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What Customers Want
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Kurzbeschreibung
A world-renowned innovation guru explains practices that result in breakthrough innovations. Twenty years into the customer-driven innovation movement, breakthroughs are rare and these failures cost Fortune 1000 companies between $50 million and $800 million each year. Growing out of Anthony Ulwick's revolutionary "Harvard Business Review" article and featured in Clayton Christensen's new bestseller, "The Innovator's Solution", "What Customers Want" describes a groundbreaking approach that improves on the conventional methods for product and service innovation.
Synopsis
A world-renowned innovation guru explains practices that result in breakthrough innovations. Twenty years into the customer-driven innovation movement, breakthroughs are rare and these failures cost Fortune 1000 companies between $50 million and $800 million each year. Growing out of Anthony Ulwick's revolutionary "Harvard Business Review" article and featured in Clayton Christensen's new bestseller, "The Innovator's Solution", "What Customers Want" describes a groundbreaking approach that improves on the conventional methods for product and service innovation.
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Einleitungssatz
The first step in the innovation process is to define the innovation strategy. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
The first step in the innovation process is to define the innovation strategy. Lesen Sie die erste Seite
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
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Format:Gebundene Ausgabe
in den Produktentwicklungsprozess erscheint Ulwick als nicht immer förderlich. Viel mehr plädiert er dafür, daß Unternehmen sich bewusster werden, welche Informationen sie tatsächlich vom Kunden benötigen (keine spezifischen Lösungsvorschläge, sondern Informationen bezüglich dessen, was der Kunde erreichen will, wenn er das Produkt kauft). Letzendlich geht es ihm darum, daß Unternehmen ihre Produktentwicklung mehr fokussieren und sich bewusst werden, was der Kunde erreichen will und wie sie ihn dabei unterstützen können.
Da das Buch von 2005 ist wird nicht auf neuere Trends in der Zusammenarbeit über Web2.0 geredet (z.B. das Kunden Ideen vorschlagen und diese dann wieder von anderen Kunden bewertet werden). Dennoch bietet es einen interessanten und kohärenten Vorschlag, wie man mit Produktentwicklung umgehen sollte. Fast alles was vorgeschlagen wird, wird auch anhand von Praxisexempeln belegt (aus dem Umfeld seiner Beratungstätigkeit, weshalb keine negativen Beispiele zu finden sind). Insgesamt ist es jedoch ein gutes Buch das einen interessanten Vorschlag kurz und präzise vorstellt und mit dem man wenig falsch machen kann.
Da das Buch von 2005 ist wird nicht auf neuere Trends in der Zusammenarbeit über Web2.0 geredet (z.B. das Kunden Ideen vorschlagen und diese dann wieder von anderen Kunden bewertet werden). Dennoch bietet es einen interessanten und kohärenten Vorschlag, wie man mit Produktentwicklung umgehen sollte. Fast alles was vorgeschlagen wird, wird auch anhand von Praxisexempeln belegt (aus dem Umfeld seiner Beratungstätigkeit, weshalb keine negativen Beispiele zu finden sind). Insgesamt ist es jedoch ein gutes Buch das einen interessanten Vorschlag kurz und präzise vorstellt und mit dem man wenig falsch machen kann.
Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)
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18 Rezensionen
25 von 25 Kunden fanden die folgende Rezension hilfreich
A must read for all R & D groups
10. Juli 2006
Format:Gebundene Ausgabe|Von Amazon bestätigter Kauf
I have read several new books on innovation and I finally understand why Clayton Christensen referenced the work of Tony Ulwick frequently in his book the Innovator's Solution. Although at first blush, Ulwick's thinking could be cast aside as common sense, this book has made me realize that there is a brilliant, new way to think about innovation.
