskell, writing for InnoCentive.[3] In order to increase speed to market while keeping costs at a reasonable level, NIVEA has turned to open innovation in order to foster idea generation and product development.

In the short term, NIVEA has focused on co-creation with the consumer to create new and improved products. One example is the launch of the Company’s Black & White Deodorant. NIVEA looked externally for idea generation, and conducted netnography research to determine consumer pain points regarding deodorant. After reviewing hundreds of consumer conversations, NIVEA concluded that customers were concerned with antiperspirant stains on their clothing. The Company responded by creating initial product designs, and invited consumers to evaluate and modify its products.[4] NIVEA then partnered with Evonik, a specialty chemicals company, to jointly develop the anti-stain technology.[5] The result was the best-selling deodorant in the Company’s history.[6] By working closely with the end consumer, NIVEA was able to create a disruptive product, increase its speed to market, and reduce internal R&D spend. Engaging the consumer also created buy-in and increased word of mouth, which doubled as marketing for the product.[7]

Pathways to Just Digital Future

As a result of these efforts, NIVEA has made tremendous strides towards incorporating open innovation in its product development process. According to the former VP of R&D, Dr. Martin Rudolph, “It is more important to find the right ideas and take them to market quickly. This implies that especially the front end of the innovation funnel is nowadays a more ‘porous system’ than a streamlined process.”[10] Consequently, in the short term I would encourage NIVEA to drive innovation from scratch by taking a broad approach, employing both crowdsourcing and netnography tactics. Simultaneously, I would suggest that the Company focus on specific customer pain points, rather than asking more general questions of its consumers. This strategic combination will allow NIVEA to increase its speed to market and respond more effectively to market needs.

Taking a longer-term approach, I would recommend that NIVEA extend collaboration beyond the consumer. One suggestion is for NIVEA to seek contributions from suppliers and independent specialists. Beiersdorf, NIVEA’s parent company, has taken initial steps towards this goal by hosting a supplier fair in order to share ideas with raw material, active ingredient, and packaging partners.[11] The Senior VP of R&D at Beiersdorf commented, “Cross functional discussions on inspiring new technologies and concepts pave the way to future innovation.”[12] This level of partnership would lead to the enrichment of ideas and product generation beyond what the consumer is able to contribute.

While open innovation has allowed NIVEA to create new products in a faster and cheaper manner, the key to this model hinges on the Company’s ability to keep consumers engaged. In situations where the Company will ultimately own the IP, how will NIVEA continue to attract motivated external individuals and companies that are willing to participate in co-creation? How will the Company maintain a cohesive vision so that external partners do not develop their own products that compete with NIVEA?

(Word count 748)

1 Beiersdorf. “Let’s Create Together.” August 22, 2018. https://www.beiersdorf.com/newsroom/press-news/local/en/all-news/2018/08/22-lets-create-together, accessed November 2018.

2 Regan, Charlie. “Nivea’s Invisible Black and White – Social Media Synergy.” Social Media for Business Performance, February 16, 2015. https://smbp.uwaterloo.ca/2015/02/niveas-invisible-black-white-social-media-synergy/, accessed November 2018.

3 Gaskell, Adi. “Why Open Innovation Makes Sense.” InnoCentive Innovation Blog, November 14, 2017. https://blog.innocentive.com/why-open-innovation-makes-sense, accessed November 2018.

4 Bartl, Michael. “Getting Closer to the Consumer: How Nivea Co-Creates New Products.” The Making-of Innovation, February 18, 2011. http://www.michaelbartl.com/article/getting-closer-to-the-consumer-how-nivea-co-creates-new-products/, accessed November 2018.

5 Evonik. “Black & White Protects Against Staining.” https://corporate.evonik.com/en/products/product-stories/pages/black-and-white-protects-against-staining.aspx, accessed November 2018.

6 Regan, Charlie. “Nivea’s Invisible Black and White – Social Media Synergy.” Social Media for Business Performance, February 16, 2015. https://smbp.uwaterloo.ca/2015/02/niveas-invisible-black-white-social-media-synergy/, accessed November 2018.

7 Regan, Charlie. “Nivea’s Invisible Black and White – Social Media Synergy.” Social Media for Business Performance, February 16, 2015. https://smbp.uwaterloo.ca/2015/02/niveas-invisible-black-white-social-media-synergy/, accessed November 2018.

8 Bartl, Michael. “Getting Closer to the Consumer: How Nivea Co-Creates New Products.” The Making-of Innovation, February 18, 2011. http://www.michaelbartl.com/article/getting-closer-to-the-consumer-how-nivea-co-creates-new-products/, accessed November 2018.

9 Beiersdorf. “Let’s Create Together.” August 22, 2018. https://www.beiersdorf.com/newsroom/press-news/local/en/all-news/2018/08/22-lets-create-together, accessed November 2018.

10 Mattes, Frank. “Skin Care Giant Launches New Open Innovation Approach.” InnovationManagement, July 4, 2011. http://www.innovationmanagement.se/2011/07/04/skin-care-giant-launches-new-open-innovation-approach/, accessed November 2018.

11 Beiersdorf. “Beiersdorf Raised Open Innovation to a New Level.” December 22, 2016. https://www.beiersdorf.com/newsroom/press-news/all-news/2017/01/09-beiersdorf-raised-open-innovation-to-a-new-level, accessed November 2018.

12 Beiersdorf. “Beiersdorf Raised Open Innovation to a New Level.” December 22, 2016. https://www.beiersdorf.com/newsroom/press-news/all-news/2017/01/09-beiersdorf-raised-open-innovation-to-a-new-level, accessed November 2018.

Student comments on NIVEA: Leveraging Open Innovation to Drive Product Development in a Race to be the World’s Leading Skincare Company

I believe that this open innovation approach for established beauty companies such as Nivea can be a strong way to counter the collection of new entrants to the market that are seeing success with a direct to consumer model. One of the reasons these smaller companies have been successful to date is their ability to tweak the product based on customer feedback and the speed with which they launch those amended products [1]. As your review demonstrates, the open innovation approach shows Nivea has the same intentions in terms of rapid new product launch. I do question their, and other large beauty products company, ability to do this as well as a startup and wonder whether it is as effective as incumbent companies acquiring startups as “sources of product innovations, new markets, new customer connections, and community-building – an energy source for constantly rejuvenating the parent organization. [2]”

Sources: [1] “A New Class of Startup Is Upending America’s Consumer-Goods Industry.” The Economist, The Economist Newspaper, 16 Nov. 2017, http://www.economist.com/business/2017/11/16/a-new-class-of-startup-is-upending-americas-consumer-goods-industry . [2] Sobkowiak, Roger T. “Corporation Start-Up Dynamics: How the Parent Corporation and the Start-Up have to Change.” HR.Human Resource Planning, vol. 25, no. 3, 2002, pp. 18-28. ProQuest, http://search.proquest.com.ezp-prod1.hul.harvard.edu/docview/224571272?accountid=11311 .

