This presentation offers a hybrid analogy study showing how other business areas inspire product development for dental cementation. First, we used social media for a process of worldwide brainstorming with people doing cementation. We then chose experts who shared their experience with cementation in focus groups and developed new ideas together with internal professionals. During stage three we used a standardised questionnaire, five new ideas were evaluated by internal professionals regarding feasibility and potential. Finally, selected experts followed up on the development process in an online community by delivering ideas for improvement.
This presentation offers a hybrid analogy study showing how other business areas inspire product development for dental cementation. First, we used social media for a process of worldwide brainstorming with people doing cementation. We then chose experts who shared their experience with cementation in focus groups and developed new ideas together with internal professionals. During stage three we used a standardised questionnaire, five new ideas were evaluated by internal professionals regarding feasibility and potential. Finally, selected experts followed up on the development process in an online community by delivering ideas for improvement.
The goal of this paper is to draw a blueprint for an enhanced and holistic approach on online community research. Both researchers and clients will cede control to participants and make use of new web technologies, in the different phases of the research process. This new approach is very useful in researching consumer habits, practices and consumer needs which is followed by brainstorms with a larger group of participants. This finally results into new insights. Applications lie on the fuzzy front end of product and communication campaign development or product experience testing (e.g. in order to detect possible improvements).
While "brainstorming" can bind teams and build commitment to concepts, it is rarely a successful way to generate and test winning ideas. Jaroslav will relate Unilever's experience of the strengths and weaknesses of "brainstorming" within a deodorants innovation project and share the results of an intriguing and conclusive experiment comparing a large scale internal brainstorming process with an online use of external creative consumers. When it comes to creativity, it's always dangerous to draw hard and fast rules but this work has certainly thrown up some interesting findings.
This paper explores the role that brainstorming plays and should play in the innovation process; does it really deliver what it promises? An emerging disconcert is at the heart of this question; has 'creativity' started to lead its own life, has it taken over from reality? This is a journey back to what it is all about; looking at the receiving end perspective, challenging conventional assumptions and providing a structured approach; grounded brainstorming. Brainstorming can certainly pay off, we just need ask ourselves why and how we do it.
Technology is a key resource of profound importance for corporate profitability and growth. One specific form of technology in retailing is self-service technology. The services industry, however, could be viewed as different from the product industry when it comes to the consideration of self-service technology. This is especially so when one considers that human staff plays a vital role in the delivery of services. This paper discusses the experts' opinions of the future of customer interface technologies in the New Zealand retail banking environment. In particular, it reports on brainstorming sessions, interviews, and a Delphi study held with leading executives from various sectors of the economy. The research indicated that in the future utilization of home banking by television will be limited to a specific and small market segment. Home banking by personal computer will be relatively more widespread, although it is unlikely to be used by more than 20 percent of the banking population. Home banking by automated telephone service will be more widespread still, yet acceptance is unlikely to be greater than 30 percent of the banking population. The use of human bank tellers will gradually fall over the next 20 years, as more and more transactions and functions are performed by electronic means. Staff-less branches (which are staffed predominantly by self-service technology) will be available in all the main city centres before the turn of the century.
This research is rather different from the usual group discussions; the aim is to generate new ideas and new ways of looking at a familiar topic- in this case, beds.About this collection:Peter Cooper (1936-2010) was co-founder of Cooper Research & Marketing, later CRAM International, with his wife Jackie French. Cooper studied Clinical Psychology at the University of Manchester where he became a Lecturer in the early 1960s. He became involved in conducting commercial Motivational Research and by 1968 opened Cooper Research & Marketing in Manchester. Cooper was one of the key pioneers of what we now know as Qualitative Research. CRAM opened its London office in Wimpole Street in 1970 and moved to 53 St Martins Lane, WC2N 4EA, in 1972 where it remained until Peter's passing in 2010. The company changed its name to CRAM International in around 1985/86, reflecting the increasingly international nature of its work. The CRAM/Peter Cooper Archive Collection, which includes commercial research reports and early academic papers, has been preserved by Peter's children, Diana, Helen and Jonathan, and his colleague Simon Patterson. The scanning of the Archive has been supported by ESOMAR, AMSR, Peter's colleague Dr Alan Branthwaite & family, the Cooper family, and QRi Consulting. The CRAM/Peter Cooper Archive Collection is managed by QRi Consulting. The CRAM logo and CRAM International name are Registered Trademarks and the property of QRi Consulting.