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1 9 01 A v e n u e o f t h e S t a r s, S u i t e 2 0 0 • L o s A n g e l e s , C A 9 0 0 6 7

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J E Y A S S O C I A T E S

B R A N D I N G • I M A G E • C O R P O R A T E I D E N T I T Y

High Energy Market ing & Public Relat ions

Greetings!

It is my pleasure to introduce you to Anthony Ulwick.

Mr. Ulwick (author of the best-selling book What Customers Want) and founder of Strategyn, isrecognized as a top thought leader and research specialist in business strategy and in the field of innovation. He has published dozens of whitepapers and articles on innovation processes and market research, including the landmark Har-vard Business Review articles “Turn Customer Input into Innovation,” and “The Customer-Centered Innovation Map,” as well as the Sloan Management Review article, “Giving Customers a Fair Hearing.”

Outcome-Driven Innovation®, for which Mr. Ulwick is most widely known, was declared the new DFSS Standard for Innovation by Richard E. Zultner, a recipient of the International Akao Prize for QFD, one of two QFD red belts in North America, and a director with the QFD Institute.

Additionally, Tony’s methods have been adopted by leading global organizations, been voted one of the best business ideas by Harvard Business Review and acknowledged by thought leader Clayton Christensen in his bestselling work The Innovator’s Solution.

"[Tony’s] outcome-driven programs bring discipline and predictability to the often random process of innovation."

Clayton Christensen, Harvard Business School

Mr. Ulwick recently unveiled compelling details from a one-year study (qualitative proprietary research) on market growth strategies and innovation methods. His public presentations, generally entitled “You Think You Know What Your Customer Needs? Think Again,” “Achieving Organic Growth Through Innovation,” “Beyond Core Platform Growth,” and “Kill Bad Innovation Theory,” have become key topics discussed by those responsible for implementing full-scale programs for innovation, new product development or market growth strategies, both in the board room and by the water cooler.

You can learn more about Tony by visiting www.tonyulwick.com.

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LJ DavisPrincipal



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v i a o u r i n t e r a c t i v e m e d i a d i v i s i o n : A W e b S t u d i o

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W i t h S a t e l l i t e o f f i c e s i n C a l i f o r n i a , Te x a s a n d U t a h

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Greetings!


Mr. Ulwick (author of the best-selling book What Customers Want) and founder of Strategyn, is recognized as a top thought leader and research specialist in business strat-egy and in the field of innovation. He has published dozens of whitepapers and articles on innovation processes and market research, including the landmark Harvard Business Review articles “Turn Customer Input into Innovation,” and “The Customer-Centered Innovation Map,” as well as the Sloan Management Review article, “Giving Customers a Fair Hearing.”

Outcome-Driven Innovation®, for which Mr. Ulwick is most widely known, was de-clared the new DFSS Standard for Innovation by Richard E. Zultner, a recipient of the International Akao Prize for QFD, one of two QFD red belts in North America, and a director with the QFD Institute.


“[Tony’s] outcome-driven programs bring discipline and predictability to the often random process of innovation.” Clayton Christensen, Harvard Business School

Mr. Ulwick recently unveiled compelling details from a one-year study (qualitative proprietary research) on market growth strategies and innovation methods. His public presentations, generally entitled “How to Stimulate Recovery Through Innovation,” “You Think You Know What Your Customer Needs? Think Again,” “Leveraging Innovation for Long Term Success,” “A New Way to Look at Growth Strategy,” and “Kill Bad Innovation Theory,” have become key topics discussed both in the board room and by the water cooler. Marketing professionals, those responsible for implementing full-scale programs for innovation, and new product development profes-sionals alike find his presentations intriguing and informative, motivating them to put the theories into practice.


Many thanks,

LJ DavisPrincipal



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EXPERT DISCUSSION POINTS

Tony Ulwick is a published expert on INNOVATION, BUSINESS STRAT-

EGY, and the author of the best-selling book, “What Customers Want.” He is available to contribute expert perspective on a variety of points, including but not limited to the following:

• HOW INNOVATION CAN HELP THE CURRENT ECONOMY

• UNDERSTANDING “OUTCOME-DRIVEN INNNOVATION® ”

• THE BENEFITS OF OUTCOME-DRIVEN INNNOVATION® vs.TRADITIONAL INNOVATION METHODS

• DEFINING CUSTOMER NEEDS

• NEW PRODUCT DEVELOPMENT AS IT PERTAINS TO INNOVATION

& MARKET GROWTH

• MARKET GROWTH STRATEGIES

To book Tony Ulwick for an interview for your publication, an on-set appearance

on your program, a satellite interview, or a radio call-in, please contact Lisa Jey

Davis, at [email protected], 310-551-2961, or by cell 310-384-0325.



