Triz Power Tools Choosing Features (#Job 2)

Algorithm TRIZ POWER TOOLS Job # 2 Choosing Features What Features Will Excite the Target Market? Algorithm Output ...

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Algorithm

TRIZ POWER TOOLS Job # 2 Choosing Features

What Features Will Excite the Target Market?

Algorithm

Output the Customer’s 1 Solve Constraints—Then Simplify

Introduction The input to this step is a select group of people that are trying to get a job done under certain conditions (the market) . The outputs of this step are the features of the system which will allow the customer to overcome the constraints that keep them from doing the job that they want to do. Within any job, there are many functions which might be performed. From the human point of view, most jobs are performed as a process. If we consider the step-by-step process of the job, we will notice that there are many functions that are performed. Walking the process and then capturing it is an important step to understanding the functions performed within the Job. Walking the process helps us to understand the functions that humans perform. Unfortunately, this does not capture many of the unexpressed functions performed by objects in the system. Consider the job of feeding a pet. Objects perform functions such as protecting or handling the food and water. These functions will be taken for granted if we focus only on the process. In order to capture all of the functions, we develop a function diagram of the super-system (Job). This diagram will help us to focus on the main functions that the market requires, and the unspoken functions we have discussed. Modeling our system as a set of functions will help to focus us on what is really happening in the job.

Enabling Features

It is important to use good form in writing the functions as we will use this information to make important decisions. If you are not sure how to do this, review the rules following this introduction. In addition to the main job that we are performing there are other jobs which are required during the lifecycle of the product. At a minimum, the market may be required to purchase the product, transport it, set it up, maintain it, store it and eventually dispose of the product. Non-consumers exclude themselves from the market because these jobs may be relatively complex, time consuming or inconvenient. These functions are not new, it is just that they are usually ignored. Whole industries are built around making these additional jobs userfriendly. We will not ignore these jobs, especially if they create roadblocks for potential consumers. Our system does not exist in a vacuum. Other systems, suppliers, delivery channels and operators are required to create a viable offering. In order for our product to live, many other jobs are required. If we fail to recognize these jobs, then we may fail to understand the main reasons that potential consumers and delivery channels may not want our product. We loose sight of the non-consumer. The Product Life-Cycle Map will help us to look at all of the jobs that our system may require to exist. Various functions are associated with these jobs. When we understand these jobs and their functions, we will be considering the whole offering.

Algorithm

Solve the Customer’s Constraints

Do You Know How your System Solves the Users’ Constraints? (Functions and Attributes) No Yes Go to next Chapter

Observe—Simulate—Model Jobs and Missions 1. 2. 3. 4. 5.

Identify the Main Jobs and Missions Observe-Simulate-Story Board-Map Missions Model the Functions of the Job and Missions Include Functions From Life-Cycle Jobs Include Other Objects—Especially Humans

Solve the Customer’s Constraints 1.

2. 3.

Cause-Effect Analysis of What Keeps the Customer from Doing the Job—Consider Jobs from Life Cycle that may be constraint. Identify High Level Functions and Competitive Attributes that Solve the Customer’s Problem Create a Function Model of the New System

Algorithm

Technical

Details Observe—Simulate —Model Jobs and Missions Identify the Main Jobs and Missions

The super-system is trying to do one main Job. This Job can be done under a variety of situations which we will call “Missions”. Our system will perform certain Functions which assist in doing these Jobs or Missions. 1. Identify the Main Job of the Super-System. 2. Identify the various situations or Missions where this Job is Performed. 3. Consider Missions with Degraded Operation or Emergency Performance. 4. Draw these Missions out in as much detail as possible.

Business Please Submit Examples

Algorithm

Technical

Observe—Simulate—Story Board—Map Missions All systems (even products) are processes. Understanding the process of the system will give valuable insights into the system, such as what other jobs are required to make it work and what human functions are required. 1. Walk the process. Go perform it and watch others perform it. 2. Simulate the process 3. Document the process with a story-board or process map. Describe each step of the job in functional terms. 4. Break down process steps into progressively smaller steps. This can be done with a Story Board or a Process Map. The value of either of these tools is mostly found in the ability to break a process down into increasingly finer steps. Do not pay great attention to all of the knobs in this step. A process map gives a snapshot of the sequence of functions, without reference to causality and may not include all of the possible elements of the system or super-system.

Scattered Food

1

Owner Gathers

Informs

Scattered Food

Owner

Owner Gathers Food

Owner

Break down process steps into progressively smaller steps

Pours Food

2

Owner Removes Container Lid

Owner Moves Scoop


Scoop Gathers Food

Algorithm

Technical

Functionally Model the Job or Mission

2 Feeding System

1.

2.

3.

If the system does not yet exist, then we must consider the main functions involved in the job and decide which ones we will perform. In functional terms and in the context of the job, decide the main modification that the system performs on the system product. The system product is what our system serves (look at how a pet bowl relates to the food that it holds). In the context of the job (The owner just wants to feed the pet and keep it healthy) • Make this function as exact and carefully thought out as possible. • Follow all function rules shown on Page J26 In functional terms, describe how the System Product relates to the Super-System Product. • Describe this in the context of the job that the supersystem is hired to do Include elements in the immediate super-system (the job environment) (here we notice that one of the main functions of the feeding system is to stop or constrain pests)

1

Feeding System

contains

Pet

Contains Nourishes

Pet Food

Pet Food

3 Feeding System

Pet

Scatters Contains

Stops

Nourishes Pet Food

Birds Ants Bacteria

Harms


Algorithm

Propose / Contract

Discover More Functions by Mapping the Product Life-Cycle Jobs 1. Consider the main jobs that this system does for the market segment by creating a Product Life-Cycle Map (on the next page) 2. Identify the stakeholders in the value curve by color. Each color in the chain represents a new market Each market has a stake in the success of the product. As each market becomes more satisfied, the offering becomes more viable. 3. Identify the main people involved in each job (suggestions supplied on the Product Life-Cycle Map) 4. Identify jobs that must be done before and after.

