19 important takeaways from this documentary:
People learn by comparison.
They learn by comparing new things to the things they already know. That’s why redefining a category is much easier than creating a new one.
When you position your product in an existing category you’re essentially saying “it’s like something you already know but better”.
When you try to create a new product category you’re essentially saying “it’s like nothing you’ve ever seen before”.
That’s a provocative statement, but hard to learn by.
The research interview process does more than merely ignore critical components of why people behave as they do, it changes how and what they think.
Participation isn’t enough.
Having a more clear-sighted view on people’s real world buying behaviours and thus which consumers actually matter to the generation of revenue and profit begins to gives us a framework for thinking about participation.
The expanding reach of intellectual property has introduced more and more possibilities for opportunistic litigation: suing to make a buck.
Sample trolls and patent trolls are business models who have developed as a result of this.
There are plenty of people who are not very good web developers and not even necessarily good web designers, but they’re good at using the tools available to them, and if their design and message are good enough their idea or brand gets picked up spread everywhere.
When people buy T-shirts just for the logo on it, it shows how much people care for that brand – and is another source of revenue for the company.
Don’t confuse innovation with novelty.
You may have successfully designed the latest shiny object for people to get excited about…at least until a new shiny object came out.
And that’s the reason product features are more a novelty than an innovation. They are added in an attempt to differentiate, but not reinvent.
It’s not a bad thing, but it can’t be counted on to add any long-term value.
Novelty can drive sales, but the impact does not last.
The people LEAST likely to engage deeply are the MOST important for growth.
There is a way out of this paradox. But it requires us to embrace two principles:
1) Battle for interest, not attention
2)Fans are actors, not the audience