Real disruption comes from angry customers
Real disruption comes from angry customers, not technology. The various speakers at the event 'Innovation Beyond Tech', organized by ktc, gave interesting insights about putting customers at the center of the innovation process. A number of successful Eindhoven scale-ups came to talk about their lessons learned: Amber, Sendcloud and InnoEnergy. Although technologies such as AI, big data and blockchain are currently accelerating various things, innovation goes beyond technology alone.
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Directly involving customers in the design process, when sketching a new product or service? Design thinking fanatics call it a 'must', but the various speakers indicated that they only did this after the launch of a first (beta) product or service. The same applies to market research. Many management gurus swear by it. But there are also enough successful entrepreneurs who have proven the opposite. They launched a successful product in a market that did not exist at all.
If I had asked my customers what they wanted, they would have told me a faster horse. –Henry Ford
Around 30,000 new consumer products are launched each year and just over 95 percent fail. Getting creative in customer needfinding is therefore incredibly important. Combining disruptive trend analyses with behavioral analyses, in-depth interviews and empathy mapping are currently being successfully used by companies to find a product market fit . Venture capitalist Dave McClure developed a nice framework for this: the 'Pirates' AARRR framework. This framework is now considered one of the five most important start-up models.
It is quite a challenge for companies: adapting to the rapidly and strongly changing consumer demand, and also continuing to meet today's demand. Being ambidextrous requires a lot from organizations. Speed, creativity and of course a lot of courage. Exploitation and exploration sometimes clash in terms of interests. According to various scientific studies (pdf) , working efficiently and cost-reducing does not really go hand in hand with broad experimentation.
Do you have the dream that customers are at your doorstep for your new product, like Apple, Tesla and even the Dutch Picnic ? That remains a dream for almost all companies, because it remains a dream. As Walt Disney so beautifully described:
year, 50 billion dollars ( Humor effectiveness in social video engagement ) is spent on commercials that are meant to be funny. When I try to name funny or good commercials, I quickly end up with spots that we collectively found funny: cows doing bombs in swimming pools, stressed managers jumping on tables and logistics employees who incorporate texting errors into their daily language. But does humor really work that well?
We know the examples of failed hooks and not-so-funny messages ( New York Pizza with the cauliflowers , even The Best Social Media sometimes misses the mark in a tweet , an inappropriate hook on #MeToo ). When does humor work, and when not? To find out, we first have to delve deeper into the phenomenon of humor.
wet, grumpy cat.
What should we laugh about?
The things that make us laugh can vietnam telegram databe divided into 3 categories :
Incongruity theory: something that doesn't quite fit, absurdism. Think of irony, extreme exaggeration or unexpected surprises.
Superiority theory: when you feel superior to someone else (or laugh at someone else's misfortune).
Relief theory: when you are 'freed' from 'psychological tension', for example your fears, socio-cultural inhibitions and the revelation of repressed desires.
The first theory approaches humor from a cognitive process, the other theories deal with emotion.
More reliable through humor
Humor can be used for engagement and interaction. People can identify with your brand more quickly (it makes you relatable ), because it evokes a common feeling. You feel connected to people and brands that laugh at the same things.
