It is quite rare that we encounter with a real innovation, but when we experience, we become nervous, the author says. The basic reaction from ourselves on an innovation is ‘frustration’ that we put it away and argue that it's not easy to run. This reaction ultimately required the designers and decision makers similarly that to make the innovative product feel familiar as much as innovative it is. He divides the product categories along a bi-polar line of a side with familiarity and other with novelty, and argues that the product who makes the biggest splash not always mark the success, but the one that succeeds to improve familiar cues with new advantages in the product.
Related Case Solutions & Analyses:
Busang: River of Gold (B)
Bayer AG (B)
Autoliv QB: Proposed Joint Venture
McDonalds Corp.
Kaiser Steel Corp.–1987
Star Cablevision Group (C): Responding to a Credit Market Contraction
Royal Automobile Club Rescue Services Division: Transformation Through Technology
ChemBright Inc.
Panera Bread Company
Fertility Rate In South Korea
