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Here’s a classic On-Shelf Disruption story from Innocent Drinks in the UK.
Most marketing organisations would have found many reasons why it was too dificult to bring this idea to life. Innocent Drinks found just one reason to do it…. To Get People Talking.
Not only did people talk, but new relationships were built between the brand and people.
Stop trying to find reasons to say “No, it can’t be done” … Inspiring Marketing is about making things happen.
How can you be inspired in your world?
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Fudge Urban is an interesting example of disrupting on supermarket shelves. The styling category shelves are full of brands which express themselves in a surprisingly conservative ‘voice’. Most are sophisticated, understated, subdued and clean.
Most companies quite sensibly, want to avoid risk… or at least manage it. When it comes to brand development, this often results in a tendency to look at successful brands in a category and ‘doing what they do’.
Rather than risk playing it safe by following those rules, Fudge’s entrance into the grocery channel is brash, loud and idiosyncratic. Will it appeal to everyone? Probably not… Will it appeal to a viable proportion of the market? Very likely… Will it get noticed? Absolutely.
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3Gtv (Automated Media Services) can now deliver television commercials, infomercials and other television content into retail environments in a way that brand owners and media buyers can plan and buy commercial time. The system can also verify that commercials actually run. Planning can be category and brand space specific so that brand owners can get their message across at the specific time and place that consumers are making their purchasing decision.
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Many marketing people often focus their innovation strategies around things like “the product” and “new technology”. Unfortunately this can narrow the opportunities for innovation within an organisation. It can also weaken their innovation’s potential for market success.
At P&G they take a much wider view of innovation and in the process this helps them discover a more integrated, deeper and relevant pool of potential ideas from which they can bring innovations to market. These innovations are more likely to be supported by the business and valued by customers and consumers. The chance of making a real positive difference to their business is increased.
In this short video A.G.Lafley, P&G’s past Chairman & CEO, talks about P&G’s approach to innovation. I think you might find some insightful learnings, or some reminders, worth the 14 minutes it takes to watch.
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And the results so far….
1 year later:
1 booth (needs a new coat of paint)
1546 nickels donated to the Ballard food bank
304 questions asked online through the website
15 amazing clients with great projects
and 228 Architects from around the world asking how I could help them or how they could help me?
It has been a hard year for a lot of us. My story is not unlike many others. The economy is getting stronger but we need to get out there and MAKE our new future.
It is time for Architecture 5¢ to truly become what it was meant to be, move beyond my booth, and get architects back to work and off unemployment!
Need an Architect? You can find John Morefield here: http://architecture5cents.com/
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As always, be inspired. Where in your world can you disrupt?
>> Subscribe to this blog at left and we will keep you up to date on ideas, insights, thoughts and ideas from around the world.
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Here is Tom post…
As Jerry Garcia once said, “You do not merely want to be considered the best of the best. You want to be the only ones who do what you do.” That quote was part of Rule #24 in Alan Webber‘s inspiring Rules of Thumb book, and partly inspired this cartoon (except I played with toes, not thumbs).
The vast majority of innovations launched each year are “me too’s”. It’s very tempting to drive by the rear view mirror, with your eyes on the competition rather than on the consumer. I blogged a few months ago that companies can be classified either as Rule Makers, Rule Followers, or Rule Breakers. Most companies duke it out amongst themselves as Followers, trying to gain share against the market leader by playing the rules of the market leader.
When I worked at Nestle ice cream, we acted as Rule Maker in launching a new “Slow Churned” technology that dramatically improved the taste of low fat ice cream. Unilever followed quickly with “Double Churned”, based on the same technology. Because Unilever didn’t have the same R&D investment, the Unilever launch was more efficient, even though they weren’t first. Both strategies have their pros and cons.
However, the worst position is to be a timid number three or four. Yet many companies jump on the bandwagon of a new idea only when the presense of competition has endorsed the idea. The thinking is that is must be a good idea because everyone else is doing it.
A few companies like Unilever excel at fast following (they call it “stealing with pride”), but most companies that consider themselves fast followers are actually slow and timid followers.
The real opportunity is to be the Rule Breaker and change the game entirely. Skinny Cow took the challenger brand approach, launching tasty lowfat ice cream sandwiches that attracted a cult following. Skinny Cow fanatics identified themselves, not with the lowfat ice cream category, but with Skinny Cow. Skinny Cow generated so much value that Nestle ultimately paid a premium to acquire them. Rule makers recognize the value that rule breakers create. The slow followers rarely create value at all.
Instead of obsessing about market share, think market creation. Become “the only ones who do what you do”.
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You’ll find Tom at : http://www.tomfishburne.com
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As always, be inspired. Where in your world can you disrupt?
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Here are some simple questions you can ask yourself which may help lead you to new disruptive innovation strategies. These questions are an alternative to getting bogged down in complex workshops which often fail because ideas are too wild or too narrow in their focus. I would encourage you to also view the video link below and explore Kevin Coyne’s article in HBR ~ link also below.
1. “Who uses our product in ways that we never expected or intended?” This question led to the development of SUV’s and mountain bikes.
2. “What is the biggest hassle or problem in using our product?” This led UPS to using an existing 50 year old technology to solve a long standing unmet need.
3. “Which current customers could significantly increase their usage, if only we could remove one specific barrier within our product or service, which we have never removed before”
4. “How would our product change if it were customised for every user” This question is based on the idea that most products that are on offer are designed to meet the average needs of the majority of people in any particular market. What could you do to your product if you were able to make your product fit even more closely to the very specific needs of smaller groups of consumers. ~ Banking and financial products have made very good use of this particular question which has helped banking and financial markets to be very disruptive in the market over the last 15 years or so.
5. “Which technologies in our products have changed the most since the product was last redesigned?” Read the Sony Walkman transitioning to Apple iPods.
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Kevin Coyne’s article in HBR: http://hbr.org/2007/12/breakthrough-thinking-from-inside-the-box/ar/1
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As always, be inspired. Where in your world can you disrupt?
>> Subscribe to this blog at left and we will keep you up to date on ideas, insights, thoughts and ideas from around the world.
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You can read more about this story in Fast Company here: http://www.fastcompany.com/1596248/apple-store-cube-is-one-of-the-worlds-most-popular-landmarks?partner=homepage_newsletter
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As always, be inspired. Where in your world can you disrupt?
>> Subscribe to this blog at left and we will keep you up to date on ideas, insights, thoughts and ideas from around the world.
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