Developing a Visceral Market Learning Capability for New Product Development

Abstract

As customer needs become more sophisticated, often requiring new elements of psychological satisfaction, this poses the question of how innovation practices can be developed from the rational and mechanistic to take more account of the psychological, social and cultural needs of customers that are captured within successful products. This paper discusses the concept of visceralisation - the ‘gut feel’ and instinct associated with the tacit dimensions of managerial intuition - and develops a model of a visceral market learning capability. This concept draws on related ideas of design thinking and design attitude to improve innovation outcomes. While visceralisation has been discussed from both the consumer and research perspective, little progress has been made in applying the concept for market research and new product innovation purposes. The research methodology utilises an interactive, collaborative approach involving practitioners to assist in the development of the model and an understanding of the visceralisation process. This is further informed by two case studies that support this emerging concept. This paper helps to characterise the concept of visceralisation, and the market and organisational learning mechanisms needed to develop visceral insight, and provides suggestions for market researchers and managers involved in new product development. While further development is required, the paper provides a framework, process and guidelines for the application of this technique in different contexts.