Did you ever think that a rep-pop recruitment may be undermining your innovation efforts? Talking to the “average” consumer may work fine for assessing line extensions of well known product categories, but when you have disruptive, behavior-changing concepts – ones that often smash or reinvent product categories - then you are more likely putting disruptive ideas into a testing situation where the cards are automatically stacked against them. Luckily there's a solution...

Those of us in innovation are on the hook for an endless stream of contribution. And we all need a refreshing re-set from time to time. I find that all types of challenges can melt away when I take a step back and think about "ORBIT"-ing the situation:

Collecting retailer insights early on when you are developing a new product opportunity helps teams to build better ideas and pivot in ways that strengthen the overall proposition. The insights born from the retailer's point of view allow innovation teams to create a highly differentiated product offering that consumers love and retailers can recognize as deserving their commitment. 

Avoid the high-risk scenario of many new item launches, where high level investments are used to support new rollouts that have only been previously tested in focus groups or through online methodologies… neither of which can flush out the real-life launch challenges. Increase your success of new item launches by quickly identifying which innovations are worth investing in, and which ones pose risk

The researcher’s job can be a hard one; especially when consumers give out surface-level thinking to complex issues that need solutions. We have learned at Mission Field that there are times when we need to act like an unbiased classic researcher, but there are also times when we need to dig, push and challenge consumers in order to get to the heart of the matter… more like an investigative journalist.

How often do you find your innovation portfolio under duress because you haven’t yet landed that big idea?  Getting rigorous quantitative proof that you have the next $100MM idea is challenged by the complexities of consumer behavior. Simply put – when a consumer makes a decision to buy a product (or choose your new concept), it is unlikely to be based on a singular factor, but rather lots of elements that shape the final choice. But what happens when the desire for innovation validation leads to “positioning” the data?