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1、whatcustomerscan'ttellyoumightbejustwhatyouneedtodevelopsuccessfulnewproducts.SPARKINNOVATIONTHROUGHEMPATHICDESIGNBYDOROTHYLEONARDANDJEFFREYF.RAYPORT102ARTWORKBYBILLMAYERALMOSTEVERYCOMPANYCOMPETEStosomedegreeonthebasisofcontinualJxinnovation.Andtobecommerci
2、allysuccessful,newproductandserviceideasmust,ofcourse,meetareal-orperceived-customerneed.Hencethecurrentmanagerialmantras:"Getclosetothecustomer"and"Listentothevoiceofthecustomer."Theproblemis,customers'abilitytoguidethedevelopmentofnewproductsandservicesis
3、limitedbytheirexperienceandtheirabilitytoimag-ineanddescribepossibleinnovations.Howcancompaniesidentifyneedsthatcustomersthemselvesmaynotrecognize?Howcandesignersdevelopwaystomeetthoseneeds,ifeveninthecourseofextensivemarketresearch,customersnevermentionthe
4、irdesiresbecausetheyassumethosedesirescan'thefulfilled?Asetoftechniqueswecallempathicdesigncanhelpresolvethosedilemmas.Atitsfoundationisobservation-watchingconsumersuseproductsorservices.Butunlikeinfocusgroups,usabilitylaboratories,andothercontextsoftraditi
5、on-almarketresearch,suchobservationisconductedinthecustomer'sownenviron-ment-inthecourseofnormal,everydayroutines.Insuchacontext,researcherscangainaccesstoahostofinformationthatisnotaccessiblethroughotherobservation-orientedresearchmethods.HARVARDBUSINESSRE
6、VIEWNovember-December1997SPARKINNOVATIONTHROUGHEMPATHICDESIGNThetechniquesofempathicdesign-gathering,ears.Customerscanguideanautoormotorcycleanalyzing,andapplyinginformationgleanedfrommanufacturerinmakingevenminuteadjustmentsobservationinthefield-arefamilia
7、rtotopengi-initsofferingbecausetheyarcfamiliarwiththeneering/designcompaniesandtoafewforward-productsandhavedevelopedovertimeafinelythinkingmanufacturers,buttheyarenotcommonhonedsetofdesiresandperceivedneeds.Infact,thepractice.Noraretheytaughtinmarketingcou
8、rses,drivingexperienceissodeeplyingrainedthattheybeingmoreakintoanthropologythanmarketingcanre-createmostoftheneedstheyencounterwhileontheroadevenwhentheyarenotactuallyinthedriver'sseat.Sometimes,custo
