After 30 years and more than 30,000 concepts, InnoQuest*Vantis knows what it takes to drive real innovation to market. We have helped many leading companies infuse their organization with a more innovative approach to new product development with tools that are easy to use and implement. http://www.ipsos-na.com/knowledge-ideas/marketing/webinars/Default.aspx?q=making-innovations-that-inspire

1. Get More Innovation into Market
Ideas to Drive New Product Success
InnoQuest*Vantis
March 2013
Break Price
Average Luxury Through Commodity Novelty Curiosity Resistant Premium Winner Value Brand Want

2. InnoQuest*Vantis - Range
EXPLORE EVALUATE OPTIMIZE FINALIZE MONITOR
FUZZY CONCEPTS PROPOSITION PERFORMANCE &
FRONT END & LAUNCH MAXIMIZE ROI
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3. Experience
Large Durables Financial Services Technology New to the World
Appliances Banking Computing Surgical techniques
Garage Organization Mortgages Tablets Robots
Bath Investments Software
Yard Mobile Payments
Building Materials
Small Durables Consumer Telecom Smart body
Cleaning Electronics Smart phones Fitness
Tools Video Cable Disease monitoring
Bath Audio Other “content” providers Tracking
Lighting Camera Other “data” applications
Decor
Smart house
Climate control 25 years
Security
Appliance control 30 thousand products
Sensory management
Personal emergency 84 countries
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4. 4

5. On the one hand, perhaps consumers can’t tell us what’s
innovative, especially in a quantifiable way
On the other hand, without voice of the customer, most
companies innovate too much based on what they can
produce
And in between the extremes of consumer- vs. tech-centric
are a variety of approaches: lead users, gurus, process
oriented…that may or may not be predictive

6. Innovation is hard!
46% of resources devoted to failed/cancelled products
About 80% of ideas and concepts tested will never launch
About 70% of launched products will disappear within two years
Source: Booz Allen
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7. Problems with Innovation Funnels
70% 10%
Core
Core
20%
Adjacent
20%
Adjacent
70%
10% Transformational
Transformational
Innovation Activity Innovation Returns
Source: Harvard Business Review
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8. Test Well, Don’t Do Well
Things past peak on trend (e.g., investment advice, energy
savings appliances, more points per dollar on loyalty programs)
Incremental line extensions
Straight give-aways on profit per unit
Do Well, Don’t Test Well
Things a little before their time (e.g., Personal Readers,
PVR, Single Serve Coffee Machines, Netflix)
‘A little too different’ things that strike an
emotional cord – done well (e.g., Snuggie)

9. What Could Be Improved
The traditional measurement system is mis-used
The evaluative view is not broad enough
Insights erode on their journey to commercialization

10. #1
Typical Measurement Systems Mis-used
Look for the right things
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13. The Trouble With One Measure
Top Two Box %
16% 21% 18% 34% 26% 28% 21% 19% 33%
8%
Purchase Intent
12%
8%
9%
6% 4%
5% 6%
3%
26%
20% 21%
15% 17% 17%
13% 13% 13%
Nokia Amazon Apple HP Apple Palm LG Apple Dell
Booklet Kindle TV Mini iPhone Pre Chocolate iPad Inspiron
3G 2 3Gs 11z
Definitely Would Buy Probably Would Buy
Failed Succeeded
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14. Multiple Measures is Better, But Not Enough
Placement in Vantis Database
Raw Bottom Below Above Top
Key Measure Question Avg.
Score 20% Avg. Avg. 20%
Seek Information (Top Two Box %) 95%
Purchase Intent (Top Box %) 22%
Purchase Intent (Top Two Box %) 45%
Liking (Mean 6-Point Scale) 3.2
Price/Value (Mean 5-Point Scale) 2.3
Uniqueness (Mean 5-Point Scale) 3.6
Believability (Top Box%) 41%
Need Fulfillment (Top Two Box %) 22%
Market Success Score 115
0 67 133 200
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15. It’s The Total Profile That Matters
Placement in Vantis Database
Bottom Below
Avg.
Above Top When we look at these
20% Avg. Avg. 20%
comparisons, we are looking at
Seek Information patterns of scores.
Purchase Intent (Committed) Like a constellation.
Purchase Intent We use this pattern to
Liking understand a concepts
strengths and weaknesses.
Price/Value
Uniqueness
And its true potential.
Believability
Need Fulfillment
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16. Seemingly ‘Middle Performers’ Are Often Dismissed Too Early
 Winner

Top
performer  Under-priced
archetypes  Good concept
 Breakthrough  Potential future hit
 
?
Over-priced Niche/targeted
Middle  Me too  Skeptical
 Average  Atypical
performer  For Want  Communications
 Luxury  Value resistant
archetypes  Value Challenged
 Commodity  Unconvincing
Branding  Caught in middle

Poor
performer  Laggard
archetypes
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17. 17

