Advertisement

Tools for User-Driven Innovation at Deutsche Telekom Laboratories

  • Heinrich Arnold
  • Michael Erner
  • Peter Möckel
  • Christopher Schläffer
Chapter

Abstract

Users are important actors in innovation projects: The market success of new products and services depends highly on addressing the right customer requirements without overloading them with too many new features and technologies (Lettl and Gemünden 2005; Mason and Harris 2005). Going beyond traditional market research and integrating customers intensively into the innovation process is an important measure of market-oriented innovation management (Ernst 2002; Iansiti and Clark 1994). Deutsche Telekom Laboratories reduces market uncertainties in new product and service projects by applying the concept of user-driven innovation. User-driven innovation is based on innovative customer research tools specifically tailored to four innovation phases: exploration (e.g., day-in-the-life visits), ideation (e.g., lead-user workshops), selection/execution (e.g., user clinics), and commercialization (e.g., field tests). Deutsche Telekom Laboratories applies a variety of these “intelligent”, user-driven innovation tools in order to guarantee a phase-specific, integrated customer orientation. This section gives a methodological overview and examples based on the case study of interactive mobile TV (IMTV).

Keywords

Innovation Process Market Research Conjoint Analysis Customer Orientation Innovation Project 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Barrett, J. 2006. Mobile TV in Europe: Who needs a Standard? A Parks Associates White Paper.Google Scholar
  2. Bennett, R. C. and Cooper, R. G. 1979. Beyond the Marketing Concept. Business Horizons 22 (3): 76–83.CrossRefGoogle Scholar
  3. Bergstein, H. and Estelami, H. 2002. A survey of emerging technologies for pricing new-to-the-world products. Journal of Product & Brand Management 11 (4/5): 303–318.Google Scholar
  4. Beverland, M. B., Ewing, M. T. and Matanda, M. J. 2006. Driving-market or market-driven? A case study analysis of the new product development practices of Chinese business-to-business firms. Industrial Marketing Management 35 (3): 383–393.CrossRefGoogle Scholar
  5. Bitkom. 2007. Zukunft digitale Wirtschaft: Volkswirtschaftliche Bedeutung der ITK-Wirtschaft, Strategische Wachstumsfelder und Empfehlungen an Politik und Wirtschaft in Deutschland. 1–173.Google Scholar
  6. Braunstein, C., Hoyer, W. and Huber, F. 2000. Der Means End-Ansatz. Kundenorientierte Produktgestaltung, eds. Herrmann, A., Hertel, G. and Virt, W., 85–101. Munich: Vahlen.Google Scholar
  7. Burmann, G. 1994. Automobilmarktforschung: Faszination mit Fallgruben? Marktforschung, ed. Tomczak, T., 172–180. St. Gallen: Thexis.Google Scholar
  8. Chidamber, S. R. and Kon, H. B. 1994. A research retrospective of innovation inception and success: the technology-push, demand-pull question. International Journal of Technology Management 9 (1): 94–112.Google Scholar
  9. Christensen, C. M. and Bower, J. L. 1996. Customer Power, Strategic Investment, and the Failure of Leading Firms. Strategic Management Journal 17 (3): 197–218.CrossRefGoogle Scholar
  10. Dahan, E. and Hauser, J. R. 2002. The virtual customer. Journal of Product Innovation Management 19 (5): 332–353.CrossRefGoogle Scholar
  11. Day, G. S. 2002. Managing the market learning process. Journal of Business & Industrial Marketing 17 (4): 240–252.CrossRefGoogle Scholar
  12. Deloitte. 2007. Telecommunications Predictions. Technology Media & Telecommunications Trends 2007. 1–24.Google Scholar
  13. Deszca, G., Munro, H. and Noori, H. 1999. Developing breakthrough products: challenges and options for market assessment, Journal of Operations Management 17 (6): 613–630.CrossRefGoogle Scholar
  14. Durgee, J. F., O’Connor, G. C. and Veryzer, R. W. 1998. Using mini-concepts to identify opportunities for really new product functions. Journal of Consumer Marketing 15 (6): 525–543.CrossRefGoogle Scholar
