Reinventing the Dollar

Western Union finds new ways to use the Voice of the Customer as a compass for future opportunity

Western Union has been an industry giant in the money transfer business for over a century. Since its inception in 1851, Western Union has been at the forefront of the advancement of communication technology and money management. Operating in over 200 countries worldwide, it is the oldest, safest and most efficient way to move money and stay connected for businesses and consumers.

The Challenge

Western Union felt disconnected from their customers. They were on the cutting edge of development when it came to new products, but they lacked the understanding necessary to identify their customers’ needs. This detachment led to many product failures. Western Union recognized the need for a deeper understanding of what it meant to struggle financially.

The Solution

Innovation Focus was commissioned to organize and lead the research that would bring the Western Union Team to a deeper understanding and appreciation of a lower income demographic. The IF team coached and equipped the WU team for ethnographic research.

This research, jointly conducted and facilitated by IF, allowed the group of WU professionals to catch a glimpse of what it was like for families living on less than $25,000 per year. They found out what these families cared about, what they struggled with, and uncovered areas of opportunity. One team member described these sessions as “the best [two hour] investment our company has ever made.”

The team was excited to apply what they learned in the next step of the research process: Data Synthesis and an Innovation Session. In this unique process, Innovation Focus leads the team in organization of data and insights and then helps them to take this raw information and make it evolve into ideas and concepts for implementation. Four of the ten final concepts were approved in consumer research and business strategies were formed to implement the concepts. These four concept strategies were projected to have a value of $40 million annually. These concepts were presented to the president and his executive committee by five of the consumers involved in the ethnography and ideation.

The Result

The change in mindset and approach has had a rippling effect on the company.
Western Union’s involvement in communities worldwide in business, charities, and individual lives has earned them hundreds of awards and recognitions. Western Union’s consideration of every customer voice is evident and now guides their business practice.

Bringing Literacy to a Younger Audience

Bridging The Gap Between Consumer Products For Children And Educational Literacy

Clickstart, from LeapFrog, is an award-winning, child-sized wireless keyboard and mouse with appropriately designed games that interface with your television. Clickstart™ simultaneously introduces core preschool competencies and basic computer skills to give children an advantage into organized education.

LeapFrog Enterprises, is a category leader in both Preschool Electronic Learning and Electronic Learning Aids. They asked Innovation Focus to help them uncover the next generation learning experience for children, ages 2-8 years, based upon behavioral patterns, pre-school learning requirements, and latent, unmet parent/child needs.

Innovation Focus led the Leapfrog team through a series of research initiatives into early childhood education and technology with the help of thought leaders, moms and their children. These groups were identified as people who could help expand the team’s thinking around many of LeapFrog’s core values; the intersection of education for children and technology programs. It was discovered that the kids of today are in contact with screen-based technology as much as six times a day. Yet, computer literacy for these age groups is not being addressed at a state or federal level. A rapid decrease in the cost of personal computing hardware has not passed a price threshold that makes them cheap enough for parents to buy for their kids. These observations, along with some theoretical modeling and intense collaborative brainstorming, pointed to a unique opportunity; a fun, computer-like experience for children that prepares them for pre-school education.

Parents have been delighted with this product and the promise that it will help their children be ahead of the learning curve.

Awards

2007 Outstanding Product, iParenting Media Awards
2007 Mom-Tested Toy of the Year, Parenting

National Bearings Company

Emerging from a perfect storm of marketing pressures.

Problem
Leaned as much as they could and still call themselves a manufacturing company. Some outsourcing to China.

Process
What does the senior leadership team do when a third generation precision parts manufacturer has done all the re-engineering it can to stay in business in the face of market competition?  That’s the point at which Innovation Focus was selected to work with the entire management team in pursuit of a brighter future.  That’s where the work we do with clients, not just for clients, helps find the new business platform that makes a difference.  The Hunting for Hunting Grounds process was chosen and implemented involving full and very active participation by all top and middle management, and also members of the company’s external sales force. The client team all had ownership of the outcome and because of the hands-on process that characterizes the way Innovation Focus works National Bearings Company had, in addition to a new business platform, enhanced customer knowledge, necessary skills and new habits of mind for the hard work of implementation.

