Directions: Read The Cases Below And Answer The Questions Us

Directionsread The Cases Below And Answer the Questions Using Complet

Directions: Read the cases below and answer the questions using complete sentences. Your completed submission should be at least five pages in length in APA format. Be sure to use and cite at least two outside, scholarly sources. Visit the Academic Resource Center for helpful APA formatting techniques.

Case Study I: Post-it Notes

One way new products are developed is to take a current product and modify it in some way. Another way is to determine how a previously developed product can be marketed or used by a particular group of customers. The 3M Company is famous for many products, among them adhesives and abrasives. In the 1980s, a 3M manager, who was a member of a church choir, wanted to mark the pages of his hymnal so he could quickly find them. A bookmark would not do because the piece of paper could easily fall out. The manager needed something that would adhere to the page but not tear it.

Back at work, the manager asked one of the members of the research and development department if an adhesive existed that would do this. One did, but it never had been marketed because the company found that the adhesive was not strong enough for industrial use. At the manager’s request, a batch of the glue was prepared and applied to small pieces of paper that could be used as bookmarks. As the manager who had requested the product began to think about the new product, he concluded it had uses other than as a bookmark. Secretaries could use it to attach messages to files and managers could use it to send notes along with letters and memos.

In an effort to spur interest in the product, the manager had a large batch of these “attachable” notes, now called Post-it Notes, made and began distributing them to secretaries throughout the company. Before long, more people began to ask for them. The manager then ordered the supply cut off and told everyone who wanted them that they would have to contact the marketing department. When that department became inundated with calls for Post-it Notes, it concluded that a strong demand existed throughout industry for these notes and full production began. Today Post-it Notes is one of the largest and most successful product lines at the 3M Company.

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1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps. Is the development process always the same? Why or why not?

The creative thinking process in the development of Post-it Notes involved the fundamental steps of idea generation, idea development, testing, and implementation. Initially, the idea germinated from a practical problem faced by the 3M manager—finding a non-tearing, adhesive-backed page marker that could be repositioned without damage. This corresponds to the idea generation stage, where the need for a unique adhesive solution was identified. Subsequently, a researcher recognized that a weak adhesive, previously deemed unsuitable for industrial use, could be repurposed for everyday consumer products, leading to product development. The testing phase involved creating small samples of the adhesive on paper, experimenting with its properties, and exploring potential applications—initially as bookmarks but then as versatile notes for communication. The implementation phase involved initial distribution within the organization, gauging demand, and then scaling up production for broader retail distribution. This sequential approach exemplifies a typical creative process, from need recognition to product launch.

However, the development process is not always identical for every product. Variations can occur depending on factors like market feedback, the nature of the product, organizational structure, and resource availability. For instance, some innovations may involve more extensive research and multiple iterations, especially in technological or medical fields, whereas others, like Post-it Notes, may evolve from a simple adaptation of existing materials. Moreover, some innovations may skip certain phases or follow a more zigzag pathway due to unforeseen hurdles or opportunities—highlighting that the creative process is often nonlinear and adaptable to circumstances.

2. Why did the manager have the Post-it notes sent to secretaries throughout the company? What was his objective in doing this? Did the act accomplish the objectives and goals? What are alternatives that could have been done to reach the same outcome? Would you make the same choice?

The manager distributed Post-it Notes to secretaries across the company to demonstrate their practical utility and generate organic interest within the organization. His primary objective was to showcase the product’s usefulness in everyday office tasks—such as attaching messages, reminders, or notes—thus creating a natural word-of-mouth campaign. This grassroots approach aimed to spark demand among potential users in a real-world environment, thereby validating the product's functionality and encouraging broader acceptance.

This act successfully accomplished its goals by showing the notes’ versatility and utility firsthand, leading to increased internal demand. The subsequent surge in calls to the marketing department indicated that the distribution strategy effectively catalyzed awareness and interest, which then escalated into company-wide and eventually industry-wide demand.

Alternatives to this approach could have included formal product demonstrations, targeted marketing campaigns, or early focus groups to gather feedback before mass distribution. Such strategies might have provided more controlled insights or accelerated market adoption, but the grassroots method was cost-effective, authentic, and enabled rapid organic growth. Personally, I would consider this approach effective because it leverages internal champions and real-world usability to validate the product before broader marketing efforts.

3. What type of innovation was this—invention, extension, duplication, or synthesis? Explain your answer then identify another example of the same type of innovation but in a different company. Describe it in your paper.