  15. Ekström, K. M. and Karlsson, M. 2001. Customer oriented product development? An exploratory study of four Swedish SME’s. FE-rapport 2001–380. Göteborg.Google Scholar
  16. Eliashberg, J., Lilien, G. L. and Rao, V. R. 1997. Minimizing technological oversights: A marketing research perspective. Technological innovation: oversights and foresights, eds. Garud, R., Nayyar, P. R. and Shapira, Z. B., 214–230. Cambridge et al.: Cambridge University Press.Google Scholar
  17. Ernst, H. 2002. Success factors of new product development: a review of the empirical literature. International Journal of Management Reviews 4 (1): 1–40.CrossRefGoogle Scholar
  18. Gales, L., Mansour-Cole, D. 1995. User involvement in innovation projects: Toward an information processing model. Journal of Engineering & Technology Management 12 (1/2): 77–109.Google Scholar
  19. Gemünden, H. G., Ritter, T. and Heydebreck, P. 1996. Network configuration and innovation success: An empirical analysis in German high-tech industries. International Journal of Research in Marketing 13 (5): 449–462.CrossRefGoogle Scholar
  20. Gerpott, T. J. 1999. Strategisches Technologie- und Innovationsmanagement: Eine konzentrierte Einführung. Stuttgart: Schäffer-Poeschel.Google Scholar
  21. GfK. 2006. Launches and Relaunches als Motor der Wertschöpfung: Was ist Top, was ist Flop? GfK ConsumerScan Innovation Day, Nuremberg.Google Scholar
  22. Gruner, K. E. and Homburg, C. 2000. Does customer interaction enhance new product success? Journal of Business Research 49: 1–14.CrossRefGoogle Scholar
  23. Hauschildt, J. and Salomo, S. 2007. Innovationsmanagement. Munich: Vahlen.Google Scholar
  24. Henard, D. H. and Szymanski, D. M. 2001. Why Some New Products Are More Successful Than Others. Journal of Marketing Research 38 (3): 362–375.CrossRefGoogle Scholar
  25. Hoeffler, S. 2003. Measuring Preferences for Really New Products. Journal of Marketing Research 40 (4): 406–420.CrossRefGoogle Scholar
  26. Iansiti, M. and Clark, K. B. 1994. Integration and dynamic capability: Evidence from product development in automobiles and mainframe computers. Industrial and Corporate Change 3 (Special Issue 1): 557–605.Google Scholar
  27. Jeppesen, L. B. 2005. User toolkits for innovation: Consumers support each other. Journal of Product Innovation Management 22 (4): 347–362.CrossRefGoogle Scholar
  28. Kahn, K. B. 2001. Market orientation, interdepartmental integration, and product development performance. Journal of Product Innovation Management 18 (5): 314–323.CrossRefGoogle Scholar
  29. Kunkel, D. 2006. How to host Car Clinic. Ward’s Dealer Business (January): 44.Google Scholar
  30. Leifer, R. 1998. An information processing approach for facilitating the fuzzy front end of breakthrough innovations. Proceedings International Conference on Engineering and Technology Management, ed. Peters, L. S., 130–135. Troy, NY, USA.Google Scholar
  31. Leonard, D. and Rayport, J. F. 1995. Spark Innovation Through Empathic Design. Harvard Business Review 75 (6): 102–113.Google Scholar
  32. Lettl, C. and Gemünden, H. G. 2005. The entrepreneurial role of innovative users. Journal of Business & Industrial Marketing 20 (7): 339–345.CrossRefGoogle Scholar
  33. Lüthje, C. 2002. Kundenorientierung im Innovationsprozess: Eine Untersuchung der Kunden-Hersteller-Interaktion in Konsumgütermärkten. Wiesbaden: Deutscher Universitäts-Verlag.Google Scholar
  34. Lüthje, C. and Herstatt, C. 2004. The Lead-user method: an outline of empirical findings and issues for future research. R&D Management 34 (5): 553–568.CrossRefGoogle Scholar
  35. Magidson, J. 2004. Shifting Your Customers into “Wish Mode”: Tools for Generating New Product Ideas and Breakthroughs. The PDMA Toolbook 2 for New Product Development, eds. Belliveau, P., Griffin, A. and Somermeyer, S. M., 235–268. Hoboken, New Jersey: Wiley & Sons.Google Scholar
  36. Martin, J. 1995. Ignore your customer. Fortune, May 1, 83–86.Google Scholar
