Turn customer input into innovation.

By Anthony W. Ulwick. Harvard Business Review, 2002

625 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/606f247e39e9db1c126636a3110dc34c7b6d88ac

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Citations in the corpus

Managing open innovation projects with science-based and market-based partners (2014, background): “To reveal and correctly understand customer needs, co-creation with customers in the innovation process becomes a necessity (Ulwick, 2002).”
Collaborative networked organisations and customer communities: value co-creation and co-innovation in the networking era (2011, background): “2002 , Ulwick 2002 , Prahalad and Ramaswamy 2003 , Hsieh and Chen 2005 , Von Hippel 2005 ).”
Not always co-creation: introducing interactional co-destruction of value in service-dominant logic (2010, background): “perspective, such an outcome leaves the field open for competitors ( Ulwick, 2002 ).”
Community based innovation: How to integrate members of virtual communities into new product development (2006, background): “Some customers are not only knowledgeable but also able to develop their own new products [22, 50, 58, 67, 69].”
Customer orientation, conflict, and innovativeness in Japanese sales departments (2006, background): “This implies that listening to customers’ voices too closely leads firms to maintain the status quo, and thus cannot imagine the benefits of emergent technologies and new materials (Ulwick, 2002).”
The curvilinear relationships between responsive and proactive market orientations and new product performance: A contingent link (2008, result): “These results support previous viewpoints that excessive proactivity in seeking information about latent and emerging customer needs may be harmful to product development performance (Atuahene-Gima et al., 2005; Ulwick, 2002).”
The Inside Track: On the Important (But Neglected) Role of Customers in the Resource - Based View of Strategy and Firm Growth (2005, background): “At the same time, it should be recognized that customer-based strategies entail their own risks and may not be feasible for all firms (e.g. Tellis and Golder, 1996; Christensen, 1997; Uzzi, 1997; Ulwick, 2002).”
Virtual product experience and customer participation—A chance for customer-centred, really new products (2007, background): “They simply cannot imagine what they have not experienced and what they do not know about, for example new technologies, materials, etc. (Christensen, 1997; Ulwick, 2002).”
Exploring the Contributions of Involving Ordinary Users in Ideation of Technology‐Based Services* (2009, background): “It is apparent that ordinary users cannot be expected to suggest technical solutions to problems because they lack technology knowledge; rather, they can be expected to provide descriptions of the desired outcomes of a new product or service (Leonard and Rayport, 1997; Ulwick, 2002).”
Utilizing customer knowledge in innovation: antecedents and impact of customer involvement on new product performance (2015, unknown): “The findings on CIS support past research that argues traditional marketing research techniques are not effective in identifying new markets and future needs (Ulwick 2002).”
Customer experience modeling: from customer experience to service design (2012, background): “Interestingly, the focus on activities to design new and innovative services has permeated different fields, all suggesting a focus on customer actions as the best way to meet their needs and develop truly innovative services (Constantine, 2004; Ulwick, 2002; Bettencourt, 2010; Norman, 2005).”