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Generating customer insights is challenging and traditional ‘Voice of the Customer’ (VOC) methods – such as focus groups and customer visits – are not effective. This is because such techniques only tap customers’ top of mind (superficial) views, leaving tacit knowledge and customers’ hidden needs uncovered. However, tools and techniques from the social sciences probe deeper and offer new product development (NPD) teams the opportunity to generate deep customer needs.
A recent McKinsey showed that companies need the right organization structure to develop breakthrough ideas. This is because truly breakthrough ideas often contradict current thinking certainly, do not easily fit into existing processes, and take senior managers outside their comfort zones. So learning how to address strategic, cultural and process issues is a crucial, integral part of this workshop. Again Keith Goffin will provide ideas and concrete examples from his extensive experience of advising companies.
 The two main objectives of the training are:
  1. To explain new tools and techniques to generate deep customer insights;
  2. To show how to re-design your organization to overcome the barriers to breakthrough innovation.
The ideas that will be covered are equally valid for B2B, B2C, product and service sector companies.

 2-day seminar will focus on:

Insights and Breakthrough Innovation
     - Why breakthrough innovation is challenging
     - Avoiding the ‘incremental product trap’
     - Managing the fuzzy front-end of innovation
     - Deep customer insights (DCI) for product success

Methods for Generating Customer Insights
     - Traditional market research
     - Qualitative versus quantitative research
     - Applying the Kano Model to understand customers
     - Exercise on the Kano Model
     - Learning from the social sciences

Beyond the Voice of the Customer
     - Overview of tools and techniques
     - Getting into the customer’s mind
     - Using multiple methods (‘detective work’)

DCI in Practice and Action – Repertory Grid Technique
     - The emergence of repertory grid technique (RGT) in market research
     - Overview of the method
     - How RGT works

DCI in Practice and Action – Repertory Grid Technique (cont.)
     - Analyzing repertory grid data
     - Strengths and limitations of the technique
     - How and when to apply RGT in your organization
     - How RGT makes ‘Blue Ocean Strategy’ possible

Ethnographic Market Research
     - Emergence from anthropology and sociology
     - Key elements of ethnography in a business context
     - Data collection approaches and tools
     - Spotting contradictions (what the customer doesn’t tell you)
     - Video exercise (in pairs) on Coillte Ireland’s ‘Nudge’ project
     - Exercise on home improvements Fascia Mania case (in pairs)
     - Exercise on Chinese market data (in teams)
     - Using ethnographic data in a strategic way

The Strategic and Organizational Perspectives
     - Learning from the Mölnlycke Health Care’s ‘journey
     - How deep insights can create not only incremental but ‘next space’ innovation
     - Identifying your ‘innovation ambition’
     - Barriers to the acceptance of breakthrough ideas
     - Understanding your business culture
     - Creating a culture of innovation 



26-27 October, 2017

 Venue:   BMI Executive Hall, Konstitucijos ave. 7,Vilnius
 Language:   English
 Participation fee:   1600 Euros

 Early bird fee: (if paid by October 5, 2017)

  1300 Euros

 There is special BMI Alumni tuition fee:

  1500 Euros

 BMI Alumni early bird fee: (if paid by October 5, 2017)

  1200 Euros
 The number of participants:   Limited
 Registration at:
 Contact person:   Jurgita Rešitkienė:, +370 5 2487254
  • Professor of Innovation and New Product Development at Cranfield School of Management;
  • Fourteen years’ business experience with Hewlett Packard (HP) Medical Products Group;
  • His PhD in management and the results of the research on customer service have been applied at a number of leading companies, such as Ford and NCR;
  • The universities where he has taught recently are:
    • Cambridge University
    • Vienna University of Economics and Business
    • Stockholm School of Economics
    • Mannheim Business School
    • Politechnico of Milan
    • Hamburg University
    • Korea Tech, Cheonan, Korea
    • Copenhagen Business School
  • He has published extensively, with over eighty articles in journals, magazines and newspapers such as the Journal of Product Innovation Management, Journal of Operations Management, Research-Technology Management and the Financial Times;
  • He regularly acts as a consultant on innovation management to organisations such as Agilent Technologies, BASF, BT, HSBC, Leyland-Trucks, Rank-Xerox, Sony and Unilever.