[Book Review] Get insights that will make your products sell stupidly with "desire and insights"

Roughly speaking

1. Everyone has at least once a desire: "I want to sell stupidly." What is the trigger for the stupid selling of Harley and Nissan Be-1?
2. What is the definition of insight? It is a raw material for innovation and is a magic that brings efficiency, revenue, and engagement.
3. Insight-producing power, analogy thinking and framework.

I want to sell stupid

I live to sell stupidly. They want to sell stupidly, whether it's the product or the person themselves. I continue to look for insights on what to do.

Desire and Insight: The Daily Life of Insight Hunter (Sakai Naoki, Shikata Hiroaki/Speedy Books) is co-authored by Sakai Naoki, a conceptionist who has produced huge hit products such as the Nissan Be-1, and Shikata Hiroaki, who swept the industry with P&G, including Febreze.

As I wrote when I read a book with a catchphrase before, it is said that in order to guess something, it is important to see lots of examples you have guessed and get a sense of it. The catchphrase was that they recommended that they view TCC's winning works for 20 years.

Similarly, building insights requires studying examples and practicing. This book balances the actual examples and background information that you can obtain insights when practicing, (new events that have been happening recently) so it's a perfect starting point for gaining insights.

For example, Harley-Davidson on the motorcycle. It is famous for its macho bike with a manly, unnecessary decoration and large displacement, but it is apparently very popular among retired men. The background insight is that they are trying to gain "youth" through their bikes. Surface, they say they want a larger bike. However, this is the insight that he is trying to gain youth by having Harley, a symbol of freedom and adventure, potentially symbolized by the film "Easy Rider."

For example, Be-1. This is also the reason why Nissan, who was almost dying in 1987, survived. This car sparked a huge boom as a Pike car and is still traded at a premium price today. In the 1980s, the 1980s were all square cars, but the rounded design reminded me of a used retro model and gave me a high-class image. As a result, it was a hit with young people from the time who wanted to look like high-class people.

Insights are the triggers that cause an explosion

Insights are familiar in the world of marketing. This is difficult to define, but this book gave an example of "Harvard Business Review November 2014."

• No matter what field it is, it is the source of innovation.
• Imaginative understanding to improve efficiency, generate revenue, and increase engagement.

In other words, this is the trigger for the product's stupid sales. A style of destruction even after all.

To get a chance, you need to prepare for an inspiration on a daily basis. You need to keep your antenna up, but you need to blame it normally. Some called this a planned contingency. He was Professor Cranborz at Stanford University. He applies this theory to an individual's career, saying that 80% of an individual's career is determined by unexpected accidents, and that in that case, it is best to plan the coincidences that occur to be good. At first glance, it may seem contradictory to plan, but it means that it is important to be in a place where you can get the chance. It's important to be in a state where you are always trying to connect the dots, such as being close to someone who happens to be thinking something interesting, or being eager to think about inventing something new.

A typical example of discovering insights is Balmuder's huge hit toaster, "The Toaster." This is an expensive product with a list price of over 20,000 yen, but the technology that contains moisture has opened up a new ground for toasters that no existing manufacturer could improve.

The trigger was that the charcoal grilled toast at the barbecue event was perfect. He begins to try and error to recreate the deliciousness, but it doesn't work out at all. Then an employee said, "By the way, it was raining at that BBQ." I get a hint that if you leave enough water, it should taste delicious. Furthermore, when I visited the kitchen of the Kichijoji bakery "Dandizon", which was bustling with lines every day, I found myself using an electric kiln with a steam function that allows for detailed control. This inspired us to create "The Toaster", which realizes current steam control and temperature control. This is a miracle woven with insights obtained through intentional observations.

Analogy Thinking and Framework that Brings Insights

The methodology that brings insights is clearly present. One is analogical thinking. In Japanese, analogy is called similarity and refers to thinking that seeks to apply it to new fields based on the similarity of basic principles, structures, and models. Recently, I have been valuing concept modeling, and I have been reading management behavior like an idiot because I wanted to thoroughly extract the elements that will serve as the basis for analogy thinking.

There are no shortage of examples of applications in analogy thinking, but for example, "Velcro (called Velcro in Japan)" inspired by the structure of sticky insects, and iRobot's automatic vacuum cleaner "Roomba", inspired by landmine searches, are easy to understand examples.

What should be noted is that what is inspired is not an insight. Insights originally mean that you need to clearly resolve issues, which requires verification. Fill in the framework presented in this book to see if you are really finding insights. Everything is practiced. I hope that starting tomorrow, I will be living a life filled with insights.

1. Issues: Issues you want to solve and opportunities to create them
2. Insight
   1. [Surface] Refers to preconceived concepts that someone has created, current situations that they have accepted, pretenses, assumptions, casual behaviors, suspicious behaviors, and common sense.
   2. [Essential] New facts you found, future you should be, true feelings, unexpected facts, original reasons, unconventional and unconventional
3. Action: What you should do to consider the customer's actions.

Example: Lenore, fabric softener

1. Challenge: In the shrinking fabric softener market, customers are chosen as new brands.
2. Insight
   1. [Surface] Softeners compete for flexibility.
   2. [Essential] The need for flexibility has actually been met to some extent, and customers use wood to smell the clothes and want to keep the refreshing feeling right after detergent.
3. Action: A Lenore commercial that also prevents odors. We mainly push out environments where odors are bothering us, such as elevators, and send out commercials.