Innovation in Practice

The LAB: Innovating the GPS with Attribute Dependency (January 2012)

2012-01-23T03:00:00-05:00

GPS technology is great at getting you from Point A to Point B. What if you had a system that alerted you to risk of crime, weather, points of interest, and cost savings tips along the way? Microsoft seems headed this way in light of its newly-awarded patent that ties GPS location to useful information for pedestrians. Here is a description:

"As a pedestrian travels, various difficulties can be encountered, such as traveling through an unsafe neighborhood or being in an open area that is subject to harsh temperatures. A route can be developed for a person taking into account factors that specifically affect a pedestrian. Moreover, the route can alter as a situation of a user changes; for instance, if a user wants to add a stop along a route."

This is a classic example of the Attribute Dependency Technique, one of five in Systematic Inventive Thinking. It creates a correlation (dependency) between a person's location and the type of information that is sent to the device. Microsoft's new concept gathers data, analyzes the data and user requirements, then generates suggested routes. It considers the user's preferences such as avoiding neighborhoods that exceed a certain threshold of violent crime statistics. The system might direct you to "take the subway" rather than walk if bad weather looms. It even considers cost factors such as parking, extra traffic, and other situations that might make you vary your path.

For this month's LAB, let's see if we can extend Microsoft's concept by a systematic use of the Attribute Dependency Technique. Attribute Dependency differs from the other templates in that it uses attributes (variables) of the situation rather than components. Start with an attribute list, then construct a matrix of these, pairing each against the others. Each cell represents a potential dependency (or potential break in an existing dependency) that forms a Virtual Product. Using Function Follows Form, we work backwards and envision a potential benefit or problem that this hypothetical solution solves.

Here are new ideas in the same vein as the Microsoft patent using Attribute Dependency:

1. Type of Insurance vs. Route: The GPS unit recommends a travel route based on the type of insurance the person has. Perhaps the insurance company stores preferred routes based on risk of loss. Taking this further, perhaps the person using the GPS and complying with these recommended routes earns a "safe pedestrian" discount.

2. Health Status vs. Route: The GPS unit calculates a forecast of calories to be burned along a route. Depending on the person's health status and exercise habits, the unit makes recommendations based on difficulty and degree of exercise (light, medium, and hard exertion).

3. Social Status vs. Route: The GPS unit pulls in information from the person's social networks (Facebook, Twitter, LinkedIn, and so on) and makes route recommendations based on various factors. Such factors could include location of friends, recommended restaurants by friends, places of work, etc. Any information conveyed by a member of your social networks is integrated to your route of travel to give you richer context about it. A site called Dopplr is approaching this now.

4. Time of Day vs. Type of Output: When using Attribute Dependency, it is almost always a good idea to include "time" as an external variable. Many aspects of our lives are time-dependent, and the tool can yield valuable innovations to account for time. In this example, imagine the output of the GPS unit varies by time of day. Perhaps it switches between the LCD on the unit and other display options such as a smartphone or TV. Perhaps it tracks the users calendar and relays time of arrival via SMS text. The essence of this idea is to match the way information is delivered to the user in context of what else is happening.

The Innovation Tools Graduate Course

2012-01-16T03:00:00-05:00

I'm looking forward to teaching “Innovation Tools,” the graduate marketing course at the University of Cincinnati. The course teaches how to use Systematic Inventive Thinking, a method based on three ideas. First, most successful innovations over time followed one of five patterns, and these patterns are like the DNA of products that can be re-applied to innovate any product or service. Second, innovation happens when we start with a configuration (the “solution”) and work backwards to the “problem” that it solves. It turns out that humans are better at this than the traditional “problem-to-solution” approach to innovating. Finally, better innovation happens when we start within the world of the problem (the Closed World). Innovations that use elements of the problem or surrounding environment are more novel and surprising. We innovate “inside the box,” not outside.

Students learn not only how to innovate, but they also learn how to link it to marketing strategy. We teach the Big Picture marketing framework so that students know how to tie innovation and strategy and create an innovation roadmap.