Engineering Sales Marketing

Designers Engineers

Packaging

Testing

Operators Packaging Machines

Technicians Test Equipment

Disposition For Sale

Order Purchase or Disposition

MassTransport Loaders Forklifts Pallets Trucks Planes

MassStorage Loaders Forklifts Pallets StorageFacility

Use / Operation Already Identified On Chart

Control / Monitoring Operator MonitoringEquipment

Fixing Messes Operator Technician Special Personnel MaintenanceEquipment

Dealing With Failure Operator MonitoringEquipment AlternativeSystems

Design

Documentation Engineers Documentation

Fabrication

Sales People Forklifts Shelves Displays

Fueling / Energizing Operator User Technician Contractor Fueling Means Fuel

Protecting System Operator SecurityOperators MaintenancePersonnel Covers

Sales People Customer Sales Table Carts

Customer Testing Customer Contractor Technician TestEquipment

Protecting Users Operators Protection Gear

Maintenance

Storage

Operator Technicians MonitoringEquipment Consumables

Storage Location Cases Covers Nearby Objects Operator

Operators Technicians FabricationMachines

Customer Transport User Contractor Transport Means

Assembly or Setup Contractor User Technician

Protecting Others Bystanders Cleaning People Users of Other Equipment Guards

Stowing Operator Stowing Location Cases / Covers

Repair Operator Technicians Repair – Equipment Consumables Parts

Recycling Operator Teardown Person Special Tools

Disposal Operators Containers Tools

Algorithm

Technical Include Other Objects in the System— Especially Humans 1. Add the newly discovered functions from the Product LifeCycle Map. Take special note of human interactions and functions. 2. Human elements are good candidates for removal. Perhaps our system can perform additional functions or solve a problem that removes the human from the system. 3. What functions “require” humans to perform? (Transport people, sales people and the final user must transport the container that holds the product. Someone has to clean the water and food bowls, especially in hot weather. A person also has to remove unused food and water to keep the population of bacteria down.) 4. Are humans required to monitor, maintain or service our system? (Someone monitors the condition of the food for pests and contamination.)

Users

Water Bowl

Informs (level, cleanliness, messes)

Moves Contains

Package

Positions

Feeding System

Scatters

Pet

Contains Move / Transport

Pet Food Harms

Birds Ants Bacteria Patio Furniture

Water

Nourishes

Stops

Humans

Nourishes

Harms Places / Removes

Positions

Attracts (birds) Removes

Human

Bacteria

Removes

Soils

Informs Informs Cleans


Algorithm

Technical

Solve the Customer’s Constraints Causal Analysis •

Cause-Effect Analysis of What Keeps the Customer from Doing the Job— Consider Jobs from Life Cycle that may be constraint.


Algorithm

Technical Identify High Level Features that Solve the Customers Problems •

Identify High Level Functions and Competitive Attributes that Solve the Customer’s Problem


Algorithm

Technical Function Model of New System

•

Create a Function Model of the New System


Algorithm

Output

2

Potential Functions that Simplify the Customer’s Job

Introduction The inputs to this step are the enabling features which will remove the constraints that keep the customer from doing his or her job. The outputs of this step are potential functions that our system will perform which could delight the target market. Consider how the customer might react if you could help them to: 1. Make the job more convenient or simpler. 2. Increase productivity by allowing the consumer to perform more functions. 3. Prevent or reduce harm to other objects. 4. Monitor processes taking place in the job. Remember that these are potential functions. Later, we will consider which of these to keep in order to deliver outstanding value to the potential consumer. Next, we consider how can we simplify the super-system (job) by reducing the number of elements required for the job. We will try to do this without sacrificing function. TRIZ provides several tools which allow us to remove multiple object from the super-system (Job) at once. This is generally possible because groups of objects either prevent or remedy the harmful effect of other system objects. If we can remove the cause of these harmful effects, then we can remove all of the attending objects.

Potential Offerings

Another set of tools allow us to simplify the system by considering individual functions and asking: What do we ideally want our system to do? What are the ideal objects that our system should serve? Answers to these questions can change the nature of everything that follows. During this time of reasoning, we allow ourselves to question the very items that we thought our system was going to serve and how it would serve them. By this point, there is usually a lot that we are taking for granted about the job that the market is trying to perform. Although we are considering adding functions to the system, we do not yet know that these functions are required. For instance, the functions that we are considering might not be required if the system product or modification are not required. We may be able to find ways to satisfy the super-system (job) without performing these functions. During this step, we should resist the temptation to become resolved on what physical phenomenon or objects will deliver the required functions. Following steps will take this into account. One unintended result of this step is the discovery of unexpected markets. Alternatives to performing the function almost always introduce possibilities for performing a new job. This discovery may send us back a step. By the end of this step (chapter) we will have captured the potential functions. They may require the use of valuable resources. Whether to include them or not is an important decision. In a later chapter, we will determine whether these potential functions are truly important to the market. If we keep new functions, it is likely that we will shed others.

Algorithm

Provide New Functions

Extend Functions to More Objects • • • • • •

Do You Know the Potential Functions that Your System will Perform?

Natural Groupings Biased Products Diverse Products Multiple Tool Elements Biased Tools Diverse Tools

No Yes Go to next Chapter

Simplify the Customer’s Job —Theft of Functions • Function Model the New Option • •

Theft of Functions form the Super-System Steal from Alternative or Competing Objects Steal Human Interactions Steal Human Service to System Steal Human Monitoring of System Steal Remaining Super-System Functions on the System

• • • •

Prevent or Remediate Harmful Functions on the Super-System • • •

Cancel or Absorb Harmful Functions Prevent Harmful Objects Fix with Antidote

Provide Measurement or Detection Boosting Incidental Functions •

Boost Incidental Functions

Add Emotional Functions

Absorb the Anti-Function

Provide the Zero Function

Add Functions from Related Jobs

Idealize Super-System Functions

Algorithm

Details Consider New Useful Functions

This is our opportunity to consider potential functions that might delight potential consumers. We do this by forcing our system to take on extra functions. Consider how the customer might react if you could help them to: 1. Make the job more convenient or simpler 2. Increase the productivity by allowing the consumer to perform more jobs with one object 3. Prevent or reduce harm to other objects 4. Monitor processes taking place in the job. Remember that these are potential functions. Later, we will consider which of these to keep and which to eliminate in order to deliver outstanding value to the potential consumer.