Hunting for Hunting Grounds™ process involving all personnel in management positions. Emphasis on training in each component of process.

Outcome
New division formed with aggressive goals for 2007- already well on the way to over-achieving
Culture change within company – everyone understands and acts beyond old boundaries with the new paradigm

Rich’s

Discovering your just deserts

Problem
Rich Products was looking to break the code in the area of dessert creation, preparation, and service.

Process
The Rich’s team traveled to five cities across the United States, spending three days in each city testing every dessert in the best and most interesting restaurants. Imagine walking into a restaurant and ordering every dessert on the menu! Themes emerged from the research and Rich’s identified their BIG IDEA as the pursuit of single-handed dispensing. Busy kitchens need “more hands.” After internal brainstorming they went back into the field looking for ways to build and refine ideas. The feedback loop began to show dividends as the cross functional team n the field observed the use of the products. A series of linked innovations emerged.

Outcome
Rich’s built a platform of products around one-handed dispensing and temporary storage. None of the products involved changing the whipped topping formula. Rich’s demonstrated a willingness to participate in an open innovation process, to include ongoing customer participation and to support suppliers.

Giving New Life to a Household Staple

Giving New Life To A Household Staple

WD-40 can be found in 83% of American households and in over 160 countries worldwide. This product has been an integral part of daily work for the professional tradesman, hobbyist and homeowner for over 50 years.

The challenge

WD-40 approached Innovation Focus to help them reinvigorate the brand. They wanted to develop a better understanding of their consumers’ needs, drivers and motivators and to use those insights to develop new product concepts for the WD-40 brand.

The solution

Innovation Focus helped the client form and train a cross-functional team that would look for new product opportunities for WD-40. IF led the team through the process of observing and interacting with mechanics, landscapers, construction workers and other professional tradesman who were heavy users of the product. The research gave the team a chance to view their customers in their natural environment and observe how their product is used in everyday activities. They uncovered several opportunities for improvement because of the numerous, diverse, and unintended ways people used their product.

They saw that it was difficult to control in targeted spots, difficult to direct, and difficult to apply to large areas. The WD-40 team was then led through the analysis and concept creation process with help from the Innovation Focus team. Through IF testing of a prototype concept, they discovered an untapped new target market; women needed a product that delivered a very controlled amount of lubricant for everyday use in the home.

The result

The insights gained from the field research led to the creation of three new product launches. These new products have contributed to a 14% increase in sales.

Public-Private Collaboration Eases Business Travel

New Checkpoint Bag Saves Time and Hassle

Targus, the world’s largest business bag supplier approached Innovation Focus to uncover the hassle with frequent laptop users. We discovered dozens of problems worth solving but not surprisingly we heard loud and clear… “I hate taking my laptop out of my bag at security.”

The challenge.

The need was obvious. Targus had the capability to design a solution. The problem was that Homeland Security had to be convinced it was a problem worth solving and work co-operatively with a manufacturer to implement the solution.

The solution.

Innovation Focus led the effort to approach Homeland Security with a proposition: With over 25% of all air travelers carrying laptops, a change in procedures that supports a new laptop bag designed to be screened with the laptop safely inside, would save time, increase passenger throughput and ease anxiety for the traveler and security screeners.

We started at our local government level and pursued contacts within the TSA until we reached the right people. In March of 2008 the TSA issued a public Request for Information that “expresses the Transportation Security Administration’s interest in receiving innovative prototypes of laptop bags from industry that could lead to the elimination of the requirement to remove laptops from certain bags at airport security checkpoints. ”

Innovation Focus guided the Targus development team through the creation of the technical paper and concepts that would convince the TSA that Targus could meet their technical requirements for a checkpoint friendly business bag.

The result.