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Anthony Ulwick

CONTACT:LJ DAVIS

JEY ASSOCIATES310.551.2961






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Greetings!









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LJ DavisPrincipal



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ANTHONY ULWICKInnovation Thought Leader

“The innovation process cannot be mastered until it has been defined.”

Anthony Ulwick is a thought leader, author, and a long-time practitioner in the field of innovation. Over the past 20 years, he has invented, patented, and perfected a powerful approach to innovation called Outcome-Driven Innovation.® His methodology has been adopted as a best practice by dozens of the world’s leading firms, including Microsoft Corpora-tion, Johnson & Johnson, Kimberly-Clark, Colgate-Palmolive, and others.

Mr. Ulwick has published dozens of articles on strategy and innovation including the Harvard Business Review articles “Turn Customer Input into Innovation” and “The Customer-Centered Innovation Map,” as well as the Sloan Management Review article “Giving Customers a Fair Hearing.” He is also the author of the best-selling book What Customers Want.In addition, Mr. Ulwick is the founder of a number of innovation-related companies, including Strategyn (an innovation management consultancy), the Strategyn Institute (an education and training company), Strategyn Ventures (a disruptive venture capital firm), and Strategyn Enter-prise Solutions (an innovation management software company), all of which utilize and lever-age his powerful innovation process.

Mr. Ulwick envisions companies turning innovation into a proactive, continuous business pro-cess. Most recently, he has created a comprehensive, corporate program for innovation that is intended for companies that want to build a core competency in innovation. This program utilizes all of Strategyn’s assets to help companies adopt, internalize, and institutionalize Mr. Ulwick’s revolutionary approach to innovation. It is being implemented in companies such as Ingersoll Rand and Hospira.

Earlier in his career, Mr. Ulwick worked in IBM's PC division for 10 years. He has a bachelor's degree in mechanical engineering and a master’s degree in business administration. He lives in Aspen, Colorado.

He can be contacted at [email protected].




ANTHONY ULWICKInnovation Thought Leader

“The innovation process cannot be mastered until it has been defined.”

Anthony Ulwick is a thought leader, author, and a long-time practitioner in the field of innovation. Over the past 20 years, he has invented, patented, and perfected a powerful ap-proach to innovation called Outcome-Driven Innovation.® His methodology has been adopted as a best practice by dozens of the world’s leading firms, including Microsoft Corporation, Johnson & Johnson, Kimberly-Clark, Colgate-Palmolive, and others.

Mr. Ulwick has published dozens of articles on strategy and innovation including the Harvard Business Review articles “Turn Customer Input into Innovation” and “The Customer-Centered Innovation Map,” as well as the Sloan Management Review article “Giving Customers a Fair Hearing.” He is also the author of the best-selling book What Customers Want.

In addition, Mr. Ulwick is the founder of a number of innovation-related companies, includ-ing Strategyn (an innovation management consultancy), the Strategyn Institute (an education and training company), Strategyn Ventures (a disruptive venture capital firm), and Strategyn Enterprise Solutions (an innovation management software company), all of which utilize and leverage his powerful innovation process.

Mr. Ulwick envisions companies turning innovation into a proactive, continuous business pro-cess. Most recently, he has created a comprehensive, corporate program for innovation that is intended for companies that want to build a core competency in innovation. This program utilizes all of Strategyn’s assets to help companies adopt, internalize, and institutionalize Mr. Ulwick’s revolutionary approach to innovation. It is being implemented in companies such as Ingersoll Rand and Hospira.

Earlier in his career, Mr. Ulwick worked in IBM’s PC division for 10 years. He has a bach-elor’s degree in mechanical engineering and a master’s degree in business administration. He lives in Aspen, Colorado. He can be contacted at [email protected].



