C8 Corvette<\/a><\/figcaption><\/figure>\n\n\n\nNegative inquiry is a common part of traditional benchmarking, asking customers what they hate, but that too is rarely honest.\u00a0 Even in a blind questionnaire, most people will avoid admitting to purchasing mistakes or share their negative vehicle experiences openly for fear of being judged or appearing foolish.\u00a0 The MBA approach is to apply a mathematical formula to correct for this, derived from psychological studies by consulting firms and elite universities.<\/p>\n\n\n\n
If real-world vehicle purchasing decisions are largely driven by powerful human feelings like fear and anxiety, and most people don’t confide their truth to strangers, then what is the value of gathering product planning information in this way?\u00a0 The clinical methodology of the past made sense when the number of cars and motorcycles was limited to relatively few well-recognized legacy brands and market\u00a0segments that rarely changed.\u00a0 With limited choices, consumer focus could be rationalized into formulaic analysis with surprisingly good results.<\/p>\n\n\n\n
But no more.\u00a0 Product planning needs to change and adapt to a fractured brand and segment landscape, to a marketplace where legacy brands have diminished value, where consumer expertise is more common, and where car and motorcycle capability is so advanced that often the only differentiating factor is purely subjective.\u00a0 What is the numeric value assigned to the joy a design provides by reminding some people of their childhood?\u00a0 Is that customer even aware of that nostalgic connection, and if they were, how would they rate it on a scale of 1 to 10?\u00a0 Is a low score negative, or merely weak?\u00a0 No business tool exists to peel that onion, because correlation is not causation.<\/p>\n\n\n\nNostalgia plays a big part in purchasing decisions<\/figcaption><\/figure>\n\n\n\nThe product planning cycle of today is trapped, like many aspects of the vehicle industry, in the successes of the past.\u00a0 Decades of post-war academic study commodified business practices just as it commoditized products themselves, reducing the work of invention into a spreadsheet.\u00a0 While this is efficient, it will never foster innovation.\u00a0 Real insight comes from reflection and finding the alignment of objective facts and human needs.\u00a0 Not the aspirational needs, but authentic feelings that are actually present in real people on the ground, for good or ill.<\/p>\n\n\n\n
In a world flooded with an overwhelming choice of brands, vehicles and undergoing the sea-change of electrification, the standout feature is human context.\u00a0 Afraid of abrupt change and driven by a desire to avoid fear, people will seek out vehicles that speak to their anxieties and serve their deep-seated needs. If product planners want to succeed in this reality, they should ditch the mathematical equations, skip the business hotels and embed themselves into the lives of their audiences to discover customer hidden truths.\u00a0 Not just the super fans of extroverted, easily defined enthusiasts safely inside their tribal communities, but the quiet majority living complex lives that don’t fit into neat categories.<\/p>\n\n\n\n
Product planning needs to find its humanity again, and create strategies driven by genuine empathy, and a desire to use the awesome power of design, modern engineering and manufacturing to make great products that solve real problems and that provide long-term joy and satisfaction.\u00a0 Anything else is just predatory opportunism, and ultimately self-defeating.<\/p>\n","protected":false},"excerpt":{"rendered":"
\u201cLet’s review the business case\u201d, says the vice president of Vehicle Manufacturer.\u00a0 The business development person opens an Excel spreadsheet with 14 tabs and reviews the SWOT (Strengths, Weaknesses, Opportunities, and Threats) and PEST (Political, Economic, Social and Technological) analysis.\u00a0 Armed with a commerce degree and an MBA from Prestige University, they worry that the Mean Forecast Error on sheet 3 may be off by -1.5, which could screw up the MSE (Mean Squared Error)… In that same meeting, a […]<\/p>\n","protected":false},"author":140,"featured_media":10012546,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[183,886],"tags":[1448],"yoast_head":"\n
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