Nice post! In regards to your last question, NIVEA needs to be very careful as they filter through the noise, only adopting crowdsourced ideas that meet stringent requirements set by the NIVEA brand identity/positioning. It can be very tempting to get caught up in the latest trends or innovative solutions, but without taking caution, NIVEA may find it starts confusing customers with diverging products and messages. I like your idea about incorporating supplier feedback as well, but again, NIVEA needs to ensure it has processes in place that help the brand management navigate its increasing number of data points.

Thank you for sharing! I was surprised by Nivea’s choice to focus on specific pain points to narrow the range of crowd-sourced ideas. This almost seems counter-intuitive to the value of open innovation. However, I see how imposing these boundaries would help Nivea to maintain its ultimate value proposition, propelling innovation just within that defined space. I like your idea of inviting open innovation from beyond the consumer. Do you think this route bears any risk of losing connection with the consumer, especially if a supplier and an end-user generally have different incentives for what should make up a Nivea product?

Nice post! On your question around continuing to attract motivated individuals to continue co-creation, I think this is an area that will require significant collaboration between the R&D and sales and marketing departments to make sure that consumers continue to be engaged and resonate with your products and continue to feed not just the sales engine, but also the R&D engine.

This raises an interesting questions around how the organizational structures of a company need to change in order to be successful at open innovation. As we have learned in our LEAD classes, changing one aspect of an organization’s hardware or software has implications on all the other parts. Taking an organization that has been primarily hardwired for “closed innovation” and transitioning it to one that includes significant aspects of open innovation will likely create strain in parts of the organization that they might not have fully thought through.

It will be interesting to see how organizations that truly embrace open innovation look and feel relative to those that do not and how this transition evolves over the short and medium term.

This is a terrific example of open innovation, and exciting to see such an established company take such a novel approach to product development! I agree that NIVEA needs to maintain strong consumer engagement and involvement in order to sustain this type of development in the future. Their brand has allowed them to successfully engage with customers to date, so maintaining their image as a dominant player in skincare will be important moving forward.

Unfortunately by opening up R&D, they expose their processes and risk competitors or incumbent copycats stealing valuable IP and acting on consumer demand before they can change their own products. As mentioned in the article by the former VP of R&D, taking the ideas to market quickly will be crucial. As a result, in addition to maintaining a strong brand image to attract customers, NIVEA will need to pair any open innovation with speedy turnarounds on product improvement and delivery. This will ensure they can get their before their competitors do, and reap the benefits from an open innovation system. I think this will help with the question you posed around ensuring external partners do not develop their own ideas to compete with NIVEA. Clear vision is important, but ultimately getting their vision out first will be the best way to succeed in this type of market.

Great post! Your idea about collaborating with suppliers is fascinating. For example, the customers may come up with ideas- but they need to be feasible and implemented tactfully. To this point, Nivea can take a specific idea from the crowdsourcing with customer exercise, and then do a second crowdsourcing with suppliers – to understand how to produce this new product most efficiently and effectively, while still achieving the customer’s goals.

To your second question, “How will the Company maintain a cohesive vision so that external partners do not develop their own products that compete with NIVEA?”- I believe collaboration with suppliers can help mitigate this risk. By collaborating with external partners, Nivea is forming a relationship with them and signaling to them that Nivea values their opinions and work. Through this relationship, the suppliers may be less inclined to vertically integrate to sell products themselves, or less inclined to work with (or as closely with) Nivea competitors. In such a competitive industry, high quality ingredients reliable suppliers are key advantages.

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Innovative Product Design Case Studies

Innovative Product Design Case Studies – Innovation is the secret to distinguishing your business from the competition in the ever-changing world of product design. We explore the field of creative product design in this thorough reference, including case studies, professional analysis, helpful advice, and responses to frequently asked queries. Join us as we reveal the keys to superb product design while showing both our experience and the outstanding work of My Design Minds.

The Essence of Innovative Product Design

Defining innovation in product design.

Innovation in product design goes beyond ground-breaking ideas or technologies. It’s about improving functionality, resolving issues, and improving user experiences. Innovative product design seeks to produce items that smoothly fit into our lives, making them more practical and pleasant.

Why Innovative Product Design Matters

Innovative product design is the key to brand success in today’s cutthroat marketplace. It’s what draws customers in, fosters brand loyalty, and distinguishes a company from rivals. Here, we examine various case studies from My Design Minds and real-world examples that highlight the value of inventive product design.

1. Apple’s iPhone: Revolutionizing Communication

The iPhone is a perfect illustration of how cutting-edge product design can completely transform a sector. When it first came out, it revolutionised communication by combining a phone, music player, and computer into one sleek gadget. Modern smartphones are held to a higher level because to their svelte form, user-friendly interface, and ground-breaking functions.

2. Tesla’s Electric Vehicles: Pioneering Sustainability

The automobile sector has undergone a change because to Tesla’s electric vehicles. They have demonstrated that electric cars can be both eco-friendly and opulent thanks to their sleek and aerodynamic designs. The innovative technology and elegant aesthetics of Tesla vehicles have redefined what we expect from an automobile.

3. Dyson’s Bladeless Fans: A Breath of Fresh Air

Dyson’s bladeless fans have disrupted the traditional fan market. With their innovative bladeless design, they provide a safer and more efficient cooling solution. This case study exemplifies how a simple household appliance can be transformed through innovative design.

4. Nest Thermostat: Smart and Sustainable

The Nest Thermostat is a prime example of how innovation can make our lives more comfortable and eco-friendly. Its sleek design and intelligent features have redefined home climate control, emphasizing energy efficiency and convenience.

5. Blu Cut Demo Kit: A Make-in-India Breakthrough by My Design Minds

My Design Minds has demonstrated its innovative prowess with the Blu Cut Demo Kit, a groundbreaking product that showcases their commitment to innovation on a global scale. This “Make-in-India” breakthrough is a testament to their dedication to creating products that improve lives.

6. Enhancing Quality and Market Penetration: A Case Study of the Moisture Analyzer

My Design Minds doesn’t stop at innovation; they also prioritize enhancing quality and market penetration. Their case study on the Moisture Analyzer is a prime example of how they consistently deliver excellence in product design.

Expert Insights: Tips and Tricks for Innovative Product Design

Successful innovative product design involves a combination of creativity and practicality. Here are some expert insights and tips to guide you on your journey to creating outstanding designs:

1. User-Centric Approach

Always start with the end-user in mind. Understand their needs, desires, and pain points. User-centric design ensures your product is not only innovative but also highly functional.

2. Embrace Iteration

Innovation often involves trial and error. Don’t be afraid to iterate on your designs. Each revision takes you one step closer to excellence.

3. Cross-Disciplinary Collaboration

Innovation flourishes when experts from various fields come together. Collaborate with engineers, designers, marketers, and more to gain fresh perspectives and ideas.