Algorithm

Theft of Functions

Technical

A water bowl is also a part of the job of nourishing the dog

1

2 The water bowl and food bowl are combined

Business Theft of Functions from Super-System (TRIZ Universality) (also ASIT Unification Tool)

All systems within the super-system, including the super-system itself, are competing for functions. When we steal functions, the more closely related the function is to the function of your system, the more readily it will be accepted. 1. List objects in the environment associated with the job at hand. Take especial note of objects with similar functions. 2. The Tool takes over all or part of another objects functions. This is not simply a combining of objects. When you are done, one of the two original objects should be “invisible.” There should be no compromise in the original functions. 3. Completely new and unexpected benefits must emerge. Try different orientations and combinations. 4. Consider other markets that would find instant benefit from this virtual product.

Please Submit Examples

Chemical Please Submit Examples

Software Please Submit Examples

Algorithm

Steal from Alternative or Competing Objects

Disposable containers are often used for food and water bowls. Because they do not tip and they provide storage for long periods of time.

Technical 1

The pet can no longer drag the food bowl around, scattering the food

2


1. Identify other objects or processes that seek to provide the same functions or do the same job. Sometimes these are not obvious alternatives. Though they may be from completely different industries, they are the true competition. 2. Consider objects which provide the extreme of the function as well 3. Consider taking over all or part of these objects functions. New and exciting capabilities should emerge, as well as new synergies between the objects that could not exist before.


4. Does this change the market segment that you are trying to serve?


3

Algorithm

Technical Feeding system

Steal Human Interactions

Human

2

Replenishes

Human

1

A human is required to fill the water bowl each day

Replenishes

Water

Business Note that in order to oust humans, the human function must be de-intellectualized. 1. Look at the system from the viewpoint of humans that interact with the system. • Are humans required to operate the system? • Are humans required to maintain the system? 2. What changes to the system would allow the human to be removed from the system? 3.



Would eliminating human interactions change or expand the target market?


Algorithm

Technical Steal Human Service to System


Human

Our System The Master shall not serve the slave. All human interactions on the system should be performed by the system if they are necessary. 1. Identify human actions on the system. 2. Assume that the system performs these functions on itself Note that in order to oust humans, the human function must be de-intellectualized.




Algorithm

Technical Steal Human Monitoring of System


Human

Informs Our System The Master shall not serve the slave. All human interactions on the system should be performed by the system if they are necessary. 1. Identify human actions required to monitor the system 2. Assume that the system performs these functions on itself. 3. Consider the use of Alarms vs Watching 4. Consider the use of feedback control loops. The system watches and adjusts itself.



Note that in order to oust humans, the human function must be de-intellectualized.


Algorithm

Technical Steal Remaining SuperSystem Functions on the System


SuperSystem (Job) Elements

Our System The Master shall not serve the slave. All Super-System interactions on the system should be performed by the system if they are necessary. 1. Identify remaining super-system actions on the system 2. Assume that the system performs these functions on itself




Algorithm

Technical

Solar panels

Roof Tiles

2

Boosting Incidental Functions

House Electrical System

1

Boost Incidental Functions

Photons / Rain

Electrifies

3 System

Stops

Solar panels double as Roof tiles


1.

Identify incidental functions that the system already performs.

2.

What elements in the supersystem normally deliver this function?

3.

Boost these incidental functions to take over for the other supersystem elements. Look for unexpected capabilities to emerge

4.


Does boosting incidental functions expand or change the target market?


Algorithm

Technical System

Adding Anti Functions

1

A fish hook is used to catch a fish

2 System

Constrains

Releases Fish Fish

Business Absorb the Anti-Function


+

The evolution of systems indicates that systems will eventually take on the anti-function in order to be provide more value. The antifunction is often provided by the super-system already, but it is often forgotten because it may occur much later than when the product or process is applied. 1. Identify the useful function. 2. Identify the Anti-function. This is function which undoes the function. Another way to form the antifunction is to consider the opposite of the useful function and then look for a useful variation of this function. Note that the antiis function of changing controlling 3. Does adding the anti-function expand or change the target market?

The hook must release the Fish



+

Constrains

Algorithm

Technical

Zero Functions

Zero Function



The zero function is the intended absence of a function under certain conditions. We should have full control over the function when its existence would be dangerous or otherwise harmful. 1. Identify times when the primary function are harmful. 2. Consider providing the zero function and means for detecting and controlling the function during these times.



Algorithm

Technical

Extending Function to More Objects

The nuts come in a bag

2

1

Crack the whole bag of nuts

Business Natural Groupings

If we have concluded that the function is required, then let us get the most bang -for-the-buck as we can. Here we consider extending the function to as many elements as possible. Extending the function to more of the same elements at the same time can reduce the overall amount of resources required. For example, let us consider shelling nuts. We ask ourselves the following: 1. Does product come in natural batches or groups? Other examples of natural groupings are a flock of geese, a mouthful of teeth, a pallet of objects, or a box of cereal. 2. Is it more ideal to modify the group simultaneously? Once again, There are no guarantees that modifying the whole natural group will require fewer resources. At this point, we may not know how we may accomplish this feat, but we continue in hope of finding a physical phenomenon that can do this.




Algorithm

Biased Products

Technical Should our welder be able to weld a variety of metals?

1

Welders are frequently required to weld a variety of metals with a variety of thickness and energy requirements

2

Biased products are products that are in some significant way different than each other. Nails come in different sizes. If a hammer can effectively drive a tiny nail and a large framing nail, it is more valuable to the user. Lets consider a welder. 1. Are there similar products that might require the same modification? 2. How much variation is there in the product? If the variation is small, then there is little requirement to modify a biased product. If the variety is large, then if the ability is too narrow, the system may have limited use.




Algorithm

Diverse Products

Consider the cooking of foods. If we are considering baking bacon we ask: Eggs are generally associated with bacon

Technical Cook Bacon AND Eggs

2

1

Diverse products are products that are so different that while they are associated with the same function, they are not associated with the same tool. I need to perform the same function on staples and nails, yet the tool to perform these functions are generally different. 1. What other elements in the system or super-system require the same modification?


2. Can they also be included in the modification?

Chemical Remember that we have only considered the possibility of doing these together. In some cases, finding the means to do this is simple.