  37. Mason, K. and Harris, L. C. 2005. Pitfalls in evaluating market orientation: An exploration of executives’ interpretations. Long Range Planning 38 (4): 373–391.Google Scholar
  38. McDermott, C. M. 1999. Managing radical product development in large manufacturing firms: a longitudinal study. Journal of Operations Management 17 (6): 631–644.CrossRefGoogle Scholar
  39. Mrazek, D., Dray, S. and Dyer, N. 1995. Day-In-The-Life-Visits: How to make them happen globally – or discovering unstated needs in a family environment. European Society For Opinion And Marketing Research (ESOMAR), Making the decision: 48. ESOMAR Marketing Research Congress: 353–359.Google Scholar
  40. Müller, S. 1997. Die Delphi-Befragung. Ein qualitatives Prognoseverfahren. Marktforschung und Management 41 (1): 26–32.Google Scholar
  41. O’Connor, G. C. and Veryzer, R. W. 2001. The nature of market visioning for technology-based radical innovation. Journal of Product Innovation Management 18: 231–246.Google Scholar
  42. Orgad, S. 2006. This box was made for walking: How will mobile television transform viewers’ experience and change advertising. Nokia report: 1–24.Google Scholar
  43. Ozer, M. 1999. A Survey of New Product Evaluation Models. The Journal of Product Innovation Management 16: 77–94.CrossRefGoogle Scholar
  44. Prahalad, C. K. and Ramaswamy, V. 2000. Wenn Kundenkompetenz das Geschäftsmodell mitbestimmt. Harvard Business Manager 22 (4): 64–75.Google Scholar
  45. Ram, S. and Sheth, J. N. 1989. Consumer resistance to innovations: The marketing problem and its solutions. Journal of Consumer Marketing 6 (2): 5–14.CrossRefGoogle Scholar
  46. Rice, M. P., Leifer, R. and O’Connor, G. C. 2002. Commercializing Discontinuous Innovation: Bridging the Gap from Discontinuous Innovation Project to Operations. IEEE Transactions on Engineering Management 49 (4): 330–340.CrossRefGoogle Scholar
  47. Rogers, E. M. 2003. Diffusion of Innovations. New York: Free Press.Google Scholar
  48. Rosenthal, S. R. and Capper, M. 2006. Ethnographies in the Front End: Designing for Enhanced Customer Experiences. Journal of Product Innovation Management 23 (3): 215–237.CrossRefGoogle Scholar
  49. Samli, A. C. 1996. Developing Futuristic Product Portfolios: A Major Panacea for the Sluggish American Industry. Industrial Marketing Management 25 (6): 589–600.CrossRefGoogle Scholar
  50. Seong, S. 2008. Mobile TV in Japan. Ovum report: 1–18.Google Scholar
  51. Singh, S. and Ranchhod, A. 2004. Market orientation and customer satisfaction: Evidence from British machine tool industry. Industrial Marketing Management 33 (2): 135–144.CrossRefGoogle Scholar
  52. Steinhoff, F. 2006. Kundenorientierung bei hochgradigen Innovationen. Konzeptualisierung, empirische Bestandsaufnahme und Erfolgsbetrachtung. Wiesbaden: Gabler.Google Scholar
  53. Trommsdorff, V. and Steinhoff, F. 2007. Innovationsmarketing. Munich: Vahlen.Google Scholar
  54. Trott, P. 2002. Innovation Management and New Product Development. Harlow et al: Pearson.Google Scholar
  55. Ulwick, A. W. 2002. Turn Customer Input into Innovation. Harvard Business Review 80 (1): 91–97.Google Scholar
  56. Verworn, B. and Herstatt, C. 2002. The innovation process: an introduction to process models. Working Paper No. 12, TU Hamburg-Harburg: 1–16.Google Scholar
  57. Von Hippel, E. 1986. Lead-users: A Source of Novel Product Concepts. Management Science 32 (7): 791–805.CrossRefGoogle Scholar
  58. Wind, J. and Mahajan, V. 1997. Issues and Opportunities in New Product Development: An Introduction to the Special Issue. Journal of Marketing Research 34 (1): 1–12.CrossRefGoogle Scholar
  59. Workman, J. P. 1993. Marketing’s Limited Role in New Product Development in One Computer Systems Firm. Journal of Marketing Research 30 (4): 405–421.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2010

Authors and Affiliations

  • Heinrich Arnold
    • 1
  • Michael Erner
    • 1
  • Peter Möckel
    • 1
  • Christopher Schläffer
    • 2
  1. 1.LaboratoriesDeutsche Telekom AGBerlinGermany
  2. 2.Deutsche Telekom AGBonnGermany

Personalised recommendations