4. Sustainability Matters

Innovative product design should consider environmental impact. Sustainable materials and energy-efficient solutions are not just trends but ethical necessities.

Frequently Asked Questions

Q1: What is the most critical aspect of innovative product design?

A1: The user experience. Innovative design should enhance how a product is used, making it more enjoyable and convenient.

Q2: How can I foster innovation within my design team?

A2: Encourage open communication, reward creativity, and provide the necessary resources for experimentation and learning.

Q3: Can small businesses implement innovative product design successfully?

A3: Absolutely. Innovation is not limited by the size of your business. Start with a problem-solving mindset and a commitment to improvement.

Innovative product design is a driving force that propels businesses to success in a competitive marketplace. By focusing on user-centric design, embracing iteration, fostering collaboration, and considering sustainability, you can create products that captivate and excel. My Design Minds exemplifies these principles in their innovative and quality-driven approach. hope this blog about, Innovative Product Design Case Studies help you .

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Research Article

Product innovation design process combined Kano and TRIZ with AD: Case study

Roles Conceptualization, Data curation, Methodology, Visualization, Writing – original draft, Writing – review & editing

Affiliations College of Furnishing and Industrial Design, Nanjing Forestry University, Nanjing, Jiangsu, China, Co-Innovation Center of Efficient Processing and Utilization of Forest Resources, Nanjing Forestry University, Nanjing, Jiangsu, China

Roles Conceptualization, Methodology, Writing – review & editing

* E-mail: [email protected]

Contributed equally to this work with: Jin Li, Ziqian Zhou

Roles Data curation, Investigation, Methodology, Visualization

Roles Investigation, Methodology

• Hui Rong, 
• Wei Liu, 
• Jin Li, 
• Ziqian Zhou

• Published: March 28, 2024
• https://doi.org/10.1371/journal.pone.0296980
• Peer Review
• Reader Comments

In the era of rapid product iteration, companies need simple and effective methods to guide the entire process of product innovation design and enhance their product innovation capabilities. Most research focused on improving one or several steps in the product design process. Although some scholars have proposed methods that guided the entire process, they combined more than three different theories, which increased the difficulty of theoretical learning and the complexity of practical implementation. This paper proposed a product innovation design process composed of three theoretical methods: Kano, Axiomatic Design (AD), and Theory of the Solution of Inventive Problems (TRIZ). This new process guided the entire product design process with fewer theoretical methods, reducing the difficulty of learning and implementation. The paper demonstrated the effectiveness of this method through the design practice of a portable two-wheeled self-balancing vehicle. Additionally, the discussion section explored the method’s potential from the design management perspective.

Citation: Rong H, Liu W, Li J, Zhou Z (2024) Product innovation design process combined Kano and TRIZ with AD: Case study. PLoS ONE 19(3): e0296980. https://doi.org/10.1371/journal.pone.0296980

Editor: Mazyar Ghadiri Nejad, Cyprus International University Faculty of Engineering: Uluslararasi Kibris Universitesi Muhendislik Fakultesi, TURKEY

Received: July 11, 2023; Accepted: December 25, 2023; Published: March 28, 2024

Copyright: © 2024 Rong et al. This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Data Availability: All relevant data are within the paper and its Supporting Information files.

Funding: The National Natural Science Foundation of China (NOS:52105262)". Professor Wei Liu was the sponsor of the paper research. She played the roles of project management and writing guidance in this study. The authors did not receive any salary from the funder.

Competing interests: The authors have declared that no competing interests exist.

Introduction

In the context of fast-paced product iteration, the design innovation capability of companies needs to be enhanced [ 1 ]. So, the design innovation methods and processes must be effective and as simple as possible. To propose practical methods, it is necessary to outline the basic design innovation process. Improving user satisfaction is the ultimate goal of continuous product innovation [ 2 ]. Therefore, better services and products must start by analyzing user needs [ 3 ]. User needs determine the product’s functional attributes, and implementing these functions relies on technical principles and product structure [ 4 ]. Analyzing the mapping relationship between functions and structures and resolving conflicts are the main tasks of product functional design [ 5 ]. After completing the design solution, evaluating whether the product has been improved and optimized is necessary, which will help designers make design decisions [ 6 ]. In summary, the complete process of product innovation design includes five main steps: user needs research (S1), requirement-function transformation (S2), analysis of design issues (S3), resolution of design issues (S4), and design solution evaluation (S5).

Previous studies have proposed methods that only cover a single or a few steps in the product design process. These methods cannot guide the entire process of product innovation design. Further literature research has revealed that some scholars have paid attention to the need for strategies that can guide the whole process. However, these methods required the integration of more than three theories, which brought forth other issues. Readers needed a broad theoretical foundation to comprehend research articles and the design process. Additionally, the abundance of methods increased the complexity of the design practice, making it challenging for readers to learn and difficult to apply these methods widely.

The paper proposed an integrated method that covered the entire design process, utilizing only three theoretical approaches. This new method ensures guidance throughout the design workflow while reducing the complexity of both theory and practice. The proposed approach involves the use of Kano analysis for understanding user requirements (S1), utilizing the AD theory for requirement-function transformation, design problem analysis, and design solution evaluation (S2, S3, S5), and incorporating TRIZ for design problem-solving (S4). The paper demonstrated the new process’s effectiveness through a design practice.

Literature review

This literature review introduces the basic theories and research applications of Kano, AD, and TRIZ methods, their advantages and disadvantages, and the research gap.

Kano, proposed by Professor Noriaki Kano, is a two-dimensional cognitive model that studies the nonlinear relationship between product quality performance and user satisfaction [ 7 ]. The Kano model is widely applied in product development to help designers clarify user needs and establish product objectives [ 8 ]. The theoretical model classifies user needs into five categories based on the relationship between the completeness of functional requirements and user satisfaction: Must-Requirement (M), One-Dimensional Requirement (O), Attractive Requirement (A), Indifferent Requirement (I), and Reverse Requirements (R) [ 9 – 12 ]. These classification criteria assist in identifying explicit and implicit user needs, which contribute to designing new products or improving existing ones [ 13 ]. AD theory lacks specific methods for discovering and analyzing user needs. Kano can compensate for AD’s shortcomings and enhance the accuracy of mapping user needs to functional requirements.

