Three Perspectives for Cultivating "Spontaneous Ideas" ~ My Product Development Consulting Method (Part 2) ~

Is it because I'm on the downhill slope of life? I'm perfectly fine with the heat cranking up as summer approaches, but once we've passed the peak and it starts gradually cooling down, I get inexplicably lonely. Though not immediately apparent to the eye, the sight of saury lining the fishmonger's counter signals autumn's approach. Ah, this year too is nearly over.

Now, continuing from last time, I'm discussing the steps I take when consulting on product development. The underlying principle, or rather the way of thinking, is "circular thinking." The actual steps (roughly) proceed as follows: "Articulating the current state → Brainstorming → Organizing using the cross-frame method → Developing concrete measures → Refining." Since I've already covered "brainstorming," where we exhaustively consider every possible option, this time we'll start from the next step.

Organizing with the Cross Frame

Brainstorming generates numerous intuitions like "Wouldn't this work well?" The goal of this stage is to identify the concepts that will truly function. This evaluation is conducted from three main perspectives: Will this genuinely move the target audience? Can unique concrete measures be developed from this? And, will this truly realize the vision?

First, to verify "Will it really move the target audience?", we repeatedly ask three questions together with the clients: "Does the target audience seem likely to buy this?", "Why?", and "What else might they stop buying if they buy this?".

For example, suppose someone has the idea: "I want to sell pound cake made with sake to men who aren't fond of sweets." If you ask the proposer, "Do you think it will sell?" most will answer "Yes." If you ask "Why?" the response is often "Because many men like alcohol." While the person is likely being perfectly serious, honestly, this is full of holes. You end up asking mean questions like, "Wouldn't sake lovers want sake, not cake?"
When developing concepts, we tend to unconsciously create imaginary targets based on our own convenience. But I want to think purely from the customer's perspective. "If they buy this, what else might they stop buying?" is another key question. Asking this helps us envision the act of "consumption" in a more vivid, real-world way.

Next, "Can this actually lead to unique, concrete solutions?" is another crucial perspective for refining concepts. Recall the searchlight diagram representing innovation: new concepts create "new facts" that overturn existing conventions. If it doesn't generate new concrete solutions, that idea is likely just a "fake concept." We rigorously examine it rationally (building prototypes as needed) to see if it seems likely to materialize into something different from before, without requiring massive production line shifts or large-scale business negotiations.

The final perspective concerns the relationship with "vision." Vision refers to "fundamental values and purpose that transcend mere profit-making." We verify whether the concept genuinely contributes to realizing this vision.
Put another way, this is the discussion of "Is this an initiative that feels true to the company?" If it's based solely on "It can be made relatively easily with existing technology" or "It seems profitable," the target audience will see through its superficiality.

Once a "brainstorm" is organized through this cross-frame, it upgrades to a "concept." We then proceed to actual product development guided by this perspective. Since projects primarily driven internally suddenly expand externally, having all members share the term "concept" becomes a powerful weapon.

Brush Up

Advertising campaigns (with exceptions, of course) are generally top-heavy, prioritizing the launch. In contrast, product development is an ongoing, continuous process—a marathon. When the advertising industry, often described as quick to heat up and cool down, gets involved in product development, it must firmly grasp that it's not "launch and done."
In reality, it's after a product launches that countless challenges emerge—in manufacturing, sales, the product itself, and more. We see these as opportunities and tackle them thoroughly.

That's the common flow I've observed in the field. It's not as universal as "circular thinking," but it's the real deal. I hope it offers some insight.
Still, how incredibly difficult it is to communicate things to others! Embracing both the reward and the stress, the long autumn nights continue, making me grow fatter.

Please, help yourself!