According to Procter & Gamble, 75% of product failure is NOT because the product does not perform, but because it was the wrong idea.  As a result, many millions of dollars are wasted on product launches that just go nowhere. Clearly, the intention behind concept development is to find the potential winning ideas and qualify them before they hit the market to avoid this aforementioned fate.
But what happens, if the idea is a bad one before the research even starts? Unfortunately, this scenario is more prevalent that one would want to believe The Qualitative Researcher Consultant (QRC) who will “backward integrate†into the idea-generating phase can provide an invaluable service to clients because QRCs know how to dig deeper, listen objectively, and how to facilitate “experiences†with creative protocols.  As such, the QRC not only helps clients with the qualification stage, but can play an integral role during early development to make sure the client is bringing the best possible stimuli into the research room.
A simple, 3-step approach to triangulate different client experiences together is the foundation for kick-starting this process.  These experiences fall into 3 distinct areas: 1) learn from the past, 2) experience the product/service in situ, and 3) amplify the experience to reframe thinking. A combination of approaches provides a rich and relevant canvas for new concept development.
LEARN FROM THE PAST
The most typical scenario I see with clients is the “cobwebs on the findings†syndrome. Brands get bought and sold, marketing managers can ebb and flow, technologies come and go…and the records of why things were done get forgotten. While I am don’t advocate, “betting the farm†on 5 year-old data, I do firmly believe that money shouldn’t be spent on re-inventing the wheel. Plus, the clients garner three additional benefits. First, checking history can often prevent blind spots from the start.  Second, the process creates knowledge experts in specific area that can be tapped throughout development. And finally, the participants get grounded with the same information, thus eliminating false beliefs and assumptions.
EXPERIENCE IN SITU
Real-time product/service experience with the product/service can frame challenges and set up the team with information to leverage for ideation. One may wonder why the marketing of R&D teams needs to experience their products. Surprisingly, some clients might not even use the product they sell.  How about men working on feminine protection or women working on chainsaws and building tools? As such, they need to reacquaint themselves with the product or service with what I call “a new set of radar.â€
AMPLIFY THE EXPERIENCE
And last but not least, amplifying the experience is really about making the usage experience almost larger-than-life. It can be fun, engaging and most revealing. In this case, the process of viewing the concept challenges on a greater scale can highlight and magnify the opportunity areas that should be tackled giving the client team some additional “food for thought”.
Think about this the next time you enter concept development. Is you consultant really offering as much know-how to ensure the best ideas make it into the focus group? If not, perhaps it is time for a new vendor.
