ThoughtCommons - Buyer Utility Map

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  • 1.

2. Simply stated, business has just two functions,innovation and marketing.
But only the seasoned managers understand the complexity behind this simplicity.
Buyer Utility Map help managers break the utility for their consumers and generate innovative ideas
3. People dont use products, they indulge in experiences
Idea generators need to focus on experiences and not on products
4. Buyers experience can be better understood by dividing it into six stages, these are six differentoccasions where marketers can create value for their buyers
5. How easy it is to find the product, the attractiveness and accessibility of the store, the level of comfort the speed with which purchases are made.
6. The speed and convenience of product delivery, the ease of unpacking and installing the product.
7. What training or expert assistance is required while using the product, ease of storing the product, the effectiveness of the product's features and functions.
8. Other accessories that are used along with the product.
9. Ease of maintaining the product and the amount of expert assistance required.
10. If the product generates waste, the ease of disposing drills consumers mind off!
11. These are called six stages of
Buyer Experience Cycle
12. Thinking ahead, there are six different ways of innovating and creating value in each of these stages
13. The innovation helps customers do things faster, better or in different ways.
14. The innovation offers enhanced ease-of-use.
15. The innovation makes a desired activity easier to perform.
16. The innovation minimizes customers' financial or physical risks.
17. The innovation delights customers.
18. The innovation facilitates recycling and other environmentally sensitive practices.
19. These are called six
Utility Levers
20. This approach help managers think of 36 opportunity types to create value for buyers
21. Buyer Utility Map
22. So whats your next big idea?
Source:
Kim, W. Chan and Mauborgne, Renee; "Knowing a Winning Business Idea When You SeeOne"; Harvard Business Review; September-October 2000.