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LJ DavisPrincipal



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LJ DavisPrincipal

What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and

Services by Anthony Ulwick



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Harvard Business Review:The Customer-Centered Innovation Map

Sloan Management Review:Giving Customers a Fair Hearing



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For information regarding Publishing, Editorial or Speaking Engagements contact LJ DavisJey Associates • [email protected]

www.tonyulwick.com • www.strategyn.com • www.strategyninstitute.com

ARTICLES BY TONY ULWICK PUBLISHED BY

HARVARD BUSINESS SCHOOL PUBLISHING & MIT SLOAN MANAGEMENT REVIEW

These articles, available for purchase through Harvard Business School Publishing, and Sloan Man-agement Review provide a concise look at some of the ideas and theories that support the Outcome- Driven Innovation® philosophy.

You can find direct links to these by visiting www.tonyulwick.com and clicking on “Publications”.

The Customer-Centered Innovation Map Anthony W. Ulwick, Lance Bettencourt. Harvard Business Review, May, 2008

We all know that people "hire" products and services to get a job done. Surgeons hire scalpels to dissect soft tissue. Janitors hire soap dispensers and paper towels to remove grime from their hands. To find ways to innovate, it's critical to deconstruct the job the customer is trying to get done from beginning to end, to gain a complete view of all the points at which a customer might desire more help from a product or service. A methodology called job mapping helps companies analyze the biggest drawbacks of the products and services customers currently use and discover opportunities for inno-vation. It involves breaking down the task the customer wants to accomplish into the eight universal steps of a job: (1) defining the objectives, (2) locating the necessary inputs, (3) preparing the physical environment, (4) confirming that everything is ready, (5) executing the task, (6) monitoring its progress, (7) making modifications as necessary, and (8) concluding the job. Job mapping differs substantively from process mapping in that the goal is to identify what customers are trying to get done at every step, not what they are doing currently. For example, when an anesthesiologist checks a monitor during a surgical procedure, the action taken is just a means to the end. Detecting a change in patient vital signs is the job the doctor is trying to get done. Within each of the discrete steps lie multiple oppor-tunities for making the job simpler, easier, or faster. By mapping out every step of the job and locating those opportunities, companies can discover new ways to differentiate their offerings.

Giving Customers a Fair HearingAnthony W. Ulwick, Lance Bettencourt, Sloan Management Review, April, 2008

Eager to grow through innovation, companies are looking to customers to guide them toward unmet needs. But these entities often end up with vague, unusable — or even misleading — customer input. Why? Ulwick and Bettencourt say that companies often think that customers do not know, or cannot effectively communicate, their actual needs and requirements. The truth is that customers know, and can communicate their needs perfectly well. The problem is that companies do not know what a “need” is or how to listen to customers. In this article, the authors – after gathering 10,000 introduce a set of timeless standards that define the purpose, structure, content, and format of a customer need statement, transforming the art of requirements gathering, and hence innovation, into a rules-based discipline.

Turn Customer Input Into InnovationAnthony W. Ulwick, Harvard Business Review, January 2002

Using Cordis Corp. as an example, this article describes a series of effective steps for capturing, ana-lyzing, and utilizing customer input.

REVOLUTIONIZINGI N N O V A T I O N

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ARTICLES BY TONY ULWICK PUBLISHED BY HARVARD BUSINESS SCHOOL PUBLISHING & MIT SLOAN MANAGEMENT REVIEW

These articles, available for purchase through Harvard Business School Publishing, and Sloan Management Review provide a concise look at some of the ideas and theories that support the Outcome-Driven Innovation® philosophy.


The Customer-Centered Innovation Map

Anthony W. Ulwick, Lance Bettencourt. Harvard Business Review, May, 2008

We all know that people “hire” products and services to get a job done. Surgeons hire scal-pels to dissect soft tissue. Janitors hire soap dispensers and paper towels to remove grime from their hands. To find ways to innovate, it’s critical to deconstruct the job the customer is trying to get done from beginning to end, to gain a complete view of all the points at which a customer might desire more help from a product or service. A methodology called job mapping helps companies analyze the biggest drawbacks of the products and services customers currently use and discover opportunities for innovation. It involves breaking down the task the customer wants to accomplish into the eight universal steps of a job: (1) defining the objectives, (2) locating the necessary inputs, (3) preparing the physical envi-ronment, (4) confirming that everything is ready, (5) executing the task, (6) monitoring its progress, (7) making modifications as necessary, and (8) concluding the job. Job mapping differs substantively from process mapping in that the goal is to identify what customers are trying to get done at every step, not what they are doing currently. For example, when an anesthesiologist checks a monitor during a surgical procedure, the action taken is just a means to the end. Detecting a change in patient vital signs is the job the doctor is trying to get done. Within each of the discrete steps lie multiple opportunities for making the job simpler, easier, or faster. By mapping out every step of the job and locating those opportu-nities, companies can discover new ways to differentiate their offerings.