We have 50 graduate students, mostly from our master of science of marketing program plus candidates from other colleges. Student teams are working on the following projects:

Retail Shelf Display: Two teams are working for a consumer packaged goods company to innovate new ways to display products in retail stores like Walmart and Target. Companies develop detailed "planograms" that try to optimize the amount of product and information packed into the assigned shelf space. These teams will create new-to-the-world ways to improve business results at the point-of-sale.
Pharmaceutical Sales: This team is innovating the selling process for a large pharmaceutical company. Companies deploy thousands of sales representatives worldwide to "detail" products at doctor's offices. The goal of this project is to find innovative ways to use this massive resource differently.
Publishing: Two teams team are trying to innovate how books are written, published and ultimately consumed by the end user. The publishing industry is going through dramatic change as digital publishing continues to grow. Ideas from this team will be reviewed by one of the largest publishing companies in the world.
Online Experience: This team is tackling how to innovate the online customer experience - what happens when people visit a website. Websites continue to evolve with familiar patterns and standards embedded in them, especially with activities such as search and navigation. Ideas from this team will attempt to break that mold and bring new value for the end user.
Logistics Packaging: This team has the challenging assignment of applying SIT to traditional logistics packaging systems - boxes, tape, packing material and so on. Most would consider this a commodity industry, so it is ripe for new, innovative products and services.
Industrial Tubing: This team is working for a client in the energy sector to create new products and services for high quality steel tubing. This industry (like most) has a lot of “fixedness," and I am expecting the team to develop completely new innovations in this space.

The output from each team is a “Dream Catalog,” a hypothetical portrayal of the best of the ideas in graphic form. This is a technique we teach so that students know how to bring innovations to life and align an organization to gain support.

As in past courses, the final exam is a complete and comprehensive demonstration of “innovating on demand.” Students are given a product that they do not know ahead of time. They have three hours to use each of the five SIT patterns correctly to create completely new-to-the-world innovations in that category. You can see the output of these final exams and the dream catalogs at our innovation wiki.

Redeploying Your Core Competencies

2012-01-09T03:00:00-05:00

Read this partial list of core competencies for a particular firm and try to guess what industry it is in:

Consumer insights: understanding what consumer want
Design: making things easy to use
Innovation: coming up with new ideas routinely
Systems integration: making things work together
Customer relationships: forming and maintaining customer loyalty

From this list alone, you could imagine this firm being part of virtually any industry. In fact, the firm with these core competencies would likely be the leader of that industry. Which company owns these skills?

In 2008, managers at Kodak cited these skills as their core competencies. Less than four years later, Kodak is on the verge of bankruptcy, ending the reign of a once proud and legendary 120 year old brand. It is now forced to sell its massive patent estate to raise operating cash.

What happened? Many will cite the familiar reasons: failure to innovate, slow to move into digital photography, poor execution of digital photography, and so on. These reasons are wrong. Kodak was a highly innovative firm. It invented digital photography long before it wiped out its paper film business. Kodak was a marketing powerhouse. It could execute promotional and brand campaigns with the best of them.

Kodak faded because it failed to unpack its core competencies and redeploy a subset of them into growing markets. When the Kodak managers listed their core competencies, the full list looked like this:

Consumer insights: understanding what consumer want
Design: making things easy to use
Innovation: coming up with new ideas routinely
Systems integration: making things work together
Customer relationships: forming and maintaining customer loyalty
Imaging science: color management, sharping, and calibration
Fluid management: delivering ink and chemicals on paper
Organic chemistry: deep knowledge of silver and its uses
Industry reputation: strong relationships with movie studios and cinematographers
Photography: "It's in our DNA."

With all of these skills, it is not hard to see why Kodak led the industry. But compare the last five skills with the first five. The last five are strictly photography oriented. Therein lies the seeds of its demise. Taken all together, these competencies create a strong mental framework that is hard to escape. "It's in our DNA!" was a direct quote from a Kodak manager. Because of this mindset, they could not step away from those core skills deeply rooted in its business model: using technology to create images that instill memories. Kodak fused its core competencies too tightly to its core business of photography.

Kodak is not the only company to get stuck in its own self image. Some other notable brands are teetering on the edge including Blackberry (RIM) and Netflix, both unable to re-position core skills to greener fields.

Kodak's best chance of survival is to take the first five competencies on the list and enter a growth industry. It must leave the memories of photography behind. Ironically, selling its patent estate to raise cash could be what Kodak needs to dissolve its photographic legacy and move on.

Master the Method: Innovation Suite 2012

2012-01-02T03:00:00-05:00

I invite you to join me at Innovation Suite 2012 in New York City February 27 to 29. Innovation Suite is a 3-day premium training course that teaches:

How to apply SIT innovation tools on your specific business issues
How to facilitate innovation sessions
How to develop an innovation culture in your business

My favorite part about this course: every participant gets a personal SIT facilitator to coach them before and after the course! Whether you are an experienced SIT practitioner or completely new to the SIT method, this course helps you develop critical new skills on your road to innovation mastery.