18. 18

19. Each Archetype Profile is Assessed in the Context of the Commercial Game Plan
High Liking and Uniqueness, Top Box Purchase Intent often
30,000
average or above, Price / Value often below average
24 80
Pricing Normally needs to come down as quickly as production economies permit
Needs to be designed for the masses; generational and line management is key – having a
Product roadmap for the evolving product line
Promotion Advance PR with mass support positioned to a non-sophisticated consumer
Mass and elite distribution; mass distribution often rolled out slowly starting in outlets with a
Distribution high CDI, sales person/channel incentivizing is important but often only affordable in elite
channels; POS demo is useful
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20. #2
The Evaluative View is Not Broad Enough
Look Past the Data
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21. 5 Essential Factors Ultimately Lead to Product Success
Sales Potential  Penetration and Revenue Potential
Communication  Simple and single-minded, focused, effective
Audience  Clearly defined and sizable, interested, reachable
Long Term  Sustainable, Evident possibilities for new revenue streams
Edge 
Sells itself (real benefits), generates buzz, Sustainable
competitive advantage
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22. Consumer Goods Framework
Innovation Performance Framework
Consumer Market & Marketing
Demand Execution Force
Relevance Market Structure Media
Shelf Visibility &
Expensiveness Promotion
Adv. Brand Recall
Differentiation Comparability of Distribution
Size & Range
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23. #3
Insights Erode
(or were not the foundation in the first place)
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24. Defining an Insight
The REVELATION of a
SIGNIFICANT GAP
between consumers’
ASPIRATIONS and what
they perceive
as AVAILABLE, which
can be turned into a
BUSINESS
OPPORTUNITY
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25. Framework for Insight Development
Personally Occurs in
Engaging Daily life
Tension Important
Frequent
Consumer is
Ready to
Revelation Change
Credible
behavior
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26. Assure Continuity of Insight
Better Better Better Better
Insights Ideas Concepts Ads
Product Development Copy Development
Approaches Approaches
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26

27. Assure Continuity of Insight
Better Better Better Better
Insights Ideas Concepts Ads
Don’t If insights are Keep it real
compromise known to be
high standards strong, you can Measure not
screen more just appeal but
easily how the parts
of the concept
resonate
Avoid feature Directly link
myopia testing results
to creative
briefs
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27

28. Summary
• Consumers can definitely send us signals about true and game-changing
innovation if we look at their feedback through the right lens – pay special attention
to those ideas in the middle
• Consumer feedback needs to be systematically married with market and marketing
success factors to guide the right action and excite the organization
• Rigor in what constitutes an Insight and how it is shepherded through the
commercialization process will lead to more success
• Doesn’t require reinventing the wheel
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29. Jason Brown
President, InnoQuest*Vantis
jason.brown@ipsos.com
P: 212-584-9248
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2

30. Segment Potential Index and Incidence – Bose SoundLink wireless music system
 Target Segment for Bose SoundLink consists of: Market Success Score
 Age 18-34
 Smartphone owners 78
 Value quality over price, brand etc
0 67 133 200
Key Measure Scorecard
Segment Incidence: 24% - Sizable
Bottom 20 Below Above Top 20
SPI: 135 - Interested Percentile Average Average Average Percentile
Seek Information (Top Two Box %) 
Purchase Intent (Top Box %) 
Likely buyers for this concept are heavy Purchase Intent (Top Two Box %) 
newspaper and magazine subscribers, providing
Liking (Mean 6-Point Scale) 
a direct channel to reach the right audience
Price/Value (Mean 5-Point Scale)  Good/
Uniqueness (Mean 5-Point Scale) 
Sales Potential  Believability (Top Box%) Strong 
Need Fulfillment (Top Two Box %) 
Communication 
Audience 
Communications Indices
Long Term  Message Power Score 

Edge 
Buzz Power Score
Note: The target profile for this concept was used to define the appropriate segment. Strong Buzz
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31. Example 2 – Dell Cloud Computer
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32. Segment Potential Index and Incidence – Dell Cloud Computer
 Target Segment for Bose Dell Cloud Computer Market Success Score
consists of:
 Smartphone owners
106
 More frequent streaming of content
0 67 133 200
Key Measure Scorecard
Segment Incidence: 24% - Sizable
Bottom 20 Below Above Top 20
SPI: 135 - Interested Percentile Average Average Average Percentile
Seek Information (Top Two Box %) 
Purchase Intent (Top Box %) 
Likely buyers for this concept are heavy Purchase Intent (Top Two Box %) 
newspaper and magazine subscribers, providing
Liking (Mean 6-Point Scale) 
a direct channel to reach the right audience
Price/Value (Mean 5-Point Scale) Good/ 
Uniqueness (Mean 5-Point Scale) 
Sales Potential  Believability (Top Box%) Strong

Need Fulfillment (Top Two Box %) 
Communication 
Audience 
Communications Indices
Long Term  Message Power Score 

Edge 
Buzz Power Score
Note: The target profile for this concept was used to define the appropriate segment. Strong Buzz
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33. Each Archetype Profile is Assessed in the Context of the Commercial Game Plan
30,000 cases
24 archetypes
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