Let me try to explain how Ulwick frames his thinking. Generally speaking, innovation is the process of finding solutions that address the customer's unmet needs. Most companies agree that they should first uncover and prioritize the customer's unmet needs and then devise solutions that address them - but, as Ulwick explains very well, although companies think they understand this concept, they continue to get it so very wrong - to the point where their customer-driven, "voice of the customer" led efforts are causing the failures they are trying to avoid!
This book makes it clear that because companies are focused on customers and products (and not the job the customer is trying to get done), they are simply getting the wrong inputs into innovation, and incredibly, they don't know it. In my experience, this is exactly right. Ulwick contends that to truly succeed at innovation companies must understand just what a customer "need" is. Ulwick's notion that different innovation strategies require different customer inputs (needs) was an epiphany for me.
In his books and articles on innovation, Clayton Christensen mentions the jobs-to-be-done theory, but Ulwick turns this theory into a science by making the job the customer is trying to get done - not the customer or competition - the focal point of innovation. Ulwick provides ample evidence that the customers desired outcomes are the building blocks of innovation - the customers' measures of value - but they are rarely the company's focus of capture when using traditional "voice of the customer" techniques. In fact, Ulwick suggests that companies should "silence the literal voice of the customer", an argument that I now understand and agree with. His argument that there is no such thing as a latent, unarticulated need is also quite compelling.
Rarely does a book offer such new insight and theory along with practical ideas for execution and implementation. I have since read other articles on their web site (strategyn.com) and have become a fan. This sounds like the future of innovation to me.
Let me try to explain how Ulwick frames his thinking. Generally speaking, innovation is the process of finding solutions that address the customer's unmet needs. Most companies agree that they should first uncover and prioritize the customer's unmet needs and then devise solutions that address them - but, as Ulwick explains very well, although companies think they understand this concept, they continue to get it so very wrong - to the point where their customer-driven, "voice of the customer" led efforts are causing the failures they are trying to avoid!
This book makes it clear that because companies are focused on customers and products (and not the job the customer is trying to get done), they are simply getting the wrong inputs into innovation, and incredibly, they don't know it. In my experience, this is exactly right. Ulwick contends that to truly succeed at innovation companies must understand just what a customer "need" is. Ulwick's notion that different innovation strategies require different customer inputs (needs) was an epiphany for me.
In his books and articles on innovation, Clayton Christensen mentions the jobs-to-be-done theory, but Ulwick turns this theory into a science by making the job the customer is trying to get done - not the customer or competition - the focal point of innovation. Ulwick provides ample evidence that the customers desired outcomes are the building blocks of innovation - the customers' measures of value - but they are rarely the company's focus of capture when using traditional "voice of the customer" techniques. In fact, Ulwick suggests that companies should "silence the literal voice of the customer", an argument that I now understand and agree with. His argument that there is no such thing as a latent, unarticulated need is also quite compelling.
Rarely does a book offer such new insight and theory along with practical ideas for execution and implementation. I have since read other articles on their web site (strategyn.com) and have become a fan. This sounds like the future of innovation to me.
25 von 27 Kunden fanden die folgende Rezension hilfreich
Good but not great
17. Januar 2007
Format:Gebundene Ausgabe
If you are new to market research or product innovation, this book is practical and easy to read and I recommend it. No need to read further in my comment.
For the more experienced reader: As a businessperson, I was disappointed in this book. At first I was carried away; Ulwick is a good writer. I was so excited, I restared the book and took notes. That is when I realized that this is essentially a marketing tool for his company. Ulwich doesn't give insight into how to find the "50-150" criteria he mentions beyond saying that good marketing researchers are important. Furthermore his comments about customer-driven innovation are incorrect. While I agree with him that many companies behave as he describes, this is because, as with other business tools/concepts, customer-driven innovation is misunderstand and misused. Most of what he talks about is identical to what I tell employees during training. What I got out of this book was a handful of sentences about focusing on the job your customer needs done, the constraints and the criteria by which customers will measure your "solution".
