Brand New Solving the Innovation Paradox --

It is one thing to have a well-defined process for introducing new produce efficiently; it is quite another to make that process a reality. Far too often, it is the inability to execute the new product strategy that leads to a worthy product failing in the marketplace. To make sure that does not happen, Maddock and Brown spend a substantial amount of time explaining how readers can execute the things they have told them. After working with scores of clients and interviewing literally thousands of marketing executives from leading companies, they have developed an over-arching strategy on how to create and introduce new products effectively-and with a far greater rate success. Each phase of that process (Phase 1: Generation, Phase 2: Staging, and Phase 3: Implementation) will be introduced and explained so that readers can put theory into practice at their own companies.

G. Michael Maddock is the founding partner and Chairman of Maddock Douglas (www.maddockdouglas.com) a ninety-person consulting firm whose mission is to conceptualize, design, build, and launch new products and brands that have a high probability of success. Their clients include Allstate, Cargill, ESPN, Hess, InternationalPaper, Johnson & Johnson, Mohegan Sun, Procter & Gamble, Schering-Plough, and Unilever. Maddock, a frequent speaker at marketing and innovation conferences worldwide, is also coauthor of the"Innovation Engine" column on BusinessWeek.com.

Luisa C. Uriarte is partner and Executive Vice President of Maddock Douglas where she oversees the insights and research functions for the firm. Luisa has more than twenty years of experience in managing research and marketing consulting projects of international scope.

Paul B. Brown is a longtime contributor to the New York Times. A former editor and writer for BusinessWeek, Forbes, and Inc., Brown is the author or coauthor of numerous bestsellers, including Customers for Life, written with Carl Sewell, which has sold more than 1 million copies worldwide.

Foreword	p. ix
About the Authors	p. xi
Preparation and Strategy	p. 1
The Innovation Paradox	p. 3
A Look at the Numbers	p. 4
And Then It Really Falls Apart	p. 7
Where Do We Go from Here?	p. 9
A Unique Process	p. 10
The Brand New Strategy	p. 12
Execution	p. 13
Creating an Efficient and Effective Innovation Process	p. 15
The Big Three: How Does Industry-Changing Innovation Happen?	p. 16
Circle #1: Finding the Need	p. 25
Insight First, Idea Second	p. 26
Narrowing Your Focus: Segmentation	p. 30
Be Insight Agnostic	p. 38
ôIt's a wonderful need … just not for us.ö	p. 54
When Searching for Needs, Keep These Things in Mind	p. 56
Circle #2: Formulating the Idea	p. 63
Beginning the Process of Ideation	p. 64
Let Your Mind Diverge	p. 72
Filling the Idea Out	p. 77
Putting This to Work	p. 79
What Would-Do: Utilizing Points of Departure	p. 80
Converge: Distilling Concepts into Categories	p. 83
Concept Development	p. 86
Testing What You've Come up With	p. 89
An Ideation Creativity 12-Step Program	p. 93
Circle #3: Successfully Communicating (and Profiting from) What You Have Come Up With	p. 95
A Brilliant Idea Badly Communicated Becomes a Bad Idea	p. 96
Three and a Half Rules for Improving Your Communication Efforts	p. 99
Use Their Words as a Springboard	p. 103
Pay Attention When They Speak	p. 107
Remember, Your Story May Not Be Their Story	p. 110
ôHuh?ö-Clearly Saying What You Mean	p. 111
Going Commercial (or you will never make any money if you can't explain what you have)	p. 113
How to Utilize Social Media: Changing the Game for the Better	p. 116
Mastering Communication	p. 122
Constructing Your Innovation ôPortfolioö	p. 125
Diversifying Your Innovation ôInvestmentsö	p. 125
The Four Classes of Innovation	p. 127
How to Divide Up Your Innovation ôAssetsö	p. 132
Tactics to Increase Your Success	p. 136
Budgeting in Your Innovation ôPortfolioö	p. 138
Tools and Tactics	p. 141
Getting Outside the Jar: How to Infuse Outside Experts into Your Innovation Process	p. 143
Practical Wisdom	p. 144
Integration of the Left and Right Brain of an Organization	p. 154
Idea ôParentsö Wanted	p. 156
The Role of Outside Experts in Building Your Innovation Portfolio	p. 157
Sustainable Innovation: Creating (and Profiting) from a Green, White Space	p. 163
Delivering on Needs and Making a Difference	p. 164
Three Reasons to Find the Green Space	p. 165
Steps toward Integrating Sustainability into Your Innovation Process	p. 169
Actions Speak Louder than Words	p. 174
The 5 Cs of Sustainable Innovation	p. 175
Introducing ôThe Innovation Power Scoreö-A Method for Measuring the Potential of Your Innovation	p. 179
The Insight Score	p. 181
The Idea Score	p. 187
The Communication Score	p. 191
Conclusion	p. 194
Three ôFrequently Asked Questionsö on the Advantages of the IPS	p. 197
Investools: A Case Study in Putting Your Innovation Process to Work	p. 201
Investools' Innovation Paradox	p. 202
If You Did It Once …	p. 208
Conclusion	p. 210
Acknowledgments	p. 211
Index	p. 213
Table of Contents provided by Ingram. All Rights Reserved.

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Brand New Solving the Innovation Paradox -- How Great Brands Invent and Launch New Products, Services, and Business Models

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Table of Contents

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