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DEVELOPING NEW BUSINESS IDEAS it is rare that products or services are
used in isolation

meal was being eaten – maple syrup at breakfast, beer at lunchtime.
This insight revealed the opportunity to create sausages which bundled
together different elements from how the original products were
consumed in practice, such as frankfurters flavoured with maple syrup.

Observing users in order to analyse how a total product or service is
consumed from start to finish can often reveal useful opportunities to
explore. Virgin Airways, for example, pioneered airline tickets which
included limousine transport to and from the airport for business
customers. Müller yoghurts come complete with a separate serving of
fruit jam. Procter and Gamble extended its successful Pringles brand to
include Pringles Dippers, a new range of crisps whose profile made
them even easier to use with savoury dips, which research showed
represented a growing usage for the original product.

When Tim Waterstone analysed the consumer’s experience of book
retailing, he imitated Jeff Bezos in hopping over the traditional
boundary of book selling, which held that book buying was no more
than implementing a previously planned transaction. He recognised
that a large part of the joy of book buying lay in browsing, seeking
alternatives, sampling your selection, seeking advice from others,
gaining new and unexpected information and ideas. Tim Waterstone
identified the opportunity for a physical book-selling model which
raised the size and qualification level of its staff, widened the product
range and created additional physical space in which to browse,
including retailing innovations such as in-store coffee shops.

boundary-hopping into area five: functional and emotional

appeals to buyers We saw

earlier how markets can be time

mapped against the dimensions substitute functional and
of price and performance. industries emotional appeals

to buyers

Clearly these are not the only

parameters which can be used; conventional
mapping markets along market
functional and emotional lines to
help spot opportunities can also alternative complementary
strategic groups products and
within industries services

non-conventional
parts of the
buyer chain

be highly effective.