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Giving Customers a Fair Hearing

Anthony W. Ulwick, Lance Bettencourt, Sloan Management Review, April, 2008

Eager to grow through innovation, companies are looking to customers to guide them to-ward unmet needs. But these entities often end up with vague, unusable — or even mislead-ing — customer input. Why? Ulwick and Bettencourt say that companies often think that customers do not know, or cannot effectively communicate, their actual needs and require-ments. The truth is that customers know, and can communicate their needs perfectly well. The problem is that companies do not know what a “need” is or how to listen to customers. In this article, the authors – after gathering 10,000 introduce a set of timeless standards that define the purpose, structure, content, and format of a customer need statement, transform-ing the art of requirements gathering, and hence innovation, into a rules-based discipline.

Turn Customer Input Into Innovation

Anthony W. Ulwick, Harvard Business Review, January 2002

Using Cordis Corp. as an example, this article describes a series of effective steps for cap-turing, analyzing, and utilizing customer input.

WHITEPAPERS BY TONY ULWICK

Many of the white papers listed here offer insight into some of Tony Ulwick’s latest pro-prietary research, while others provide more detail on a specific topic or present outcome-driven theory from a unique perspective.

A New Perspective on VOC

Anthony W. Ulwick, Lance Bettencourt In response to a public critique of its methodology by a competitor, Tony Ulwick and Lance Bettencourt have authored A New Perspective on VOC, an article which highlights the business advantages of Strategyn’s innovation methodology and the strategic and tactical differences between it and the failed voice-of-the-customer (VOC) practices of the past.

The Language of Innovation – Anthony W. Ulwick

When building a competency in innovation, a company must adopt the best innovation process and the language that supports it. This primer introduces the terms needed to de-scribe and discuss Outcome-Driven Innovation® - a powerful and proven methodology that transforms innovation into a structured business process.

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Fill the Pipeline with Breakthrough Products – Anthony W. Ulwick, Sandy Bates

Many companies find it hard to generate enough high-value ideas for their new product de-velopment process. Fortunately, a unique method for generating and filtering ideas makes it possible for companies to dramatically boost their product development success rate– and to deliver products their customers want.

What is Outcome-Driven Innovation®? – Anthony W. Ulwick

With new theory, frameworks and practices, innovation has been transformed from an un-structured, hitormiss process into a predictable, rules-based discipline. Profound yet practi-cal, the outcome-driven innovation methodology shatters outdated thinking and is setting a new global standard for innovation.

Retiring the House of Quality – Anthony W. Ulwick, Richard E. Zultner, and Richard Norman

With the advent of outcome-driven thinking and modern QFD methods, innovation and product development have been transformed. It is time to retire obsolete tools and adopt new Design for Six Sigma practices for the execution of these critical business processes. This landmark article, written by the leaders of Outcome-Driven Innovation® and QFD practices, redirects the future of innovation.

The Strategic Role of Customer Requirements in Innovation – Anthony W. Ulwick

This article describes the pitfalls of following a traditional customer-driven philosophy and explains how outcome-driven thinking enables companies to transform the way they execute product and market strategy. This primer is a must-read for those who want to un-derstand the nuances and benefits of Outcome-Driven Innovation®.

Outcome-Driven Segmentation – Anthony W. Ulwick

When it comes to innovation, targeting demographic and psychographic-based segments directs resources at phantom groups of customers, burdening the innovation process with inefficiency. Learn how job-based and outcome-based segmentation eliminates those short-comings and uncovers new opportunities for growth.



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FOR IMMEDIATE RELEASE

Strategyn’s Latest Groundbreaking Innovation Methodology Is Published in the Harvard Business Review

“The Customer-Centered Innovation Map,” by Strategyn senior consultant Dr. Lance Bet-tencourt andcompany founder Anthony Ulwick, introduces a visionary mapping system for analyzing the jobs customers want to get done in a way that reveals unique and valuable op-portunities for innovation.

