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谁开发突破性新产品及服务—是使用者还是制造者?(PDF)
Who Develops Breakthrough New Products and Services - Users or Manufacturers? (PDF)
在思考如何着手发展构想前, 我们要探索谁来做这件事。 确切地说, 是否概念开发者正是制造商本身? 或是产品或服务的使用者?
Before thinking about how to do concept development, we will explore who does this activity. Specifically, is the concept developer really a manufacturer - or is it a product or service user? |
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系统化的产生突破性新产品及服务的构想—“先驱使用法”(PDF)
Systematic Generation of Ideas for "Breakthrough" New Products and Services - the "Lead User Method" (PDF)
有完整内文及先驱使用者录影带可供使用
The complete article and Lead User Videos are available.
当使用者有兴趣去这么做时,他们产生创新的构想。但从产品制造商看来，并非所有使用者的创意都能发展为好的商品。 因此, 制造商必需能辨别具指标性之先驱使用者并向其学习。3M 及其他的企业己经从经验中与先驱使用者建立一个网络, 并且整合先驱使用者及企业自发之构想, 开创突破性的新产品及服务。 这篇针对阅读材料即描述了3M的创新经验。
Users innovate when it is in their interest to do so. But not all user innovations will make a good product from a product manufacturer's standpoint. Therefore, manufacturers must identify and learn from "lead" users. 3M and other firms have learned to network their way to lead users and then combine lead user ideas with their own to create "breakthrough" new products and services. The reading for this lecture describes the 3M experience. |
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找出使用者之真正需求: “棘手的资讯” 及“边学边做” 的难题(PDF)
Finding out What Users Really Need: The "Sticky Information" and "Learning by Doing" Problems (PDF)
掌握使用者的实际需求是困难的, 因为许多来自使用者的需求是很”棘手”的, 而且使用者会试着发展产品原型并改变他们的需求。
It's hard to know what users really want, because much user need information is "sticky," and also because users learn by trying out prototype solutions - and then change their views of what they want. |
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对既有产品及服务系统性地加以改善
Systematic Generation of Incremental Improvements to Existing Products and Services
传统营销研究概念衍生技巧(PDF)
Traditional Marketing Research Concept Generation Techniques (PDF)
传统的市场研究技巧主要着重于消费性产品。 在这里,使用者需求透过复属性法来分析, 营销及研发人员再使用其所得资料去开发新产品构想。 最后再透过典型的消费者焦点团体, 问卷调查等, 来研讨这些构想之市场潜力。
Traditional market research techniques are most advanced in consumer products fields. Here, user needs are analyzed via multiattribute techniques, marketing and R&D personnel then use this data to develop new product concepts. Finally, the market potential of these ideas is explored via "focus groups" of representative consumers, questionnaires, etc. |
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“脑力激荡” 及 创造力训练技巧
"Brainstorming" and Creativity Training Techniques
讲师: Jeff Mauzy, 麻省康桥Synetics 公司负责人
Lecturer: Jeff Mauzy, Principal, Synectics, Inc. (Cambridge, MA)
许多企业试着从公司内部产生新产品及服务的构想, 而有些研究人员及顾问公司已发展出能增加创造力的方法。Synectics 正是其中一家这样的公司。Jeff Mauzy 是一位 ”建构式脑力激荡课程” 的专家, 将于课堂中引导一些实作使我们感受此类方法及技巧。
Many firms try to generate concepts for new products and services internally. Some researchers and consulting firms have developed techniques for increasing the creativity of ideas generated. Synectics is one of these. Jeff Mauzy is an expert in "structured brainstorming sessions," and will lead some in-class exercises to give us a feeling for such techniques. |
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麻省理工媒体实验室法: “作出来, 顾客就会上门”
The MIT Media Lab Approach: "Build It and They Will Come."