Algorithm

Technical 3

Yes, insects 1 are small

Multiple Tool Elements

Measuring the insects as a group makes it easier and gives an average value which may be more ideal in some situations

Not usually, unless they are swarming insects

2

Business Often, it is easier to detect the average parameter of many objects than it is to detect the properties of a single object. This is almost always true when detecting the properties of small things such as particles, molecules, atoms. Consider measuring the temperature of an insect. 1. Are the objects small? 2. Does the tool come in natural batches or groups, or are they hard to separate? 3. Is it more ideal or easier to detect the group simultaneously? For instance, is it advantageous to know the average value as opposed to individual values of measurement?




Algorithm

Biased Tools

Technical Consider the measurement of glass thickness. The glass to be measured has a variety of thickness.

2 Yes, especially if anticipating a large number of jobs coming through from a variety of customers

1 Yes, the glass comes in a variety of thickness

Business An inspection machine would be very limited if it could only measure objects within a narrow range of values. The requirement to measure a large range of objects will greatly affect the physical phenomenon used to perform the measurement.


1. Are there similar objects (tools) that require detection? 2. Would it be more ideal if the system could measure a larger variety of objects?



Algorithm

Diverse Tools

Technical

Consider automatic checkout of fruits and vegetables in a grocery store. Each fruit or vegetable comes in a variety of weights. Yet, the speed of weighing and assigning costs must be done rapidly.

An automatic checkout would be greatly enhanced if it could detect the presence of a large variety of items.

2

1 Yes, there are a variety of fruits and vegetable s that require weighing

Business Would it be more ideal if the object to be detected or measured were not similar to each other?


1. Are there a variety of objects that require the same type of measurement or detection?

2. Would it be more ideal if these objects could all be measured by the same device?



Fruits / Vegetables

Inform

Algorithm

Technical

Preventing or Remediating Harmful Functions on the Super-System

1 The Sun and Air heat the Water

2 System Sun / Air Cools Heats Water


Cancel or Absorb Harmful Functions


1. Identify harmful objects in the super-system which perform harmful functions on the system product or another element of the super-system. 2. Identify functions which counter the harmful function or absorb its influence.


Algorithm

Technical Prevent Harmful Objects Stops

Bacteria Contaminate the Water Ants/ Insects Contaminate the Food

1

Pet Feeding System Constrains

Business

2.

Identify harmful objects in the super-system which perform harmful functions on the system product or another element of the super-system. Are the objects which create the harmful function necessary? If not then the new function is to exclude or prevent the offending objects.

Stops

Insects / Bacteria Contaminates

Food / Water

1.

2




Algorithm

Technical Fix with Antidote

Fixes

Business Preventing harmful objects is preferable, but if this is not possible, then consider remediation of harmful objects 1. Identify a harmful function over which there is no control over when it occurs 2. Provide an antidote element can be introduced into the system in advance.




Algorithm

Technical

Providing Measurement or Detection

2

Level always visible

Informs Pet Feeding System

1 Watering level indicator on side

Constrains

Food / Water


Provide Measurement or Detection

Informs


1.

2.

Identify objects in the super-system that perform measurement functions Take over the functions


Owner

Algorithm

Technical

Adding Emotional Functions


Business Add Emotional Functions


Informs

Chemical 1. If the system is primarily functional, then add emotional appeal. This means adding emotional or aesthetic functions. When given the option between two objects that provide the same function, emotional appeal can make the difference. • Brand name • Aesthetic styling • Associate it with something that has emotional appeal



Algorithm

Technical

Absorb Completely Separate Jobs


Business Add Functions or Whole Jobs Related to the Main Function


Proceeding Function

Chemical Main Function path

Main Function path

Main Function path


Following Function

1. Main path is the process which brings a person to a movie 2. The auxiliary path is the one where the people have to hire a baby sitter, pick them up and take them home. 3. These functions can be employed into the entertainment if the child is taken care of at the movie.


Algorithm

Technical

Idealize SuperSystem Functions

Contains

Food

Contains

By this point, there is usually a lot that we are taking for granted about the job that we are trying to perform. Although we are considering adding functions to the system, we do not yet know that these functions must be required. In a more ideal world, the functions that we are considering might not be required, if the system product or modification are not required. We may be able to find ways to satisfy the super-system without performing these functions. As we are considering these simplifications, we may come to see completely new products, services and even markets. Note in one of the examples to the right that the food comes contained. It may be poured directly on the ground without harm. At this point, we may not know how this will be accomplished. During this step, we should resist the temptation to decide what products will deliver the required functions. Or, at least, we should not become completely resolved on the physical phenomenon and product that will deliver the function as the next step will take this into account.

Simplify the SuperSystem (Job) Product and Modification 1.

2.

Go to the chapter which described the Simplifying of Systems. Consider the methods shown for simplifying the super-system (Job) Product and Modification only.

Food

The dog food requires no container because it does not come in independent pieces. For instance, the food is linked together or comes as one piece. Perhaps it just hangs on a roll.

The food comes already contained. It matters not if the food is poured directly upon the ground. Neither the dog nor the food will sustain any injury.

Controls Position--Distance between pieces Least Resources: Zero energy is required to maintain the Food distance.


Using the Inverse: The food is positioned relative to the surrounding environment. Do we adjust the surroundings to accept scattered food?

Algorithm

Specify Competitive Functions and Attributes

Output Functions and Competitive Factors

Introduction

Reaching Out to Non-Consumers

The input to this step is the potential functions that our system might perform. The outputs of this step are the essential functions that our system will perform for the target market and how these functions will be performed (Level of the Competitive Factors). In their book Blue Ocean Strategy, Chan Kim and Renee Mauborgne explain that most industries create new products in the red oceans of competition. The waters are made red by the blood of competing businesses. Most marketing tools are used to devise a strategy to be better than the competition in those things that the industry normally competes is. In contrast, Blue ocean markets are created by making the competition irrelevant. Either the market is very new, or the offering is very appealing to nonconsumers. If you have discovered a new market from the Discovery of Market step, or you have discovered potentially new and exciting functions in the Identify and Simplify Potential Functions step, then you are well on the way to creating blue ocean opportunities. If not, it is still possible to create blue oceans by expanding the offering into the vast blue waters of non-consumers. In this step, we try the make the market of potential consumers as large as we can by appealing to non-consumers. Non-consumers can be broken into three groups: those who reluctantly and infrequently use our products, those who actively vote against our product, and those who are not aware of our product or assume that someone else will supply their needs. Each of these groups can turn into blue ocean opportunities. Whether you are dealing with new or existing markets, data has shown that the blue oceans of noncompetition are extremely profitable. About 61% of the profits that companies make come from products launched in blue oceans.