Targus was selected as one of several suppliers that met the TSA’s qualifications. In July 2008 the TSA implemented a new screening policy for a “checkpoint friendly bag”.  In October of 2008 Targus started shipping their Zip-Thru™ business bag.

“This is a solid example of government collaborating with the private sector to conceptualize and produce a product that really works to improve and advance the security process,” said TSA Administrator Kip Hawley. “We put the challenge out there and bag manufacturers overwhelmingly responded with innovative products to provide a win-win for travelers and TSA.

A Sample Client List

ReVia Brings New Hope

DuPont-Merck discovers how to successfully launch their ‘New Era” product in months rather than years

DuPont- Merck Pharmaceutical Company has conducted important research in cardiovascular, radiopharmaceutical and central nervous system products. Their tireless approach to research in pharmaceuticals has made them an industry leader.

The challenge.

It’s 1995.  DuPont-Merck has just discovered a revolutionary breakthrough in the treatment of alcohol dependence. The makers of this product felt the need to make it available to people trying to recover from alcoholism around the world. They were looking for ways to avoid the years it usually takes to successfully market and sell a new pharmaceutical product globally.

The solution.

Innovation Focus began by interviewing key participants in the drug research. They developed a core team of DuPont-Merck employees and set about finding professionals in every avenue of the launch process. Lobbyists, lawyers, rehab specialists, FDA officials, marketing personnel and technology experts from five different countries were brought together for a powerful strategy ideation session facilitated by Innovation Focus.

Able now to ask and ideate around specific problems and obstacles that hinder a successful product launch, DuPont-Merck began building a foolproof action plan. Using the best strategies and tactics that came out of the session they now had the clear direction and approach needed to get it done in record time.

The result.

Within eleven months, ReVia was successfully introduced to the world. It is still being prescribed today to help millions of people overcome cravings and lead happier, healthier lives.

Reconnecting With A Classic

Knouse Foods Updates Apple Sauce To Meet The Needs Of Boomers

Knouse Foods, owners of the Musselman’s brand, is one of the world’s largest apple processors.

The challenge.
In January 2008, Knouse Foods approached Innovation Focus to develop a portfolio of products for their new product pipeline that included products targeted specifically at the Boomer generation. The challenge was how to update their classic products to reconnect with Boomers and meet their changing needs.

The solution.
We conducted in-home interviews with Boomers who ate apple sauce on a regular basis, and coupled them with secondary research on the Boomer demographic. We found that Boomers were looking for more unique and exotic flavors from their foods to satisfy their sophisticating palate. Our research also showed that fortified products are popular among Boomers because of growing concerns over their health as they age.

These 2 opportunity areas, along with 7 others, fueled our ideation session.  Participants generated ways to use classic Knouse products to give the Boomers exciting and interesting taste options and help them be healthier through fortification.

The result.
Musselman’s Healthy Picks marries two concepts from our ideation session – Exotic Apple Sauce (#1 below) and Total Select Apple Sauce (#2 below) - into one Boomer-friendly option. Making its debut on shelves in March 2009, Healthy Picks is fortified with fiber, vitamin c, calcium and antioxidants. The fortifications are paired with exotic flavors such as Key Lime Cupuacu, Blueberry Pomegranate and Raspberry Acai to give Boomers a stimulating taste along with the supplements they need delivered through the classic food of apple sauce.

Has a Name Ever Tasted So Good?

Focusing Creativity to Build the Perfect Name and Story for a Healthy Alternative to an Italian Favorite

New World Pasta is the leading branded dry pasta manufacturer in the United States and Canada. Made up of a family of trusted and established brands like Ronzoni, this company is dedicated to the pursuit of innovative and healthy new products to satisfy even the most particular pasta eaters.

Challenge

In late 2006, New World Pasta approached Innovation Focus with a challenge.  They developed a great new pasta that has three times the fiber of regular pasta and as much calcium as an 8 ounce glass of milk.  They needed a name and a marketing campaign that accurately conveyed the nutritional values of the new product and convinced consumers that it still had the same great taste as the original white pasta.

