Brands tend to approach innovation by thinking about "unmet needs". Instead of persuading a customer to buy something new because it meets their needs, we think you’ll have better results seducing a customer into buying something new because it feels good and has fluency. We call this probing of the market for seductive opportunities Product Landscaping.
Especially for young people, instant ramen is the snack that fuels the world. The inventor of the instant noodle, Nissin founder Momofuku Ando, is a heroic business figure. In Japan he has his own museum and was the star of a top-selling “business manga”, a comic adapting the Cup Noodle story.
After festivities and the respite of public holidays, it’s that time of year when we pause for a breath to refocus, re-energise and rebuild. In many ways it is a clean sheet – new diaries, new calendars, perhaps some new socks? And of course there’s the formality of new year resolutions that we hope can make us better versions of ourselves, or at least make us temporarily tougher on our perennial feeble-mindedness.
We’ve all heard the figures about the staggering numbers of new products launched every year. But what people don’t often say is that these innovations are rather unevenly distributed. Some categories see only a few major launches. Others see a huge turnover of new ideas. And behind every one that makes it to market there are a throng of concepts that didn’t get that far.
What makes an innovation succeed? Successful innovations are 20% the new and surprising, 80% the familiar and pleasing. You have to have that core good idea, but so much of what makes the difference between success and failure lies in framing it for acceptance.