How do we create blue ocean opportunities? We must reach out to non-consumers. This does not mean doing everything well. This means that we have to determine which of the potential functions and competitive factors are appealing to potential consumers. Ultimately we must specify a product or service in such a way that the chosen Job is easier to do. It must be easier in as many ways as possible: less distasteful, more fun, more convenient. Understanding How People Decide We begin by asking ourselves what the competitive alternatives are. Competitive alternatives are all of the different ways that people perform jobs, not just competitors products. These alternatives may be entirely different from the common industry options. It is important to identify these alternatives, because this is what non-consumers may be relying on. A scrapbook is a competitive alternative for a PDA. A pencil and paper is used in place of money-management software. A movie is a competitive alternative for a dinner date. Next, we ask ourselves what the competitive parameters are. How do people decide between competitive alternatives? What factors does a person consider when trading up or down? What competitive factors do industries typically invest in? A good way to capture the competitive factors is a Value Curve, as described by Kim and Mauborgne. A Value Curve gives a highmedium-low look at how our offering compares to the competitive alternatives. Cost is usually the first competitive parameter on the curve, followed by the main competitive factors that the industry competes on and invests in.

Algorithm

Eliminate competitive factors? If our products already exist, we should include our products in the mix. To be realistic, it is necessary to go to the field and find out how all of the competitive alternatives fare, including our own offering. While we know the main product functions, we now look at the whole offering and determine the level of the competitive factors of our offering. If the industry and competitive products already exist, it is likely that the industry takes these competitive factors for granted. Now we determine what the competitive factors are. Since we have created new functions, we can add these as new competitive factors. Once the competitive factors are identified, we need to determine how we rate, compared to all of the competitive alternatives. It is likely that products which directly compete will show up as being very similar to us, while alternative products will be quite different. It is typical that the industry takes most of the competitive factors for granted. Potential consumers are not interested in all of these factors and will generally give up some things if others can be greatly increased. Remember, when we can eliminate elements, the system is greatly simplified. Finding out what potential consumers really want is a tricky business. It generally comes from talking with people and watching them. Sometimes this must be done several times. Launching new products involve a learning period. Sometimes we need to go to lengths to create prototypes or at least virtual products and watch their reactions. Knowing what is important to potential consumers leads us to the creation of more ideal value curves. (Several potential value curves should be considered). If the new value curve looks the same as the competitive alternatives, then we are swimming in red waters. We can only swim in blue waters if our value curve is: • Significantly different from the competitive alternatives. • Provides what potential consumers really want. • Has a clear and focused tag-line. (For example, Southwest Airlines might have the tagline “Fast and flexible travel for the cost of a car trip”). We have to carefully choose what we will do well and what we will eliminate. This will eventually lead us to a specification for our offering that provides outstanding value for potential consumers. In order to focus sufficiently, we will need to reduce or eliminate certain competitive parameters that potential consumers do not care about, and greatly increase others that they care a lot about. If new functions and associated competitive parameters appear to be highly attractive to potential consumers, this will make our value curve stand out.

How is it possible that competitive factors can be eliminated? In general, the industry takes for granted that the market desires all of the competitive factors and seeks to provide the most possible for consumers, and still be competitive on cost. In reality, most potential consumers are willing to drastically reduce certain factors if other factors, especially price, could be greatly improved. Businesses often underestimate the direct and indirect costs of providing these additional competitive factors. When non-required factors are eliminated, it is easier to increase more important factors as well as to meet the target cost. This brings us to another subject. The price of the offering is an important competitive factor. The next step of the process is to set a target price. The price of a product or service should not be based upon the cost. The price is set by comparison to the competitive alternatives. This means that we set the target price before we set the target cost. The target cost must then be dictated by the business needs. After a cursory look at the target price and the target cost, it may seem improbable that the cost target can be hit at this step. Remember that we are very early in the overall innovation process. Identify this as a risk and move on. Future steps will be used to innovate and decrease the actual costs to meet the target. The final step is to create a specification that reflects the ideal value curve. Meeting this curve will allow us to attract the largest market of potential consumers. Barriers to Imitation If these markets are so lucrative, then why is it that industries find them so difficult to recognize? In the first place, blue ocean opportunities are not easily identified. Most marketing tools are built around competitive marketing strategies. Secondly, there are many competitive factors which the industry takes for granted. These factors are so entrenched that they are never challenged. These paradigms distract from what the non-consumer really wants. This draws off valuable resources which could be used to expand into blue ocean opportunities. Why then do industries not rush to imitate successful businesses when these new lucrative markets are discovered? There are several nonobvious obstacles to imitation:

Algorithm

1.

2.

3. 4. 5.

6.

Blue ocean opportunities go against conventional wisdom. It won’t make sense until it is too late. If another company accepts the new strategy, it must abandon its own. Internal struggles and politics will make it difficult to change. With limited resources, the market may not be able to support more than one player. Patents and other protections may make it difficult to copy. Imitation is unlikely until a high volume of sales is evident. Cost advantages are a natural result of high volumes. These cost advantages may make it difficult to catch up. Buyer loyalty or habit make it difficult to switch to the imitator.

Algorithm

Algorithm for Specifying Functions and Competitive Attributes

Yes

Do You Understand What Functions and Competitive Attributes the Target Market Desires? No Identify Competitive Alternatives

Go to the Next Chapter

1. Research the Competition at the Store 2. Internet Product Search 3. Identify Competitive Alternatives

Compare Yourself to the Competitive Alternatives • •

Identify Competitive Factors Create a Value Curve for Alternatives

Determine Competitive Attributes 1. 2. 3. 4. 5.

Eliminate-Reduce-Raise-Create Determine the Required Price Create the Trial Value Curve Judge Between Several Value Curves Level of Competitive Attributes

The Target Functions and Competitive Attributes of the Product or Service

Algorithm

Details

I am interested in containers that serve pet food, so I go to a pet store or the pet section of a department or grocery store.

1

Technical 3 The trend is to combine the food bowls with large storage containers and to keep the food at a level that is comfortable for the pet.

2

Identify Competitive Alternatives

4 I note that there are three main manufacturers that sell products in the category that I am interested in.

One claims to slow down bugs.