(Aspen, CO) April 29, 2008 – Strategyn announced today that an article on its groundbreaking jobmapping innovation methodology will be published in the May 2008 issue of the Harvard Business Review. Drawing on the principle that customers buy products and services to help get jobs done, “The Customer-Centered Innovation Map” explains how product and service developers can create value for their customers by uniquely dissecting the job the customer is trying to get done in a way that reveals hidden opportunities for innovation.

Over a 10-year period, Bettencourt and Ulwick mapped customer jobs in professional and customer services, durable and consumable goods, chemicals, software, and many other in-dustries. “By deconstructing a job from beginning to end, a company gains a complete view of all the points at which a customer might desire more help from a product or service – namely, at each step in the job,” says Dr. Lance Bettencourt.

“Those individual steps form a job map,” says Anthony Ulwick, “and with a job map in hand, a company can analyze the biggest drawbacks of the products and services customers cur-rently use. Job mapping also provides companies with a comprehensive framework to identify the metrics customers themselves use to measure success in executing a task.”

By mapping out every step of the job the customer is trying to get done and locating op-portunities for innovative solutions, companies can discover new ways to differentiate their offerings. Learn more about Bettencourt and Ulwick’s revolutionary job-mapping method in the May issue of the Harvard Business Review. The article can also be purchased through the Strategyn website at www.strategyn.com/publications/articles.asp.

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About Anthony Ulwick

Founder and CEO of Strategyn, Anthony Ulwick is the author of the best-selling book What Customers Want and has also published dozens of articles on innovation management and market research, including the landmark Harvard Business Review article “Turn Customer In-put into Innovation.” Ulwick’s1,2 methods have been adopted by many companies, including Microsoft, AIG, Robert Bosch Tool Corporation, Johnson & Johnson, Kimberly-Clark, HP, Motorola, Syngenta, Chiquita Brands, and others. He holds several patents on his unique ap-proach to innovation and strategy formulation. He can be reached at [email protected].

About Strategyn, Inc.

Strategyn is a pioneer and leader in Outcome-Driven Innovation®, a revolutionary approach to innovation management that enables companies to unlock hidden opportunities, reveal high-growth emerging markets, create breakthrough products and services, and streamline business processes. Strategyn offers turnkey innovation management programs to companies throughout the world. The programs include education, tools and mentoring, and support – everything a company needs to build competency in innovation.

Strategyn’s thinking has been adopted by premier organizations such as Microsoft, was voted one of the best business ideas by Harvard Business Review, and is cited by thought leader and Harvard Business School professor Clayton Christensen in his book The Innovator’s Solu-tion. In addition, it has supplanted QFD, VOC, and other programs in many firms as a best practice and new standard for innovation. For more information, visit www.strategyn.com or call 866-729-8400.

About Lance Bettencourt

Lance Bettencourt2, who earned a doctorate in marketing from Arizona State University, is an expert in marketing strategy, research design and analysis, and service quality improve-ment. Dr. Bettencourt has helped companies such as Microsoft, Hewlett-Packard Develop-ment Company (HP), State Farm Group, Kimberly-Clark Health Care, Advanced Medical Optics (AMO), and Johnson & Johnson’s Ethicon Endo-Surgery division apply Strategyn’s outcome-driven innovation principles to the development of market, product, service, and po-

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sitioning strategies. Prior to joining Strategyn, Dr. Bettencourt was a professor of marketing at Indiana University and Arizona State University. †Dr. Bettencourt has published several academic and managerial articles on what it takes to be a marketoriented company.

¹Anthony Ulwick details customer metrics in the article “Turn Customer Input into Innova-tion,” published in the January 2002 issue of the Harvard Business Review.

2Anthony Ulwick and Dr. Lance Bettencourt detail customer needs in the article “Giving Customers a Fair Hearing,” published in the Spring 2008 issue of the Sloan Management Review.

Press Contact: Lisa Jey Davis, Jey Associates Marketing & PR, CELL: 310-384-0325



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FOR IMMEDIATE RELEASE:

Answers to a Top Innovation Problem Revealed in Sloan Management Review

A new article by innovation thought leader Tony Ulwick presents a groundbreaking dis-covery in the field of product and service innovation that renders traditional voice-of-the-customer research obsolete and dramatically advances the innovation process.