Process

Innovation Focus gathered a group of NPD and marketing professionals from outside of the industry and a cross-functional team from New World Pasta for a day of brainstorming. The IF team led the group through our Concepts in Naming process, which is our Focused Innovation Technique™. This involved a series of word exercises, creative excursions, search engine research, and customer understanding approaches to generate names.

Result

The team generated over 800 names. Through a calculated process of elimination, the Ronzoni team went home with five names, a story and detailed marketing approach behind each one.  A few months later, Ronzoni’s new SmartTaste pasta hit the shelves.

Refreshing A Product Line

Teledyne Waterpik Uses the Voice of the Customer to Reinvigorate their Product Line and the End Use

Since its founding in 1962, Teledyne Waterpik brand has become synonymous with the world’s top personal and oral healthcare products.

The challenge

Teledyne Waterpik invented the first massaging showerhead but the product line was steadily losing value and market share as competitors began entering the same space. They needed to reinvent their own product in order to reinstate their brand as the industry standard. Waterpik approached Innovation Focus to help them identify a new product platform that would create long-term profitability and growth.

The approach

Innovation Focus led the Waterpik team through research that evaluated current consumer trends and converted those trends into needs. A subsequent technology immersion, led by IF with a team of consumers, designers, engineers and marketers identified over a hundred high-probability concepts.

Preliminary design and development activity involved IF, Machineart Industrial Design and the Waterpik team and resulted in a focus on a new shower head product platform that would provide a unique showering experience.

The result

Two years later, Waterpik introduced a truly innovative approach to the showerhead product category. The showerhead has seven unique and adjustable settings that address consumers’ interest in having increased control over the delivery of water to “turn their shower into a spa.”

Divide and Conquer

Avery tests the boundaries of dividers

Avery began in 1935 with the advent of the first self adhesive label. Ever since, Avery has continued its history of inventing new and useful products used in every day life by virtually everyone worldwide. Among their successes: first pressure sensitive adhesive stamp, printable labels, and diaper closure tapes. Avery is the owner of multiple international brands.

Problem

Avery was looking for the next “big” divider product that could be fed through the printer. They wanted to uncover unrecognized and unarticulated consumer needs that their competition had yet to recognize. They were also looking to build a portfolio of ideas for future development.

Process

Innovation Focus led the research with Delphi (expert) interviews and ethnographic interviews followed by an Innovation Cycle. The in-home/in-office interviews were with workers who were being observed using Avery products. The researchers noticed a trend of middle-aged respondents removing or lifting their glasses and squinting to read the print on the tab. Observations were brought to the Innovation Session where the Avery and IF teams built a portfolio of concepts for development. Later they tested five new products in focus groups.

Outcome

Russ Pollman, manager of the project from Avery, said later, “Effectively, we were able to use a total of seven ideas from our Divider Exploration Sessions with you folks at Innovation Focus.” Among the major new product launches that were born out of these sessions was The Avery Big Tab Insertable storage dividers. The dividers did not cost any more to make but they were able to charge 25% more for them than the old dividers. The Big Tab was wildly successful immediately after its launch not only for middle-aged workers with glasses but for everyone. Due to the success of Big Tab, other products, like the Write-On tabs, were redesigned.

Discovering the Sweet Spot for Product Positioning

Beneo Palatinit introduces their specially engineered sugar to the United States of America

Beneo Palatinit is a member of Südzucker Group, one of Germany’s largest food conglomerates and Europe’s largest sugar producer.  Beneo Palatinit develops, manufactures and markets ISOMALT, the only sugar replacer made from sugar.

In 2005, Beneo Palatinit introduced Palatinose into the European market where it has had success as a sweetener in products that can take advantage of proven claims. The proven claims about this naturally sourced isomaltulose are that like sucrose it is fully digested and provides the same caloric value. But unlike sucrose, Palatinose offers slower digestion and absorption for a more balanced, longer- lasting supply of energy and a higher level of fat burning. This product has little effect on blood sugar levels or insulin, and is kind to teeth.