Research the Competition at the Store


1. Go to a store that would sell products that deliver the required modification. 2. Note brands and producers, Do the producers sell more than one product? Who are the main producers? 3. Look for product trends 4. Read the labels. What do they claim? 5. Note the price


$5.00 to $35.00

5

Algorithm

Technical Internet Product Search Ceramic bowls are offered, which offer durability and a clean and sanitary surface.

1. Use an internet searchengine to determine which products are offered.

1

1

Metal bowls are offered, which offer durability and a clean surface.


2. Refine the search by noting and using nomenclature and names that are common to the industry.



Algorithm

1

Disposable containers are often used for food and water bowls.

Identify Competitive Alternatives

Alternatives 1.

Beyond the direct competitor, what products do people hire to get the job done? What are the alternatives?

2.

What are the strengths and weaknesses of the alternative products.

3.

Consider that DOING NOTHING could be the next best alternative.

Technical

Large buckets or storage containers are used for water.

Strengths: 1. Low cost 2 2. Disposable 3. The large water tubs can be filled and left for a long time. This is especially important in summer heat. 4. The large water tubs are difficult to knock over when full. Weaknesses: 1. Limited functions 2. Large containers require larger cleaning operations.




Algorithm

Fabrication

Propose / Contract

Compare Yourself to the Competitive Alternatives Identify Competitive Factors There are three critical questions: What does the customer want? How does the customer want it? How do they decide between alternatives? It is usually necessary to go to the field to determine the competitive factors. Do not do this from an armchair!! 1. GO TO THE FIELD AND TALK TO CONSUMERS AND NON CONSUMERS. 2. Identify the factors that the industry normally compete and invest in. 3. Include competitive factors from lifecycle chart to the right. 4. Include strategic sectors (Sports cars vs. vans) What factors do people look at when they consider trading up or down? 5. Include new factors from the new potential functions. These new factors may be critical to the success of this product. 6. Consider consistent and irreversible trends--Do not consider the trend itself, but the value that it will eventually offer to the market.

Design

Documentation

Touch Time Cycle Time


Mass Storage

Mass Transport

Packaging

Loading Messes Volume Safety-Contam. Special Equip.

Loading Messes Volume Safety-Contam. Special Equip.




Loading

Deterioration Hard Opening Tampering Recycling-Disposal Confusing Dangerous Messy

Customer Transport Difficulty Labor

Loading

Fueling / Energizing

Lifecycle Jobs and Competitive Factors

Operational Waste

Resource Consumption

Weight Cost Availability

Ease of Operation

Range of Operation

Touch Time Cycle Time Variability Labor

Testing Cycle Time Touch Time Waste Safety

Assembly or Setup Difficulty Labor Confusing

Customer Testing Difficulty Labor Confusing

Direct Use

Human Intervention Ergonomic Energy Or Operating Range Secondary Harm Convenience Materials Environment Range Operation Waste of Useful Functions on Hold Time Unusual Uses Materials Memory Required Other Machines Req. Confusion-Complex Adjustability-Robustness

Protecting Others

Protecting Users

Harm User Harm Bystanders Harmful Functions during Use as Weapon

When Anxious Non-Value Worry Tampering Ease of Stealing

Stowing

Storage

Maintenance

Difficulty Waste Environment Storage Space Damage to other Objects

Difficulty Waste Environment Storage Space Damage to other Objects

Cost Waste Handling Material Consumed Human Intervention Cycle –Touch Time Ease of Monitoring

Repair

Failure

Disposal

Recycling

Ease of Disposal EnvironmentalIssues

Ease ofDisassembly Environmental Friendliness

Ordering--Tracking Ease of Repair Cycle-Tough Time Human Intervention Waste Handling Consumables

Operation During Failure Modes Probability / Life Durability Fault Detection Removal Time

Protecting System Ease of Stealing Corrosion

Control / Monitoring Frequency Time Human Required

Fixing Messes General Eyesore Frequency Human Intervention

Algorithm

Technical Create a Value Curve for the Alternatives High

Buckets have a distinct advantage when it comes to tipping and water height. Disposable containers have only the advantage of cost.

Pet Food & Water Containers Buckets

Med.

Industry Average

4 3

1.

2.

3.

4.

GO TO THE FIELD. DO NOT PERFORM THIS INVESTIGATION FROM AN ARMCHAIR! Identify your companies products or services on the value curve. Identify other competitors or the industry average. The industry average should generally be near the Median. Identify where alternative products or technologies are on the curve.

Low

Since we have no food container our 2 companies product does not show up on this curve

Disposable Containers

Price Styling

Clean- Patio. Insect Bird Dura- Tipping Food ability Scattering Height liness Protect Protect Protect


Clean Water

Algorithm

Technical Please Submit Examples

Determine what the Target Market Wants

Create a Survey


1.

2.

3.

From the value curves, determine the factors that consumers or nonconsumers are really interested in. Include the new functions and factors. Create the Survey-- Keep it simple. There are certain focused questions which can be posed to non-consumers that give vent to true feelings. Here are example approaches. Take factors from The Value Curve-• At the same price, Identify four things that you would like to see increased at the expense of 4 things that you see much less value in? • What four things would you be willing to sacrifice if you could get it at a third the cost? • What compromises are you always forced to make?



Algorithm

Technical Administer the Survey


Business

•

•

•

•

Go to the field watch and talk to customers and non-customers about which of these factors are important to them. Keep an open mind about adding new factors. Locate Non-Consumers: Nonconsumers are often those that are using the alternative which is not normally considered by the industry. They may not be familiar with your product at all because they assume that someone else provides the function. Locate Consumers that would jump ship if they could. They reluctantly use the industry product but would bale at the first viable opportunity. These people often have strong opinions. Locate Non-Consumers that are voting against the industry average. What do they want? Listen closely to their reasoning. Listen to the compromises that they are always forced to make?




Algorithm

Technical Compile and Analyze the Survey Results

This Page Left Intentionally Blank Please Submit Examples

Business Analyze the survey results. What you are looking for are the competitive factors that potential customers will value most. Right now, it may seem that it is not possible to deliver what they want, but remember that a number of competitive attributes are not that important to consumers or non consumers.