Axiomatic design

Professor Suh proposed Axiomatic Design (AD) in 1976 [ 14 , 15 ]. This theoretical approach aims to establish design specifications quantitatively, assisting designers in enhancing the logic and systematics of problem analysis [ 16 ]. The theory proposes the concepts of customer domain (CAs), functional domain (FRs), structural domain (DPs), and process domain (PVs) to standardize the design process [ 17 ]. A mapping relationship exists between these domains in a zigzag pattern, as shown in Fig 1 . AD utilizes design matrices to express the relationships between the functional and structural domains and employs the independence axioms to analyze design problems [ 18 , 19 ]. When there is a coupled design, it indicates a contradiction between function and structure, and designers need to find ways to decouple them [ 20 , 21 ]. After obtaining design solutions, the information axioms in AD help designers make decisions by quantitatively comparing the information content in design alternatives [ 22 ]. Therefore, AD can assist in analyzing problems and evaluating solutions. However, previous research has indicated two notable limitations of AD. Firstly, although AD introduces the concept of the customer domain, it fails to provide an accurate method for identifying user needs and classifying their priorities [ 23 ]. Secondly, the ability to provide appropriate design suggestions is insufficient when presenting concrete solutions [ 24 ]. These are the main reasons the paper proposes the integration of Kano, TRIZ, and AD.

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https://doi.org/10.1371/journal.pone.0296980.g001

Theory of inventive problem solving

Theory of Inventive Problem Solving(TRIZ) has been widely and rapidly adopted in academic and industrial fields as an efficient method for solving conflicting problems [ 25 ]. In 1946, Altshuller proposed TRIZ based on the analysis of interdisciplinary invention patents [ 26 ]. Since then, Ilevbare et al. have perfected the theoretical system of TRIZ by summarizing the contradiction matrix, 40 principles of the invention, and other related theoretical models, tools, and research methods [ 27 ]. TRIZ summarizes innovation methods from all fields and proposes a universal pattern that can be applied to engineering, tourism, catering, sharing economy, e-commerce, and other areas [ 28 ]. By addressing problems at the system level, TRIZ can effectively balance different interests in product design [ 29 ], and many designers and product design scholars have achieved effective design results using TRIZ [ 30 , 31 ].

The researcher classified all the tools and methods in the TRIZ theory system into three levels: philosophy, principles, and tools [ 32 , 33 ], as shown in Fig 2 . In actual use, researchers can flexibly choose the required methods based on the specific situation. Using contradictions to define problems and solve them with a contradiction matrix is one of the most commonly used methods in TRIZ theory [ 34 ]. TRIZ theory describes two types of contradictions: technical and physical contradictions. When a technical contradiction arises, changing one attribute in the system will lead to the deterioration of others. When a physical contradiction arises, the same parameter in the system cannot exist under different requirements [ 35 ]. Inventive principles will be found by analyzing the contradictions and comparing them to the corresponding engineering parameters and contradiction matrix [ 36 ]. Many published studies have demonstrated the effectiveness of this method [ 37 – 39 ]. For designers, the methods in TRIZ theory can provide new design inspiration and help solve contradictions that arise during the design process [ 40 , 41 ]. After analyzing design problems using AD, designers can utilize TRIZ to help solve these problems, which will compensate for the lack of solution methods in AD.

https://doi.org/10.1371/journal.pone.0296980.g002

Research gap

This study presents the literature through tables to provide a detailed overview of the existing research status. Due to the extensive literature volume, the tables only include research papers that meet the following two criteria: i. The papers were published within the past five years; ii. The papers proposed methodological processes that covered at least two steps in the design process. Table 1 displays the correspondence between the full names and abbreviations of theoretical methods, while Table 2 presents the relevant references.

https://doi.org/10.1371/journal.pone.0296980.t001

https://doi.org/10.1371/journal.pone.0296980.t002

Numerous scholars have proposed improved methods for individual or multiple steps in product innovation design. Reference [ 42 ] examined the current needs of users using Kano (S1). References [ 43 , 44 ] utilized mathematical models and algorithms to predict future product demands (S1). Reference [ 45 ] established the connection between user requirements and product functions by QFD (S2). Additionally, it introduced a robot concept design for architectural layouts through TRIZ (S4). References [ 46 – 48 ] analyzed contradictions between functionalities and structures with AD (S3) and subsequently proposed design solutions by applying TRIZ (S4). Reference [ 50 ] constructed an evaluation system through literature research and the entropy evaluation method and evaluated mobile applications in government services by grey relational analysis (S5). Reference [ 52 ] employed qualitative methods to determine user requirements for bicycle handlebars (S1). Then, it proposed solution strategies using TRIZ (S4) and evaluated user satisfaction with improved handlebars by utilizing Kano and IPA (S5). These methodological processes presented in the studies can effectively enhance the efficiency or accuracy of specific steps in the design process, but they did not provide guidance for the entire process of product innovation design.

Further literature research reveals that some scholars have noticed the research gap in existing methods that failed to cover the entire innovation design process. To address this issue, they have integrated multiple theoretical methods. In reference [ 59 ], the KJ method and Kano survey were employed to analyze user requirements for Smart Neck Helmets (S1). And QFD was used to prioritize the importance of functional requirements and engineering parameters, providing a basis for analyzing design conflicts (S2, S3). Subsequently, TRIZ was applied to propose a new design solution (S4). Finally, the scheme was evaluated by FEA (S5). In reference [ 60 ], FMEA was utilized to capture user requirements for pressure relief valves. Then, QFD was employed to convert user requirements into functional and technical requirements, and TRIZ was used to develop a new valve structure solution. The solution was evaluated using LCA and Fuzzy TOPSIS. Although the studies guided the entire process of product innovation design, they necessitated the utilization of five different research theories and methods, which had potential drawbacks. First, it required readers to have a broad theoretical foundation to understand the design process and comprehend the research articles. Moreover, the multitude of methods increased the complexity of the design practice, which limited the practical application of these methods.

The paper proposed a new product innovation design process. This new process has two advantages. Firstly, this method can guide the entire process of product innovation design. Additionally, the new process incorporates only three theoretical methods, greatly reducing the learning burden for readers, while also lowering the difficulty and complexity of design practice.

The theoretical approach proposed in this paper consists of six main parts: clarifying user requirements, establishing a product function model, analyzing the conflicts between functional requirements and design parameters, resolving the conflicts based on TRIZ, validating and refining the design solution, and evaluating the scheme. The process is illustrated in Fig 3 .

https://doi.org/10.1371/journal.pone.0296980.g003

Clarify user requirements

The Kano model is applied to identify user needs and classify them into different types, following the steps of designing the questionnaire, collecting responses, and processing data. This step provides a basis for mapping user needs to functional requirements and enhances accuracy.

Establish the function model

After clarifying user needs through the Kano model, in order to improve the accuracy of mapping functional requirements to design parameters, it is necessary to have a systematic understanding of the structural principles of the product. The paper will establish a functional model to decompose the functional structure of the product [ 66 ]. The functional model describes the relationships and interactions between components or parts of the product in a graphical manner [ 67 ], as shown in Fig 4 .

https://doi.org/10.1371/journal.pone.0296980.g004

Analyze contradictions between product functions and design parameters

This process consists of three main steps.

Firstly, the functional requirements are decomposed based on the user needs identified by Kano.