讲师: 麻省理工媒体实验室 Joe Paradiso
Lecturer: Joe Paradiso, MIT Media Lab
媒体实验室有许多有极富创意的人材(有些是尖端使用者), 这些人因兴趣及需要, 建立了许多构想及具潜力的产品原型。 实验室的企业赞助者受邀到实验室认识这些产品原型, 并讨究是否有销售市场及量产能力。通常有趣的创意能带来好的结果。
The Media Lab houses very creative people (some of them leading-edge users) who build prototypes of new ideas and potential products based upon their own interests and needs. Lab sponsor firms are then invited in to look at the prototypes and see if they can identify links to their own markets and production capabilities. Often, interesting creative links result. |
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依人种决定一般使用者的需求 然后发展解决方案
Determining Average Users' Needs Ethnographically and Then Developing Solutions
讲师: Harry West 博士, Design Continuum 公司副总裁
Lecturer: Dr. Harry West, VP, Design Continuum
Harry West 指导他的公司透过人种志法谨慎并有创意地研究使用者行为。 使用者行为研究有时包含使用者依所需自行开发的产品原型, 另些时候, 观察者能发掘使用者自身无法体察的需求，由于使用者已习惯于问题的存在, 而没能察觉事情仍有改进的空间。Harry West 是位人种志观察法的专家, 经由几个实际案例他将带领我们了解这个方法。
Harry West teaches his firm to carefully and creatively study what users do via ethnographic techniques. Sometimes the user behaviors studied contain user-developed prototypes of desired solutions. Sometimes the users display a need that is apparent to the observers, but invisible to the user, who is so accustomed to a problem that he or she is unaware that things could be made better. Harry West is an expert in ethnographic observation techniques and will lead us through some actual case examples. |
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使用者彼此以及制造者何不共同分享创新: 非正式的技术交流, 聚集而成的发明 以及 无偿的启发(PDF)
Why Users Share Innovations with Each Other and with Manufacturers: Informal Know-How Trading, Collective Invention and Voluntary Revealing (PDF)
人们乐于与你分享各种资讯对开发新产品及服务是十分重要的。 何时以及为何他们会这么做? 有时仅因简单的小礼物(像开放程式码软件开发者的做法), 有时则是互惠关系 (像Marcel Mauss 提到的 “一份礼物看起来总像是报酬” )
People will share all sorts of information with you that is important for developing great new products and services. When and why will they do this? Sometimes it pays to simply give things away (as open source software developers do). Sometimes it has a lot to do with reciprocity (As Marcel Mauss put it "…a gift always looks for recompense.") |
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使用者创新之工具集
Toolkits for User Innovation
讲师: John Wright, 公司:International Flavors and Fragrances(PDF)
Lecturer: John Wright, International Flavors and Fragrances (PDF)
某些时候开发顾客产品及服务最有效的方法, 就是给使用者工具去让他们自己开发。 此“工具集” 法先出现在软件、ASICs 及其他先进的领域中。
Sometimes the most efficient way to develop custom products and services is to give users the tools to do it themselves. This "toolkit" method has been pioneered in software, ASICs and other advanced fields. |
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使用者创新社群—无需制造商
User Innovation Communities - No Manufacturer Required
使用者常于同好或创意社群中产生创新的构想—无需制造商。 这种精神将于开放来源软件及极端运动范例中呈现。 我们将考量是否这个模式能代表未来产品及服务的发展。
Users often innovate in communities of their own creation - no manufacturer required. Examples will be presented from the worlds of open source software and extreme sports. We will consider whether this pattern may represent the future for product and service development. |
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抵抗采纳革命性的创新—即使企业“想要采纳革命性的创新”
Resistance to Adopting Radically New Innovations - Even in Firms that "Want To"
当一项创新被推出时, 有人赢也有人输。 结果是--革新可能是真的有困难的—不可能吗? –来看看一个企业如何彻底采纳一个全新的创新。
Some people win - and some lose - when an innovation is introduced. The result is that it can be really difficult - impossible? - to get a radically new innovation adopted by a firm. |
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