Algorithm

Technical

Details

Eliminate

Reduce

Styling

Durability

1

2

Greatly Raise

Determine Competitive Attributes

Tipping Height 3

Create

Cleanliness Protection 4


Eliminate-Reduce-Raise-Create

1.

Based upon inputs from consumers and non-consumers, what factors which the industry takes for granted can be eliminated? 2. What can be reduced with little effect? These are factors that are over-delivered. Potential consumers care little about these factors. 3. What should be increased well above the industry standard? 4. What new factors can be added? 5. Use the “Eliminate-ReduceRaise-Create” grid. Verify that at least one factor is in each quadrant.



Algorithm

Technical Determine the Required Price • Determine the price--It is important to know this price up front. • Consider the price of the low price alternatives—They perform the same job, but do not necessarily perform the same function. This is often the low price. • Consider the prices of products that perform the same function. • From these, create the “Price Corridor of the Masses.” • Price towards the upper band if you are well protected. Price lower if you are not well protected. (Note that you may need to come back to this price after applying future innovation steps. You may find that you can be well protected if there is a breakthrough.)

Price Corridor of the Masses

Same Job

Same Function

Price here if well protected



Price here if poorly protected

(For now, stay with this price. Later, you may discover that you cannot bear this price and it may need to be higher. This causes a contradiction: the price must be high and it must be low. The contradiction may be solved by using the principle of Gradually Separating in time: Renting Time share Slice share (sell part rather than the whole) Equity interest—partnering This is the safety valve, but it is important to try to hit the price point in the initial stages.)


Algorithm

Technical Create the Trial Value Curve High

We are not trying to do all things well, in fact, we will eliminate or reduce some functions and factors which are common in the industry and greatly increase others. In addition, we will create new factors and set these to a high level. In the end, we must create a leap in value for the target market and encompass the largest market possible to reduce the risk of scale. •Look for the largest catchment •The final curve should have • Focus • Divergence form the other value curves • A compelling tagline (“We protect”) • A leap in value for the target market

Our Product

Pet Food & Water Containers Buckets

Med.

Low

Industry Average

Since we have no food container the companies product does not show up on this curve

Disposable Containers

Price Styling

Clean- Patio. Dura- Tipping Insect Bird Food ability Scattering Height liness Protect Protect Protect


Clean Water

Algorithm

Technical Create and Judge Between Several Value Curves


Do this same exercise for every customer in the chain

Business Integrator-OEM

Distributor



Operator or End User In judging between the potential curves, remember that no market likes big changes. • People do not like to change behavior. Consider building in some adaptability for market expansion. • Some people like change. These are the visionaries which are not trusted by most people who are more pragmatic. Initial sales of a product may come from visionaries and other early adopters.


Algorithm

Technical Level of Competitive Attributes

Competitive Factors

1. The containers will remain clean for up to 2 weeks. 2. The container will exclude birds and insects. 3. The container will not allow for the growth of bacteria in the water. 4. The container will also serve water 5. The water container will contain sufficient water for 4 days without spoiling. 6. The food height will be comfortable for a mid-size dog.

Business Create a specification for the product, process or service which gives more of what the market needs and less of what they can do without. Include target price and required manufacturing costs.




Algorithm

Output Identify How Money is Made Introduction This chapter is not well developed.

Business Model

Algorithm

Algorithm for Identifying How the Business Makes Money

Yes

Is the Mechanism for How the Business Makes Money Well Understood? No Construct a Potential Value Chain

Go to Next Chapter

1. Determine the Structure of the Value Chain

Determine the Revenue Generating Mechanisms 1. How will the Customer Pay? 2. Determine the Required Costs

Value Network 1. Third Parties

Determine a Competitive Strategy 1. Develop a Competitive Strategy


Algorithm

Technical

Details Construct a Potential Value Chain


Determine the Structure of the Value Chain 1. 2. 3.

4.

Describe the Value Chain Describe how each element profits from the chain Determine how the company will claim its’ portion of the money Determine the complimentary assets within the company such: 1. Capable equpment 2. Distribution 3. Brand



Algorithm

Technical

Determine The Revenue Generating Mechanisms Business Please Submit Examples

How Will the Customer Pay?

1. Knowing the Target Price, how much will you charge? 2. How will the customer pay? 1. Sale 2. Renting 3. Charging by the transaction 4. Advertising and subscription models 5. Licensing 6. Giving away the product and selling the after-sale support and services 7. Mixture of payment mechanisms (Subscription price + advertisement)



Algorithm

Technical Please Submit Examples

Determine the Required Cost

Price

Business Model

Cost


1. Create a Cash Flow Model 2. Exercise the model to investigate different possibilities 3. Determine the cost to make the business work. Remember that technology may be a cost enabler. Thus, one should not be too quick to judge at this point that the offering will not work. In later steps we consider how the cost may be decreased. price must be high and low.



Algorithm

Technical

Value Network

Third Parties 1. Identify Third Parties that can boost the value of the product in the market place 2. How can connections be built to strengthen the relationship with these parties?




Algorithm

Technical

Determine a Competitive Strategy Business Develop a Competitive Strategy •

1. 2.

If the Value Curve is sufficiently differentiated from other alternative products, then a difficult hurdle is past. It is important to create disruptive challenges that make it difficult for a competitor to compete. Differential access to key resources Internal processes that are valuable to customers and difficult to imitate




Algorithm

Output Determine the Requirements

Introduction We have already identified the Competitive Attributes of the product. These are attributes that the consumer looks at to judge between competing alternatives. The consumer will usually make this judgment in a heartbeat. Unfortunately, having the Competitive Attributes is not sufficient to define the specific characteristics of the product. The competitive attributes must be broken down into more specific requirements that describe what the system will do within the context of the environment that it must exist in. Take, for instance, the Job of telling time under water. If the market is a construction diver that must stay submerged at great depths for long periods of time where the suns rays do not penetrate and the water pressure is deep, the competitive attributes that set this watch apart might be durability and visibility. If we have chosen to be greatly superior to industry standards in both of these areas, what does this mean in terms of the specific characteristics of the product? First, we have to take into account the Environment that the time piece will operate in. In this case, the depth of the sea requires that it be able to withstand pressures of 500 pounds per square inch. The darkness is akin to telling time in an underground cavern. The temperature of the water varies from 35 to 50 degrees Fahrenheit. Since the construction worker is moving about and impacting objects under water, the time piece must be able to withstand impacts and abrasion from a variety of unknown sources. (Everything cannot be known). Knowledge of environmental conditions should have come from the observations of living in the customer’s world during the step of Determining the Customer’s Desires. With knowledge of the environment, we are now prepared to determine the requirements for the product or process.