Secondly, the mapping relationship between functional requirements and design parameters is established based on the functional model, as shown in Table 3 . The design equation can be represented as Eq ( 1 ), where X indicates the influence of the structure on the function, and O indicates no influence of the structure on the function.

https://doi.org/10.1371/journal.pone.0296980.t003

Thirdly, identify contradictions between product functional requirements and design parameters. According to the independence axiom in AD theory, the coupling of the design matrix is determined. Take Eq ( 2 ) as an example. The form of the matrix indicates that it is a coupling matrix. Three groups of conflicts exist between functional requirements and design parameters, namely FR 1 and DP 3 , FR 3 and DP 1 , and FR 3 and DP 2 . To decouple the matrix, these three conflicts are required to be solved.

Resolve conflicts based on TRIZ

The process mainly consists of three steps.

Firstly, complete the conversion of general parameters. In this step, the product components involved in the contradiction between function and structure need to be transformed into engineering parameters according to the definition in TRIZ theory, and the improvement factors and deterioration factors should be identified.

Secondly, select appropriate inventive principles and resolve contradictions. Based on the results of factor transformation in Step 1, refer to the Achshuler conflict matrix to find the inventive principle corresponding to the intersection of the improved and deteriorated parameters. Compare the obtained inventive principles with the design objectives and select the appropriate ones to resolve the design conflicts.

Validate and refine the design scheme

Verify the design scheme using the independence axiom in AD theory to determine its rationality. If the design scheme is deemed reasonable, further improvements can be made to enhance its effectiveness.

Evaluate the design scheme

After confirming that the design scheme complies with the independent axioms of AD and refining the design scheme, evaluate the design scheme by the information axioms in AD, comparing the amount of information in the scheme with the original product. Firstly, convert the user requirements obtained through Kano analysis into evaluation system indicators. Secondly, divide the evaluation levels of each indicator and determine the design scope based on user requirements. Thirdly, evaluate the scheme through expert evaluation. Finally, take the triangular fuzzy function as the membership function to convert linguistic terms into corresponding fuzzy numbers [ 68 ], draw the function graph, and calculate the amount of information according to Eq ( 3 ).

The self-balancing two-wheeled vehicle, as a means of transportation, has gained popularity among people in modern society. It has become common for college students to see them taking self-balancing two-wheeled vehicles to travel around the campus. This paper takes the design of a self-balancing two-wheeled vehicle as a practical case study to demonstrate the feasibility and effectiveness of the new process.

Identify user requirements for the self-balancing two-wheeled vehicle

Through expert evaluation, the user requirements for the self-balancing two-wheeled vehicle are determined by Kano analysis regarding commuting functionality, safety, comfort, portability, maintainability, and aesthetics. Based on the final calculation results, Must-Requirements include "ease of standing on the vehicle", "stable structures", and "responsive braking system". One-Dimensional Requirements include "simplicity of structure for easy maintenance" and "aesthetically pleasing appearance". Attractive Requirements include "good shock absorption", "lightweight", "handle for carrying", and "reduced size when idle". Indifferent Requirement is "riding speed". All the calculation results are presented in Table 4 .

https://doi.org/10.1371/journal.pone.0296980.t004

Establish the functional model of the self-balancing two-wheeled vehicle

Through function analysis, the structural principles of the two-wheeled balancing vehicle, as well as the relationships and interactions among its components, can be determined, as shown in Fig 5 . This lays the foundation for establishing the mapping relationship between FRs and DPs.

https://doi.org/10.1371/journal.pone.0296980.g005

Analyze the conflicts between the functional requirements and design parameters

Firstly, decompose the functional requirements based on the user requirements identified by Kano, as shown in Fig 6 .

https://doi.org/10.1371/journal.pone.0296980.g006

Secondly, establish the mapping relationship between functional requirements and design parameters based on the functional model. Refer to Table 5 for details.

https://doi.org/10.1371/journal.pone.0296980.t005

Thirdly, analyze the conflicts between functional requirements and design parameters based on the independence axiom. According to the mapping results in Table 5 , the equations between portable self-balancing scooter functional requirements and product structure are listed, resulting in the design equation as shown in Eq ( 4 ). From the design matrix, it can be observed that there are 5 groups of conflicts.

There exists a conflict between "stable structures(FR 21 )" and "material(DP 41 )". Achieving structural stability requires high material strength, but high-strength materials may have a higher density, which would increase the weight of the self-balancing two-wheeled vehicle.

There exists a conflict between " stable structures(FR 21 )" and "folding structures(DP 43 )". While the inclusion of a folding structure may reduce the size when idle, it may also introduce movable components that compromise the structural stability.

There exists a conflict between "handle for carrying(FR 42 )" and "appearance(DP 61 )". Adding a handle would make it more convenient for users to carry the self-balancing two-wheeled vehicle, but it may affect the product’s overall aesthetics.

There exists a conflict between " reduced size when idle (FR 43 )" and "footboard area (DP 11 )". Reducing the product size may result in a smaller footboard area, which could impact the riding experience for users.

There exists a conflict between "simple structures for easy maintenance(FR 51 )" and "folding structures(DP 43 )". The inclusion of a folding structure would increase the complexity of the vehicle’s structure, making maintenance more challenging.

Resolve design issues of the self-balancing two-wheeled vehicle based on TRIZ

Firstly, convert the factors of the self-balancing two-wheeled vehicle into general engineering parameters. Extract the factors that need improvement and the factors that may worsen from the five groups of conflicts, and transform them into the general parameters, as shown in Table 6 .

https://doi.org/10.1371/journal.pone.0296980.t006

Secondly, select appropriate invention principles. Through the general parameters obtained from Table 6 , the paper refers to the Achshuler conflict matrix to find the corresponding invention, as shown in Table 7 . More than twenty invention principles are obtained based on the conflict matrix. After careful selection, the paper chooses principles of invention numbered 2, 5, 15, and 7 as the guiding methods for designing the self-balancing two-wheeled vehicle.

https://doi.org/10.1371/journal.pone.0296980.t007

Thirdly, utilize the invention principles to resolve design issues.

Above all, according to the invention principle No.2, the principle of extraction means that removing the part or attribute that has a negative effect is extracted from the object. The power transmission shaft component in the power system is extracted, thereby reducing the complexity and difficulty of the folding wheel structure.

Next, the invention principle No.5 is used for combination, which involves combining or merging the same objects or related operations in space or time. Combine the motor that generates power with the moving wheel, namely utilize hub motors to provide motive force for a self-balancing two-wheeled vehicle. The permanent magnet hub motor designed and researched by Ai Dong et al. can be a good choice, characterized by good stability, lightweight, and compact design [ 69 ].