For the more experienced reader: As a businessperson, I was disappointed in this book. At first I was carried away; Ulwick is a good writer. I was so excited, I restared the book and took notes. That is when I realized that this is essentially a marketing tool for his company. Ulwich doesn't give insight into how to find the "50-150" criteria he mentions beyond saying that good marketing researchers are important. Furthermore his comments about customer-driven innovation are incorrect. While I agree with him that many companies behave as he describes, this is because, as with other business tools/concepts, customer-driven innovation is misunderstand and misused. Most of what he talks about is identical to what I tell employees during training. What I got out of this book was a handful of sentences about focusing on the job your customer needs done, the constraints and the criteria by which customers will measure your "solution".
17 von 20 Kunden fanden die folgende Rezension hilfreich
Don't use a Shotgun to target Customers
22. Dezember 2005
Format:Gebundene Ausgabe
Question: What do people want?
Answer: To get their job done? (Whatever the job may be, such as to regain energy in their bodies, or to be entertained).
In his series on innovation, Clayton Christensen touches upon the Jobs-to-be-done theory. Ulwick dives into it by showing us that what customers really want is desired outcomes.
Customers are strange creatures. On one hand they openly say what they want and then turn around and do exactly the opposite. The reasons for this is that customers often are not able to articulate what they want - except in the form of desired outcomes.
Stop spinning your wheels. If you're serious about creating something new and innovative, then you need to study this book to learn how to find out what customers really want.
Venture Capitalists, Angels, and almost every serious investor in the world wants to see two things in every venture: 1) Customers who love the product because it satisfies a burning need, and 2) Business Models that capture a significant amount of value created.
Customers are by far the most important aspect of any successful venture, yet time and time again attention is not paid to proving beyond a shadow of a doubt that a given product gives customers what they want.
Ulwick says that "... most companies come up with ideas and solutions and then test them with customers to see if they will buy - without ever knowing how customers measure value." From my personal experience I know that Ulwick is dead on. Most entrepreneurs and business professionals understand very little about what customers truly consider value. Instead they heap on the features - hoping to shotgun their way to hitting that one aspect customers want.
If you're serious about creating a successful enterprise, then you need to read this book. And, if you are just too hard pressed for time, at least read his article in Strategy & Innovation titled "Do You Really Know What Your Customers Are Trying to Get Done?" (Harvard Business Online).
------------------
Michael Davis, Editor - Byvation
"Business Success through Innovation"
Answer: To get their job done? (Whatever the job may be, such as to regain energy in their bodies, or to be entertained).
In his series on innovation, Clayton Christensen touches upon the Jobs-to-be-done theory. Ulwick dives into it by showing us that what customers really want is desired outcomes.
Customers are strange creatures. On one hand they openly say what they want and then turn around and do exactly the opposite. The reasons for this is that customers often are not able to articulate what they want - except in the form of desired outcomes.
Stop spinning your wheels. If you're serious about creating something new and innovative, then you need to study this book to learn how to find out what customers really want.
Venture Capitalists, Angels, and almost every serious investor in the world wants to see two things in every venture: 1) Customers who love the product because it satisfies a burning need, and 2) Business Models that capture a significant amount of value created.
Customers are by far the most important aspect of any successful venture, yet time and time again attention is not paid to proving beyond a shadow of a doubt that a given product gives customers what they want.
Ulwick says that "... most companies come up with ideas and solutions and then test them with customers to see if they will buy - without ever knowing how customers measure value." From my personal experience I know that Ulwick is dead on. Most entrepreneurs and business professionals understand very little about what customers truly consider value. Instead they heap on the features - hoping to shotgun their way to hitting that one aspect customers want.
If you're serious about creating a successful enterprise, then you need to read this book. And, if you are just too hard pressed for time, at least read his article in Strategy & Innovation titled "Do You Really Know What Your Customers Are Trying to Get Done?" (Harvard Business Online).
------------------
Michael Davis, Editor - Byvation
"Business Success through Innovation"
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