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The first 84 pages harpoon the prevalent processes (including brainstorming, focus groups and quantitative consumer research) for generating new ideas that bring new products to market. Rightly so - 9 out of 10 new products fail. With a consistent 90 percent failure rate, you'd hope the "thinkers" would be open to these fresh ideas. Here are a few of them:
Less is more. It's not the number of ideas you have, it's the quality of each. The more ideas you have actually makes it harder to assess the quality of each. Why? There simply isn't enough time, people or money to properly evaluate all of them. As a result, true top-to-bottom development of an idea never really takes place. Internal competition develops, too, as factions promote their ideas.
The fewer people that work on ideas the better. Idea development should apply "Too many cooks spoil the broth.", not "the more the merrier."
Forget market segmentation. There isn't the time, people or the money to effectively develop multiple market segments. Think of it this way: In order to participate in four discrete markets, you have to divide your existing resources four ways. There's no guarantee that one-fourth of your resources will allow you make a dent in any market segment. By concentrating your resources in your core segment, you can make an impact.
-- February 4, 2007