Furthermore, the invention principle No.15, the dynamic principle, is meant to divide an object and make each of its parts alter its relative positions. To achieve folding function, certain components of the self-balancing scooter are allowed to change their relative positions. During this process, it is necessary to set up two rotating mechanisms to achieve the folding of the footboards and the wheels. A hinge is used between the handle and the footboard to achieve rotational folding of the footboard. The shape of the handle is designed to limit the footboard’s rotation angle, ensuring the product structure’s stability while riding. Moreover, it ensures the footboards can be quickly and easily folded when users need to carry the vehicle. A connecting shaft is employed between the wheel with a hub motor and the footboard. To realize the folding of wheels, a fixed joint is utilized to connect the connecting shaft with the wheel, while a rotating joint is adopted to connect the connecting shaft with the footboard. The structure enables the wheel to rotate onto the two-dimensional plane where the footboard is located, further reducing the overall volume of the product after folding.

Eventually, the invention principle No.7, the nesting principle, is employed to allow one object to pass through or be within the cavity of another object. To ensure the stability of the vehicle structure during riding and the simplicity of folding operation, a self-locking system needs to be designed. Two connecting shafts with different shape features are nested between the connecting shaft and the footboard to achieve dual functionality. During the operation of the vehicle, a square axis is used to connect the connecting shaft and the footboard to prevent relative displacement between the footboard and the wheel. When folding the self-balancing vehicle, the square axis is replaced with a round axis, so that the connecting shaft can act as a pivot. These two connecting shafts can be interchanged through buttons, card slots, and springs.

By comprehensively applying the inventive principles, a folding structure that meets the requirements is obtained. The schematic diagram of this structure is shown in Fig 7 . As the two-wheeled self-balancing vehicle is symmetrical, only the right side is shown in the figure.

https://doi.org/10.1371/journal.pone.0296980.g007

Firstly, the rationality of the design proposal is validated using the independence axiom of the AD theory. The mapping relationship between the functional requirements and design parameters of the self-balancing two-wheeled vehicle in the design scheme is established, as shown in Table 8 . The design matrix, as shown in Eq ( 5 ), indicates a non-coupled design according to the definition of the AD theory, suggesting that the design scheme is theoretically reasonable.

https://doi.org/10.1371/journal.pone.0296980.t008

Secondly, refine the design scheme based on the mechanical structure in the new design scheme. The design schematics of the self-balancing two-wheeled vehicle are shown in Fig 8 . This self-balancing two-wheeled is different from traditional ones. It can serve as a means of transportation when the user needs to travel from one place to another, and can also be folded by the user when not in use. The folding steps are shown in Fig 9 . Taking into account both commuting and portability in terms of ergonomics, the product size is determined as depicted in Fig 10 . The product has a simple and compact appearance, with colors mainly black and gray. And blue vehicle lights are used to enhance its technological sense. The main material options for the product body include aluminum alloy, magnesium alloy, or carbon fiber, which ensure strength while maintaining lightweight quality. These materials possess high plasticity and mature manufacturing processes, including sheet metal processing, spinning, stamping, deep drawing, and superplastic forming. In addition, the surface can be changed with spray painting or powder coating to increase corrosion resistance and scratch resistance.

(a) This figure shows the deployment state of a portable two-wheeled balancing vehicle. (b). This figure shows the folding state of a portable two-wheeled balancing vehicle.

https://doi.org/10.1371/journal.pone.0296980.g008

https://doi.org/10.1371/journal.pone.0296980.g009

(a) This figure shows the product size of the self-balancing two-wheeled vehicle as it is deployed. (b) This figure shows the product size of the self-balancing two-wheeled vehicle as it is folded.

https://doi.org/10.1371/journal.pone.0296980.g010

Evaluation of the self-balancing two-wheeled vehicle design scheme

First, the user requirements obtained through Kano analysis are transformed into evaluation system indicators, namely, commuting functionality(A), safety(B), comfort(C), portability(D), maintenance complexity(E), and aesthetics(F).

Next, divide the evaluation levels of each indicator and determine the design scope on user requirements. A-D and F are divided into five evaluation levels: poor, fair, average, good, and excellent, while E is divided into three evaluation levels: simple, average, and complex. The design ranges of each indicator are determined based on user requirements. The design range for A-D and F is good and above, while the design range for E is average and below.

Then, through expert evaluation, the two self-balancing two-wheeled vehicles are assessed, and the evaluation results are shown in Table 9 .

https://doi.org/10.1371/journal.pone.0296980.t009

Finally, calculate the information amount based on the plotted function graph. Take the commuting function (A) as an example; the plotted function graph is shown in Fig 11 . Eq ( 6 ) and Eq ( 7 ) show the information calculation processes. All the evaluation results are in Table 10 .

https://doi.org/10.1371/journal.pone.0296980.g011

https://doi.org/10.1371/journal.pone.0296980.t010

Contribution, significance, and limitations

This paper proposed a process for product innovation design by combining Kano, AD, and TRIZ. The new process was applied to the design practice of a self-balancing two-wheeled vehicle, which resulted in an improved design scheme. The final design output demonstrated that the proposed method could effectively guide the entire product innovation design process, helping designers understand user needs, analyze functional requirements, identify and resolve structural contradictions, and evaluate design solutions. In the new method, Kano’s identification of user needs clarifies the design direction in the early stages and forms an evaluation model for design solutions in conjunction with AD during the design evaluation stage. The AD theory plays a role in transforming user needs, analyzing design contradictions, and evaluating design solutions in the new process. These theoretical methods fully demonstrate their effectiveness and characteristics in the new process, leading to a reduced complexity of integrated methods in theory and practice compared to previous studies [ 59 , 60 ].

However, shortcomings in the new process can also be clearly identified during design practice. Firstly, the method proposed in this paper cannot effectively identify dynamically changing user requirements. Reference [ 70 ] combined Kano, grey relational analysis, and benchmarking theory to help identify and calculate dynamically changing user requirements and satisfaction. Additionally, using TRIZ to find innovative methods can lengthen the design cycle. Although TRIZ has summarized many parameters and inventive principles, it still relies on the designer’s experience for practical application selection. In this process, the design team needs to go through several trial-and-error attempts to find the correct direction, which undoubtedly prolongs the design cycle. Reference [ 71 ] proposed utilizing artificial neural networks (ANN) to address this issue. In conclusion, there are still shortcomings in the new process proposed in this study. Further research should try to address the shortcomings through optimization methods or by considering other perspectives.

Insights from managerial perspectives

Based on the above discussion, it can be concluded that the proposed method has limitations in both capturing dynamic user requirements and efficiently utilizing TRIZ. Appropriate management approaches can partially compensate for the drawbacks of new processes without increasing the complexity of theoretical methods in practical implementation. The following will explain the design management approach of agile development and discuss the potential of using this management approach to address the drawbacks based on literature research and successful design cases.

Agile development originally referred to a design and management approach for software development that emphasizes iteration and incremental progress [ 72 ]. It underlines rapid feedback, flexibility, and collaboration, focusing on team communication and cooperation to adapt to changing requirements and rapidly iterate product updates [ 73 ]. This design management approach has gradually been extended to physical product design, known as agile product development [ 74 – 76 ].

