Customer Experience (CX) starts with conceptual design

More than 90% flops with new product and service launches speak for themselves. Something must have gone wrong somewhere. And - the fact that this high flop rate exists shows that most companies only realize after the market launch that they either created the wrong concept or made mistakes during implementation.

The result is always the same: a lot of time lost and a lot of money wasted. Probably this could have been saved if a few things had been taken into account.

One thing, for example, is that customer experience already starts with the idea generation - at the latest with the concept. There are certainly ways to involve future customers at a very early stage and ask them for their opinion. However, it is important to avoid leaving the creation of innovations to the consumers - the responsible management must take on these tasks themselves.

Involve the clientele at an early stage

But - you can ask your future customers for feedback as early as the concept phase to see whether the innovations you have in mind have what it takes to be accepted on the market. Better than the competition. Cheaper than the competition. More needs-oriented than the competition. Or, ideally, all of the above.

Criticizing and complaining - consumers are really good at that

It's really not nice when you have to find out from consumer feedback that everything is not as great as you thought it would be. Because instead of going into raptures over the new idea, consumers almost always do what they do best: They complain and criticize the idea. This is not what management wants to hear. But it is the best stirrup for optimization. You should take a very close look at these objections, analyze the extent to which they are "justified" and then draw the right conclusions for further development.

Good concepts are the basis for successful innovations

This is a phase in which changes are still easily possible and not too much money has been spent - i.e. after a concept has been developed and found to be good internally. Once the concept has been completed, it makes sense to check it for comprehensibility, traceability and appeal to potential customers. After all, if consumers do not understand the concept, the innovation is already dead.

In recent years, I have often seen that concepts for innovations have not even been formulated in detail, but rather in half-sentences or even keywords. Not to mention that one's concept is checked by third parties - namely future customers - for comprehensibility and clarity.

It can't work like that, as the flop rate impressively shows. For concepts, it is essential and an indispensable mental exercise to write down one's ideas and their implementation for oneself, colleagues and ultimately also consumers in such a way that it is crystal clear what it is all about.

Lack of time and budget

The pressure that middle management in particular is under these days is immense. Of course, it then stands to reason to be as efficient as possible and to do without everything that is not necessary. However, this is where the 'rabbit in the hay' lies, as the saying goes. It is not about efficiency, but about effectiveness. Am I doing the right things? That must be the question. And not: How can I become (even) more efficient?

Solutions are available - you just have to want to find them.

They exist, the simple, fast and cost-effective solutions for better customer experience already in an early phase. At deeptrue, we have focused precisely on this consumer 'anytime' offering. We want to offer our clientele the possibility to get consumer feedback from a variety of tools quickly, cheaply and easily. How about giving our concept check a try? You can set up your project in 10 minutes and get feedback from 50 consumers on your idea or concept. After a few hours you will know if you are on the right track. Try it out and do an Idea Test.

paragraph