This innovation exemplifies an extension of existing technology—taking a weak adhesive and repurposing it into a repositionable, non-tearing note. It is not an entirely new invention, nor a duplication or synthesis of existing products but rather a modification and strategic application of an existing material to meet a new market need.

An analogous example from another company is the Apple iPhone, which extended the smartphone concept with touchscreen technology and integrated features that revolutionized mobile communication. While smartphones had existed prior to the iPhone, Apple's innovation extended the device’s functionality and user interface, making it more accessible and versatile than previous models, thereby transforming the mobile device industry (Linzmayer, 2004).

4. Which of the innovation sources discussed in the chapter help account for this product’s success? Explain in detail.

Several sources of innovation contributed to the success of Post-it Notes. One primary source was internal R&D and technological development—recognizing the potential of a weak adhesive and exploring non-industrial applications for it. This demonstrates how existing technologies, when viewed through a different lens, can lead to new product opportunities.

Another source was market pull; the product was driven by an actual need identified within the organization and later validated externally, as secretaries and employees recognized its utility. The grassroots distribution and organic growth exemplify market-driven innovation, where consumer or user feedback shaped product adoption.

The serendipitous aspect—initially discovering the adhesive's shelf-life usefulness—also played a role, highlighting how chance discoveries during routine R&D can lead to significant breakthroughs. These combined sources underscore the importance of flexibility, internal knowledge, and responsiveness to real customer needs in creating successful innovations.

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Case Study II: An Idea for the Dogs!

Chris Wasserberg, a seasoned salesperson with a marketing degree, exemplifies entrepreneurial initiative fueled by market research and personal insight. His idea to create moderate-priced, custom, well-insulated doghouses with personalized design features aligns with the concept of product differentiation—the process of making a product stand out from the competition through unique features and target market positioning. While the core idea of building doghouses is not inherently unique, the specific customization, quality focus, and price point embody differentiation strategies that could attract a niche market of pet owners willing to invest in premium pet products.

Success in Chris’s endeavor hinges on how effectively he differentiates his product and validates market demand. If his doghouses truly stand out due to innovative features such as larger size, insulation, personalized design, and aesthetic matching with pet owners' homes, his idea gains a competitive advantage. For success, these features must be perceived as adding value by customers, justifying the $250 to $500 price point—an indicator that success is defined in terms of sales volume, customer satisfaction, and profitability rather than purely novelty.

The first step Chris should take is conducting thorough market research to validate demand and refine his target audience, and simultaneously develop a financial plan to estimate start-up costs, pricing, and break-even points. From a marketing perspective, he should identify the most effective channels—whether online, local pet stores, or vet clinics—and develop branding that emphasizes the product's unique value proposition. From a financial standpoint, he must project costs, expected sales, profit margins, and funding needs.

Comparing these approaches, marketing positioning helps build awareness and demand, while financial planning ensures the business can sustain operations and grow. For instance, effective marketing will generate initial sales, but without sound financial planning, the business may become unsustainable. Conversely, robust financial analysis without targeted marketing may limit customer acquisition. Therefore, a combined approach is necessary for success.

Once these initial steps are completed, Chris should develop a detailed business plan outlining production processes, marketing strategies, pricing policies, and growth milestones. He can then pilot a small batch of doghouses to gather customer feedback, adjust his product features, and refine his marketing messages. Customer feedback and sales data will be critical indicators of whether his goals—namely, market acceptance, profitability, and scalability—are being achieved. Regular review of these metrics will enable him to make necessary adjustments and ensure ongoing progress toward his objectives.

References

• Christensen, C. M. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business Review Press.
• Henderson, R., & Clark, K. (1990). Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms. Administrative Science Quarterly, 35(1), 9-30.
• Linzmayer, O. W. (2004). Apple Confidential 2.0: The Definitive History of the World's Most Colorful Company. No Starch Press.
• Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
• Schumpeter, J. A. (1934). The Theory of Economic Development. Harvard University Press.
• Tidd, J., & Bessant, J. (2018). Managing Innovation: Integrating Technological, Market and Organizational Change. Wiley.
• Ulrich, K. T., & Eppinger, S. D. (2015). Product Design and Development. McGraw-Hill Education.
• Verganti, R. (2009). Design-Driven Innovation: Changing the Rules of Competition by Radically Innovating what Things Mean. Harvard Business Press.
• Yoo, Y., & Lyytinen, K. (2002). The Role of Inter-Organizational and Inter-Industry Networks for Improving Innovation and Competitiveness. International Journal of Innovation Management, 6(4), 379–397.
• Zaltman, G., & Duncan, R. (1977). Strategies for Planned Organizational Change. Wiley.