Chapter 5 Flashcards
(45 cards)
Q: What are the four main sources a firm can mine for stakeholder needs and problems?
A: Internal records, direct inputs from technical / marketing, structured problem analysis with users, and scenario analysis of future contexts.
Q: Definition — Internal records (as an idea source)
A: Routine market-contact data—e.g., sales-call notes, service tickets, reseller tips—used to spot recurring customer pain points.
Q: Why must info from tech / marketing departments be used with caution?
Each report reflects one person’s perception of the problem and often includes a suggested solution that can bias later ideation.
Q: What are the three classic steps in problem analysis with end users?
A: Select a product category → gather user problems → rank problems by severity (bothersomeness).
Q: Definition — Reverse brainstorming
A: Asking “What could make the product worse?” to expose hidden user problems, then inverting answers into opportunities.
Q: Name two metrics used in a bothersomeness index.
A: Extent of the problem and frequency of its occurrence.
Give three alternative methods for compiling customer problems besides workshops.
A: Expert interviews, published sources, direct Voice-of-the-Customer contacts.
Q: Definition — Voice of the Customer (VOC)
A: Systematic collection of customers’ spoken or observed needs, usually via interviews, focus groups, or site visits
Q: Why can focus groups surface issues missed in 1-on-1 interviews?
A: Group interaction prompts participants to voice concerns they might otherwise withhold.
Q: What is the goal of scenario analysis in ideation?
A: To uncover future customer problems by imagining alternate worlds and working backward to needed solutions.
Q: Definition — Ethnographic market research
Observing customers in their real environment—home, job site, retail—to see unarticulated needs.
Q: Definition — Ethnographic market research
A: Observing customers in their real environment—home, job site, retail—to see unarticulated needs.
Q: List the three steps in the general scenario procedure.
A: Paint a scenario → search for problems/needs → evaluate and prioritize them for solution.
Q: Definition — Extending the present scenario
A: Projecting today’s trends forward linearly to spot emerging needs.
Q: Definition — Leaping into the future scenario
A: Describing life 8-10 years ahead, then analyzing required changes (static or dynamic versions).
Q: Give two guidelines that make scenario workshops effective.
A: Keep the story simple and reuse the same cross-functional group over multiple sessions.
Q: Core principle of classic brainstorming?
A: Idea chaining—one person’s thought triggers another’s, building volume before evaluation.
Q: Name four rules that boost brainstorming quality.
A: Mind the rules, number the ideas, jump & build, get physical (visuals/prototypes).
Q: Definition — Bazooka effect (brainstorming)
A: Shooting down an idea too early, killing group momentum
Q: Definition — Brainsketching
A: Shooting down an idea too early, killing group momentum
: Definition — Speedstorming
A: Idea exchange in rapid “speed-date” pairs, then rotating, to maximize cross-pollination.
Q: Definition — Online community (for ideation)
A: A moderated digital forum where customers co-create ideas; requires facilitators and privacy safeguards.
Q: Definition — Electronic brainstorming
A: Anonymous, simultaneous idea entry via groupware that overcomes production blocking and status bias.
Q: Why might electronic brainstorming beat face-to-face sessions for shy contributors?
Q: Why might electronic brainstorming beat face-to-face sessions for shy contributors?
