An important method for understanding customer problems can be in-depth interviews with customers, potential customers, or market experts
Further additional analyses highlight how both the “advantage of youth” and “business acumen” do not necessarily lead to successful entrepreneurial NPD, but at the same time, they both are found to importantly characterize top performers among entrepreneurs engaging in NPD. Overall, this in-depth analysis on entrepreneurial NPD and its drivers underlies the importance of a micro-founded and individual-based approach in the study of new product dynamics, and in doing so, it contributes to enrich the upper echelons perspective and related frameworks on innovation outcomes through entrepreneurship
She specializes in helping companies understand stated and latent customer needs through in-depth interviewing and ethnographic observation
With focus groups or In-Depth Interviews, the team presents the sketches to customers for their reaction...Finally, for an in-depth discussion, make sure and reference Section 5.8, “Test Marketing and Market Testing” within PDMA’s Body of Knowledge
The adoption of innovation methods and design thinking has left many companies with numerous ideas and ambition for creating change, but little in the way of implementation and measurable results. We conducted in-depth interviews with innovation leaders at over 50 companies in a variety of industries to understand the barriers that prevented “innovative” ideas from being implemented
Drawing on a systematic, in‐depth qualitative case study of the Philips Hue connected lighting platform and its complementary third‐party apps, we study how and why complement quality is sustained over time
She is the CMO and co-founder of Digsite, a qualitative research platform for creating “virtual focus groups” to get in-depth customer input
In this article, based on an in-depth longitudinal case study of a leading Australian property development firm and drawing on rich primary and secondary data collected over four years, we examine how middle managers leveraged DTI to respond to inertia generatively, and how this process helped shift the cognitive frame of the organization toward ambidexterity
Our qualitative study draws on 41 in-depth interviews with Australian designer-founders, with the aim to provide a theoretical perspective on and empirical insights into the relationship between the behavioral practices of design thinking and the cognitive principles of effectuation