Product or Process Requirements

Lets look more carefully at the need to translate Competitive Attributes into specific Product or Process Requirements. For instance, most people would like to have a clean hotel room. What does that mean? Can this be measured in hairs per square inch or visible stains? Is there something else? What must the attributes of the Hotel be in order to be judged “Clean”? One way to begin translating the Competitive Attributes into Product / Process Requirements is to look to clues from the customer about what the requirements should be. Typically, the customer is not aware of the specific requirements, but we can try to get inside the customers head by asking specific questions: What is it that tips you off that a Hotel is not clean? We can take inventory of the various senses. Is it the smells when you walk into the room? Is it visible stains? Is it the uneven textures that you feel when you wipe a surface? What indirect measures does the customer use? Do the materials of the room that tip off the patron how clean the room is? Compare a carpeted room to a tiled room. Does the customer automatically assume that the tile is easier to keep clean? If the hotel room baseboards or woodwork does not appear to be well maintained, does the cleanliness also get a bad rap? If possible, it is usually best to visit the environment and find out the specifics. It may also be necessary to experiment or present the customer with specific attributes to determine what the real requirements are. Living in the market world is extremely valuable to get this right. Specifying the product requirements correctly is very important. Remember, everything beyond this point is dependant on getting this right. The product specification focuses the rest of the innovation activities. If a group is involved, it is essential that everyone is on the same page.

Algorithm

Algorithm for Identifying the Environments and Requirements

Yes

Go to Next Chapter

Are the Environments that the product or process must operate in and the Requirements that the Product or Process Must Achieve Well Understood? No Identify Environmental Conditions under Which the Product or Process Must Operate 1. Identify the Various Environments (LifeCycle) 2. Visit the Environments 3. Identify Critical Environmental Conditions

How does the Customer “Measure” Each Competitive Attribute? 1. Obvious Means of Measuring 2. Use of Senses to Measure 3. Indirect Means of Measuring

Create a List of the Product or Process Requirements


Algorithm

Propose / Contract

Identify Various Environments

1. Go through the Life Cycle of the Product. Identify critical environments that affect the competitive attributes of the product.

Engineering Sales Marketing

Designers Engineers

Packaging

Testing

Operators Packaging Machines

Technicians Test Equipment



MassTransport Loaders Forklifts Pallets Trucks Planes

MassStorage Loaders Forklifts Pallets StorageFacility

Use / Operation Already Identified On Chart

Control / Monitoring Operator MonitoringEquipment

Fixing Messes Operator Technician Special Personnel MaintenanceEquipment

Dealing With Failure Operator MonitoringEquipment AlternativeSystems

Design

Documentation Engineers Documentation

Fabrication

Sales People Forklifts Shelves Displays

Fueling / Energizing Operator User Technician Contractor Fueling Means Fuel

Protecting System Operator SecurityOperators MaintenancePersonnel Covers

Sales People Customer Sales Table Carts

Customer Testing Customer Contractor Technician TestEquipment

Protecting Users Operators Protection Gear

Maintenance

Storage

Operator Technicians MonitoringEquipment Consumables

Storage Location Cases Covers Nearby Objects Operator

Operators Technicians FabricationMachines

Customer Transport User Contractor Transport Means

Assembly or Setup Contractor User Technician

Protecting Others Bystanders Cleaning People Users of Other Equipment Guards

Stowing Operator Stowing Location Cases / Covers

Repair Operator Technicians Repair – Equipment Consumables Parts

Recycling Operator Teardown Person Special Tools

Disposal Operators Containers Tools

Algorithm

Technical Visit the Environments



While it is sometimes easy to imagine the environment because we have been there before, going there with the purpose of understanding the environment and the needs of the potential customer will create a new eye for what is happening. This step is very critical if the environment is not well understood.



Algorithm

Technical Identify Critical Environmental Conditions



1. Consider each step in the Product Life Cycle. For each step, list the various circumstances or missions that the product may take. Note that at different stages of the life cycle, there will be different customers. 2. Note all extreme conditions. Extreme conditions are those that go beyond life at common room temperature conditions. • • • • • • • • • • • • •

Temperatures Pressures Harmful Objects Potential Mishaps Use by unqualified people Vibration Stress and Strain Bumping or Dropping Chemical Exposure Moisture Exposure Mildew or Fungus Sand and Dust Extreme Operation Conditions



Algorithm

Technical Obvious Means of Measuring



Consider each step in the Product Life Cycle. For each step, ask how will the consumer measure the competitive attributes? Brainstorm ways that the consumer does this. Note that at different stages of the life cycle, there will be different consumers or customers.



Algorithm

Technical Use of Senses to Measure



Consider each step in the Product Life Cycle. For each step, ask how the consumer will use the senses to determine whether the product or process meets the competitive requirements. 1. 2. 3. 4. 5. 6. 7.

Sight Smell Hearing Texture Weight Taste Awkwardness of Use



Algorithm

Technical Indirect Means of Measuring



Consider each step in the Product Life Cycle. For each step, How does the consumer indirectly determine whether the product or process meets the competitive requirements? List attributes of the product that are an indirect measures. 1. 2. 3. 4. 5.

Maintenance Aesthetics Attention to detail Simplicity Price



Algorithm

Technical Create a List of the Product or Process Requirements



List the specific requirements of the product or process. 1. Environmental 2. Performance 3. Safety 4. Convenience 5. Maintainability 6. Reliability 7. Aesthetic



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Triz Power Tools Discovering Markets (#Job 1)

Triz Power Tools Implementing (#Job 6)

TRIZ Power Tools: Simplifying

Triz Power Tools: Resolving Problems

Features

Netcat Power Tools

Core Java 2: Advanced Features

X Power Tools

Core Java 2: Advanced Features

Java Power Tools

Power Tools for Women

Linux Power Tools

Java Power Tools

Portable Power Tools

Windows Developer Power Tools

X Power Tools

UNIX Power Tools

Netcat Power Tools

UNIX Power Tools

X Power Tools

UNIX power tools

Security Power Tools

Mac OS X Power Tools

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