The agile product development management approach requires constant feedback from users during the product design process to adapt to user needs and adjust design plans promptly. Simultaneously, technical development for implementing product functionalities should be conducted while conceptualizing design plans, with regular feedback provided [ 77 ]. The application of the agile product development management approach in industrial case studies, as demonstrated in the literature [ 77 – 79 ], has proven the effectiveness of this management approach in responding to dynamic user needs and rapidly iterating product technology plans. Many commercially successful products have been developed using this design management approach, such as Tesla’s Model 3. Tesla’s design team closely collaborated with potential users during the design process, rapidly collecting feedback on requirements and opinions on automotive interior design and promptly adjusting design plans. Moreover, due to the parallel design and development management approach, Tesla could proceed with the release and sales of Model 3 without any delays, even in the event of design plan adjustments.

In summary, the agile product development management approach facilitates tracking changes in user requirements and rapid iteration of product solutions. This effectively compensates for the shortcomings of the proposed method process in this paper. It provides a research direction for the subsequent optimization of the new approach.

The proposed design method combines Kano, AD, and TRIZ, covering the processes and steps of researching user needs, transforming needs into functional requirements, analyzing design problems, solving design problems, and evaluating design solutions. It guided the entire design process with fewer theoretical approaches, reducing the complexity of theory and practice. The design practice of a self-balancing two-wheeled vehicle demonstrated the new method’s effectiveness. However, there are still limitations and shortcomings in this study. Firstly, the proposed theoretical method weakens the ability to capture dynamically changing user needs. Additionally, selecting appropriate engineering parameters and inventive principles from TRIZ relies on personal experience and multiple trial and error. From a management perspective, when designing practice according to the new process, combining the agile product development management approach may compensate for the new process’s shortcomings without increasing theoretical complexity. Future research will attempt to optimize the proposed method process from the perspectives of management and other disciplines, enhancing the ability to follow up on changes in user needs and improving the accuracy of selecting engineering parameters and inventive principles.

Supporting information

S1 file. the minimal underlying data set..

https://doi.org/10.1371/journal.pone.0296980.s001

Acknowledgments

Thanks to Professor Liu for her academic guidance. Thanks to Jin Li and Ziqian Zhou for their research.

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• Case Studies

Case study in Product Innovation: The Colgate Story

‘’The faster we develop innovative consumer-driven products and speed them to world markets, the stronger and bigger our global brands will become’’

The statement is from 2000 annual report of Colgate. It reflects their focus on product innovation being a critical driver for growing their business and driving their market leadership. The focus on innovation has not changed or got diluted. Colgate has almost become a synonym for tooth paste in Indian household. It has more than 50% market share in Oral care products in India. The company recorded total revenue of Rs. 3600 crore last year, which again was a record breaking performance. The company has more than 90% penetration in urban markets, where as it has 63% in rural areas in a country where around 380 million people are still not using a tooth paste.  The company has always

The Competition

Colgate has it competition mainly from Procter and Gamble on a global front.  In India the oral care market is almost worth Rs 7000 crores. HUL, Dabur and Colgate have almost wiped out regional players from this market. Once a market gets consolidated to 2 to 3 players it shows its maturity. Now the global brand Procter and Gamble is also getting aggressive about its play in Indian market. However Colgate has focused on mainly three things – innovation, promotion and accessibility to beat the competition and stay ahead in the market.

Focus on Product Innovation

Innovation is a key core value that has been built into Colgate work culture. They believe in adopting innovation across technologies used, business practices and also product development.  The thrust on innovation is visible from some of their initiatives

• Colgate has created around 9 Category Innovation Centres around the World who focus on developing products based on consumer needs and advancements in technology.
• They have set up a fund which is allocated to selected employee projects across different regions and business functions
• Put in place a state of the class technology development process end to end from basic research to formula optimization to the clinical documentation.
• IP creation in many oral care practices and technology like Copolymer, a FDA approved plaque and gingivitis control measure and instant sensitivity relief
• Training and skill nourishment programs targeted at developing employees creative thinking skills, etc.
• Program for submission of ideas around oral care and animal nutrition with rewards for selected ideas

Colgate Maximum is one of their latest products which were launched to the Indian market. The company positions it as a premium product and they believe high income families would switch to their new brand, even cannibalizing some of their lower priced brands. The new product can also bring in families who are using other premium products. This product claims maximum cavity protections compared to any other oral care brand in the market.

Innovation around consumer insights

Todays’ consumers are demanding, health conscious and price sensitive. Colgate has always focused on bringing product innovation around consumer needs. The feedback from consumers and oral healthcare professionals are fed back to the product development process to ensure that innovation is driven by consumer insights. For example for innovative products from Colgate globally include:

• Colgate maximum cavity protection tooth paste
• Pro sensitive relief tooth paste
• Suavitel Fabric conditioner with fragrance
• Tooth brush designs
• Pure and Clear liquid soaps in collaboration with Palmolive
• Therapeutic weight management food for dogs, etc

Is Product Innovation enough?

Innovation of Colgate doesn’t end on product alone. In Peru they came up with something innovative in shops where women go around with shopping carts labelled with various Colgate toothbrush brands to engage with shoppers. Then the way they extended their reach through small stores like cash and carry stores in Africa is another innovation in sales and distribution.

Colgate always emphasized on that fact that unless the innovation is communicated to the different stake holders, it is of no use. Hence they always gave equal importance to brand communication through integrated marketing campaigns. These campaigns leverage ATL and BTL digital communications and social media channels, to engage a range of audiences from consumers to oral practitioners. One of the best examples of such a campaign was ‘Feeding is believing’. The other part of their communication strategy is around customized communications targeting consumers who are visiting different retail outlets and shoppers educating on the product benefits and differentiation. Innovation is clearly tested and endorsed among the dental and veterinary professionals to strengthen their brand endorsement, which in turn builds market share and brand loyalty.

So how an organization can not only focus on continuous innovation in technology, processes and products but also to make sure that it is communicated, endorsed and accepted by different stake holders – Colgate is a perfect example!!

[message_box title=”Disclaimer” color=”red”]The case is prepared based on secondary data and the purpose of this case study is to just bring out the key marketing strategies and techniques deployed by different firms from our perspective.[/message_box]

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KPMG U.S. survey: Executives expect generative AI to have enormous impact on business, but unprepared for immediate adoption

Generative AI is here, and executives expect it to have an enormous impact on business, but most say they are unprepared for immediate adoption, according to a new survey by KPMG U.S. 

Almost two-thirds (65%) of the 225 U.S. executives [1]  surveyed in the last two weeks of March believe generative AI will have a high or extremely high impact on their organization in the next three to five years, far above every other emerging technology. Yet nearly the same percentage, 60%, say they are still a year or two away from implementing their first generative AI solution.  

