Consumer Destinations


consumer destinations
Uncovering unarticulated consumer needs and emotions by in-depth consumer research.  Using highly creative, articulate consumers and metaphor projection-based techniques with cutting edge diary tools.

How Do Consumer Destinations Enable Innovation?

Teams usually have a bank of consumer insights, but sometimes they lack emotion or originality and often they sit in the background since it isn’t obvious what to do with them.

Years of experience has guided us to develop a tool we call Consumer Destinations. The name embodies an ideal journey and experience that you’d like to take your target consumer on to form a close relationship with your product, service or brand. The tool unearths and captures all your consumer insights in an action ready framework so they can easily be translated into a winning product design specification or piece of communication. Each Destinations model is like a compendium that vividly paints a picture of your target consumer and how to improve his/her life. Often a target consumer has multiple Destinations within a category, depending on their holistic needs at different times. These are visually depicted to help navigate the model.

It all starts with in-depth ethnographic style research amongst target consumers. Online diaries and in-home visits observe their behaviours and metaphor elicitation projection techniques use imagery and other sensory stimulus to unearth their deepest functional and emotional needs, the motivations for these and gold standards. Understanding current as well as ideal needs identifies the jobs to be done and enables the design of innovation that will fuel businesses into the future rather than doing more of the same.

Consumer Destinations Innovation

When Is The Right Time To Develop A Destinations Model?

Destinations is a very flexible tool and can be effective throughout the innovation cycle. Here are 4 examples of how teams have generated breakthrough results using the Destinations tool:

1) NBD project to identify biggest opportunities and define ideal needs to set early direction for product and concept development programmes.

2) New category segmentation model to help profile segments then translate big opportunities into brand portfolio and innovation strategies.

3) Newly developed product –  needed to determine how close to ideal it was, how to optimise technology and exploit commercially.

4) Stagnating established business to identify future opportunities to exploit in-market technology and develop new products and communication.