(Aspen, CO) April 10, 2008 – Strategyn announces the publication of “Giving Customers a Fair Hearing,” written by Strategyn founder Anthony Ulwick and senior consultant Dr. Lance Bettencourt, in the spring issue of the Sloan Management Review. The article intro-duces a set of timeless standards that define the purpose, structure, content, and format of a customer need statement, thereby transforming the art of requirements gathering – and ultimately innovation – into what the authors describe as a “a lean, linear, and predictable discipline.

In the course of their research, Ulwick and Bettencourt discovered that almost no compa-nies are able to agree on what a customer need is. “This is disturbing,” says Ulwick, “since company growth is dependent on satisfying customer needs.” Ulwick and Bettencourt’s findings are based on analysis of more than 10,000 customer need statements collected for products and services in dozens of industries. “We discovered that by focusing on the job the customer is trying to get done, we could overcome the challenges associated with tradi-tional voice-of-the-customer research,” says Bettencourt. “Companies need to know how customers measure value before they can create it – and we have cracked the code.”

“In years of studying the innovation process, I have found that companies make the mistake of thinking that customers do not know, or cannot effectively articulate, their ac-tual needs and requirements. This is just not true – they can,” says Ulwick. “The problem is that until now, companies have not known how to define ‘need’ or how to listen to cus-tomers.”

“Giving Customers a Fair Hearing” is available for purchase at: www.strategyn.com/pub-lications/articles.asp and at Sloan Management Review (http://sloanreview.mit.edu/smr/issue/2008/spring/14/).

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About Anthony Ulwick

Founder and CEO of Strategyn, Anthony Ulwick is the author of the best-selling book What Customers Want and has also published dozens of articles on innovation management and market research, including the landmark Harvard Business Review article “Turn Customer In-put into Innovation.” Ulwick’s1,2 methods have been adopted by many companies, including Microsoft, AIG, Robert Bosch Tool Corporation, Johnson & Johnson, Kimberly-Clark, HP, Motorola, Syngenta, Chiquita Brands, and others. He holds several patents on his unique ap-proach to innovation and strategy formulation. He can be reached at [email protected].

About Strategyn, Inc.

Strategyn is a pioneer and leader in Outcome-Driven Innovation®, a revolutionary approach to innovation management that enables companies to unlock hidden opportunities, reveal high-growth emerging markets, create breakthrough products and services, and streamline business processes. Strategyn offers turnkey innovation management programs to companies throughout the world. The programs include education, tools and mentoring, and support – everything a company needs to build competency in innovation.

Strategyn’s thinking has been adopted by premier organizations such as Microsoft, was voted one of the best business ideas by Harvard Business Review, and is cited by thought leader and Harvard Business School professor Clayton Christensen in his book The Innovator’s Solution. In addition, it has supplanted QFD, VOC, and other programs in many firms as a best practice and new standard for innovation. For more information, visit www.strategyn.com or call 866-729-8400.

About Lance Bettencourt

Lance Bettencourt2, who earned a doctorate in marketing from Arizona State University, is an expert in marketing strategy, research design and analysis, and service quality improve-ment. Dr. Bettencourt has helped companies such as Microsoft, Hewlett-Packard Develop-ment Company (HP), State Farm Group, Kimberly-Clark Health Care, Advanced Medical Optics (AMO), and Johnson & Johnson’s Ethicon Endo-Surgery division apply Strategyn’s outcome-driven innovation principles to the development of market, product, service, and po-

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sitioning strategies. Prior to joining Strategyn, Dr. Bettencourt was a professor of marketing at Indiana University and Arizona State University. †Dr. Bettencourt has published several academic and managerial articles on what it takes to be a marketoriented company.

¹Anthony Ulwick details customer metrics in the article “Turn Customer Input into Innova-tion,” published in the January 2002 issue of the Harvard Business Review.

2Anthony Ulwick and Dr. Lance Bettencourt detail customer needs in the article “Giving Customers a Fair Hearing,” published in the Spring 2008 issue of the Sloan Management Review.

Press Contact: Lisa Jey Davis, Jey Associates Marketing & PR, CELL: 310-384-0325

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