While generative AI has rapidly entered the vocabulary of executives and boards given the accessibility of the technology, organizations are challenged to keep pace. Fewer than half of respondents say they have the right technology, talent, and governance in place to successfully implement generative AI. Respondents anticipate spending the next 6-12 months focused on increasing their understanding of how generative AI works, evaluating internal capabilities, and investing in generative AI tools. 

“CEOs and board members must personally invest time in understanding generative AI, and they must demand the same of their teams,” said Atif Zaim, National Managing Principal, Advisory. “They have a responsibility to understand how generative AI and other emerging technologies will change their business and their workforce and to ensure they have sustainable and responsible innovation strategies that will provide a competitive advantage and maintain trust in their organization.”  

Companies often find it difficult to get the value they want from emerging technologies when they take a siloed approach. Yet 68% of respondents have not appointed a central person or team to organize their response to the emergence of generative AI. For the time being, the IT function is leading the charge. 

The respondents, who are from businesses with revenue of $1 billion and above, cite cost and lack of clear business case as the two highest barriers to implementing generative AI. Cyber security and data privacy are currently most top of mind concerns for leaders, at 81% and 78% respectively. 

“Generative AI has the potential to be the most disruptive technology we’ve seen to date,” said Steve Chase, U.S. Consulting Leader. “It will fundamentally change business models, providing new opportunities for growth, efficiency, and innovation, while surfacing significant risks and challenges. For leaders to harness the enormous potential of generative AI, they must set a clear strategy that quickly moves their organization from experimentation into industrialization.” 

A transformative technology and competitive differentiator 

According to the KPMG survey, 77% percent of executives believe that generative AI will have a bigger impact on broader society in the next three to five years than any other emerging technology.  

“2023 has proven to be a game changer, moving AI from the minds of a few thousand data scientists into the hands of 100 million people. This dramatic evolution erupts at the intersection of several slower moving trends: 1) the plummeting cost of computing power, driven by gaming chips and hyper-scale cloud providers, 2) the massive amounts of internet-based training data readily available, and 3) a handful of companies willing to spend billions of dollars to build and run massive “AI learning factories” (aka Large Language Models),” said Pär Edin, Innovation Leader for Deal Advisory & Strategy.

Executives expect the impact to be highest in enterprise-wide areas — driving innovation, customer success, tech investment, and sales and marketing. 

When it comes to the impact of generative AI on the enterprise level, 78% of respondents say that it will have a high or extremely high impact on driving innovation, followed closely by technology investment at 74%, and customer success at 73%. And they believe it will have the greatest transformational impact on research and development, product development, and operations — also the functions where the largest number of respondents are currently exploring the implementation of generative AI.  

“There is no doubt that generative AI could be truly revolutionary for both businesses and society. More than two-thirds of leaders say that changing customer demands and market competition are among the largest factors influencing the need for generative AI,” said U.S. Technology Consulting Leader, Todd Lohr. “There is a true first-mover advantage with the pace of generative AI innovation. Winning organizations will establish their competitive advantage by taking decisive action now, while ensuring they are taking the proper steps toward mitigating risk and implementing responsible AI.”

Key Findings from the Survey:

• 65% believe generative AI will have a high or extremely high impact on their organization in the next 3-5 years
• 60% say they are 1-2 years away from implementing their first generative AI solution
• 72% agree that generative AI can play a critical role in building and maintaining stakeholder trust
• 45% say it can have a negative impact on their organizations' trust if the appropriate risk management tools are not implemented
• Executives are most optimistic about the opportunities to increase productivity (72%), change the way people work (65%), and encourage innovation (66%)

Industries diverge 

Executive prioritization of generative AI varies significantly by sector. [2]  Most of executives (71%) in technology, media, telecommunications (TMT) and 67% in healthcare and life sciences (HCLS) feel they have appropriately prioritized generative AI, while only 30% in consumer and retail say that it is a priority.  

Furthermore, 60% of respondents in TMT say that researching generative AI applications is a high or extremely high priority in the next 3-6 months, the highest of all industries. 

Respondents from TMT and financial services are the most likely to say that the recent focus on tools such as ChatGPT have had a large impact on their digital and innovation strategies.  

Maintaining trust through risk management and responsible AI    

The majority of executives (72%) agree that generative AI can play a critical role in building and maintaining stakeholder trust, but almost half (45%) say that generative AI can have a negative impact on their organization’s trust if the appropriate risk management tools are not implemented. 

Most executives (79%) also believe that organizations that leverage generative AI will have a competitive advantage in risk management compared with their peers.  

Along with their overall strategies for generative AI, organizations are still in the early stages of designing and implementing risk and responsible use programs, despite the expected magnitude of the impact generative AI will have on their organizations and customers.  

Only 6% of organizations report having a dedicated team in place for evaluating risk and implementing risk mitigation strategies as part of their overall generative AI strategy. Another 25% of organizations are putting risk management strategies in place, but it is a work in progress.  

Meanwhile, nearly half (47%) say they are in the initial stages of evaluating risk and mitigation strategies, and nearly a quarter (22%) have not yet started evaluating risk and mitigation strategies.  

Similarly, only 5% report having a mature responsible AI governance program in place, and nearly half (49%) say they intend to stand one up but have not done so yet. Another 19% say an AI governance program is in process or has been partially implemented. Interestingly, more than a quarter, (27%), say they do not currently see a need or have not reached enough scale to merit a responsible AI governance program.  

“Generative AI, like many technologies, creates great opportunities for organizations,” KPMG U.S. Trusted Imperative Leader Emily Frolick. “However, the ease of use and open nature of generative AI amplifies the risk. As organizations are exploring potential use cases, giving attention to the risks or exposures associated with generative AI should be equally prioritized.” 

The critical talent questions  

Respondents largely seem to believe that we are heading into a new era for the workforce that combines work from human+ generative AI. Executives are most optimistic about the opportunities to increase productivity (72%), change the way people work (66%) and encourage innovation (62%). However, they are also mindful of the potential negative implications.  

Almost 4 in 10 executives (39%) believe that generative AI could lead to decreased social interactions and human connections with coworkers that may have negative impacts on the workforce. Another 32% report a concern that they will see increased mental health issues among their workforce due to the stress of job loss and uncertainty about the future 

Companies are focused on a hybrid approach of hiring and capability building among their teams across industry and function.  

The bottom line 

Generative AI has the potential to transform businesses across industries. However, executives still see major hurdles to adoption, such as determining clear business cases and installing the right technology, talent, and governance.  

As generative AI evolves, executives must prioritize its rapid implementation to stay competitive, while ensuring that it is deployed in a responsible and ethical manner. 

This survey was completed as part of KPMG U.S.’ research initiative focused on generative AI and the speed of modern technology. In the coming weeks, more data will be released with detailed analyses and a deeper dive into functional and industry views.

[1] The survey polled 300 global C-suite and senior executives, of which 225 were US-based.

[2] Industry data is global, and based on a sample size of >50.

Melanie Malluk Batley

Associate Director, Corporate Communications

Andreas Marathovouniotis

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