As part of Beneo Palatinit’s strategy to develop the market for Palatinose in the United States, Innovation Focus was selected by the Palatinit team to conduct the qualitative research study to understand the American market’s perceptions of a sugar replacement and how to appropriately position the benefits of Palatinose.  Innovation Focus designed and moderated focus group discussions utilizing respondent collages and in-depth discussion with consumers across the United States. The testing was directed towards five categories of beverages: sports drinks, energy drinks, wellness drinks, sports nutrition drinks and special nutrition drinks.

Innovation Focus’s analysis of the research data provided direction and explanations for preferred claims, benefits and language within beverage categories, evaluation of ingredient’s name, cut line and descriptor as well as insights into category users.  Beneo Palatinit used the Innovation Focus recommendations to help focus and support its marketing efforts to customers in the United States.

This video interview about Palatinose presents the product benefit positionings, naming and tag line tested and approved in the qualitative study done by Innovation Focus.

Spotting an Innovation Gap

Discovering a space to develop a new to the world product

Melville Bissell invented the patented “carpet sweeper” to solve his wife’s cleaning hassles in 1876. Today, Bissell has continued the tradition of solving real world problems with ground-breaking solutions.

Problem

Bissell wanted to continue their strong tradition of leadership in their industry. Their task was to invent the future of the deep cleaner category so that they could continue being at the forefront of cutting-edge technology in cleaning solutions.

Process

Their plan was first to better understand the current trends and technologies available by doing an environmental scan and compilation of data from their own and other available research sources. Also, by conducting Delphi (trend experts) interviews they gained insights into the direction of consumer behavior, needs and wishes. Bissell and Innovation Focus took the knowledge learned from these research processes to an Innovation Cycle, led by an IF facilitator, where they brainstormed new ideas for the deep cleaner category. IF used their rapid imaging technique to capture and illustrate the ideas and concepts being generated from the session.

Result

The result was a concept for the SpotBot. Bissell used the concepts for the SpotBot to design and launch the wildly successful and profitable hands-free cleaning system.

Awards

The SpotBot has been featured on the Ellen DeGeneres Show as well as HGTV’s “I Want That!”.  Good Housekeeping also recognized the SpotBot for the “Good Buy” award in 2006.

Jump-Starting Co-Development in the Services Sector

Illustrating how co-development just doesn’t happen because the big bosses like each other

National Liberty Life Insurance Company of America with its headquarters in the Greater Philadelphia Areas and CUNA Mutual, headquartered in Madison, Wisconsin, began a joint venture for open innovation to co-develop insurance products. After 8 years into a 10 year co-development agreement they had made some progress in cross-marketing but no significant progress in leveraging the strengths of both to co-develop product.  They just were unable to speak the same language.

Problem

The two insurance companies were frustrated with the lack of progress in co-developing any viable new products. They decided that they needed structure, a well-defined process and expert facilitation to help them realize success in their open innovation venture. Innovation Focus was brought in to help lead a process that would create a new line of products and create a workable model for how the two companies could most efficiently and effectively collaborate.

Process

The work began with assessment. First, the Innovation Focus team quickly conducted discussions and interviews with team members from both companies to help them clarify objectives and goals. Then, using a customized creative problem solving process (the Focused Innovation Technique™), Innovation Focus facilitated the National Liberty and CUNA team members in ideation to generate new product concepts. Concepts were developed and illustrated for presentation in a portfolio for action. Innovation Focus conducted follow-up sessions to solve implementation issues and identify new opportunities.

Outcome

The combined teams developed a new product concept roadmap. The facilitated process allowed for real team building through shared accomplishment and for joint ownership of ideas. One director commented, “I was particularly impressed with the enhanced benefit of trained facilitators… Our success is big news around the company.” Within six months of creating the New Product Concept Roadmap, the joint venture launched a successful new ‘living benefit’ product - Acorn.  The shared achievement of an actual new product introduction cemented the two companies’ relationship and led to further successful co-development of products and the extension of the co-development agreement.