Creating a Culture Focused on Hidden Needs

For organizations that always strive to be at the leading edge, the decision to adopt new techniques for market research and to focus on hidden needs will be an easy one. However, in many organizations, there can be significant barriers to the adoption of a philosophy of hidden needs. Sometimes the senior management team is unaware of the powerful new techniques for understanding customers. Sometimes it is R&D departments, with little knowledge of the social sciences, that are skeptical. However, it is often marketing departments that present the greatest opposition. Some marketers feel they are the guardians of their company’s knowledge on customers’ needs and are reluctant to admit that they need to learn new approaches, as this admission might be perceived as a sign of weakness. In fact, recognizing that more insightful customer data need to be generated using enhanced techniques is a sign of strength but one that only top marketing departments exhibit. In addition to marketing opposition, there are a number of reasons why it can be challenging for organizations to focus on hidden needs and so this chapter: Starts with a detailed case study on a business unit of the German company Bosch, and how it made the decision to introduce new methods for market research. Comments on the Bosch case study, and the issues it raises. Identifies the barriers that companies face in moving toward a philosophy of hidden needs. Summarizes the key steps required to create a culture that is focused on hidden needs and which develops breakthrough products and services.