Innovation Suite is an intensive learning experience with other corporate practitioners from around the world. Here is what one of them said about it:

I am presenting on a range of innovation topics on Day Two including:

The Johnson & Johnson Experience: how we managed innovation teams using the SIT method over the last ten years
The I.D.E.A. Model: how to select and manage innovation consultants
The Innovation Coach: how to become an essential innovation resource within your company
Your Five Innovation Challenges: how to avoid being your own worst enemy

The LAB: Innovation for Couch Potatoes (December 2011)

2011-12-26T03:00:00-05:00

This month's LAB features a former student of mine, Ryan Rosensweig. Ryan is the first business-design hybrid from the University of Cincinnati’s College of Design, Architecture, Art, and Planning. He earned his master’s degree in design after completing his bachelor’s degree in marketing, sustainable urban engineering, and interdisciplinary design innovation. As the graduate assistant for Associate Dean Craig M. Vogel, of DAAP’s Center for Design Research and Innovation, Ryan researched educational models for interdisciplinary innovation, the interaction between design methodologies and business strategy.

Take a look at his portfolio here.

I had the pleasure of teaching Ryan how to use Systematic Inventive Thinking when he attended my Innovation Tools graduate course. The final exam required students to correctly apply all five techniques of S.I.T. to an item assigned to them randomly.

Let's look at Ryan's final exam - innovating a couch!

1. SUBTRACTION: Removing an essential component

Virtual Product: The frame of the hide-away couch is subtracted.
Concept: The hide-away mattress supported by the arm rests that swing down as the mattress is pulled out (see sketch).
Potential Benefits: Easier to convert to a bed for busy people on the go or people with disabilities.

2. MULTIPLICATION: Making a copy of a component but changing it in some way

Virtual Product: A couch with two sets of legs; the second set is located on the back of the couch.
Concept: The Lazy Sofa - a couch that rotates forward and backward. As it rotates backward, the legs on the back of the couch support it.
Potential Benefits: Now the couch can face two directions easily. It does not have to be anchored against a wall. It is a simple solution that allows more flexibility in large rooms.

3. TASK UNIFICATION: Assigning an additional task to an existing resource

Virtual Product: The family pet has the additional task of pulling out the hide-away mattress.
Concept: A pet-friendly couch that has a small mat underneath that the dog can pull out and lay on.
Potential Benefits: Avoids having the dog sit on the main part of the couch, eliminating dog hair and odor.

4. DIVISION: Dividing a product or component either physically, functionally, or preserving (maintaining characteristics of the whole)

Virtual Product: The arm rests physically split in two
Concept: Armrests that automatically open up when the hideaway mattress is pulled out to reveal amenities like a reading light, alarm clock, and so on.
Potential Benefits: Space-saving, convenient, guest-friendly

5. ATTRIBUTE DEPENDENCY: Creating (or breaking) dependencies between two internal attributes or an internal and external attribute.

Virtual Product: The older the person sitting, the softer the couch becomes.
Concept: Smart Couch - a sofa that adjusts automatically to the preferences of the person sitting on it.
Potential Benefits: Comfort.

Innovation Sighting: Multiplication in Photography

2011-12-19T03:00:00-05:00

Pick up a camera and see how many innovations you can find in it. That shouldn't be hard. There are lots of them. The camera, like all inventions, started with a core idea. From there, it continued to evolve and improve though time. It might surprise you that a single innovation pattern, Multiplication, formed the premise of all photography. The cameras you use today evolved from multiplication. The entire photography industry continues to benefit thanks to this powerful pattern.

Multiplication is one of five simple patterns innovators have used for thousands of years. These patterns are the basis of Systematic Inventive Thinking, a method that channels your thinking and regulates the ideation process. The method works by taking a product, service, or process and applying a pattern to it. This changes the starting point. It morphs the product into something weird, perhaps unrecognizable. With this altered configuration (we call the Virtual Product), you work backwards to link it to a problem that it addresses or new benefit it delivers. The process is called Function Follows Form.

Photography, in essence, is multiplying the subject onto a piece of paper. Something unique happens when light from an object passes through a pinhole. A small image of that object will be projected on any surface on the other side of the pinhole – only upside down. This “pinhole effect” was discovered thousands of years ago. Aristotle noted in 4 BC that "sunlight travelling through small openings between the leaves of a tree, the holes of a sieve, the openings wickerwork, and even interlaced fingers will create circular patches of light on the ground." From that humble beginning, we have photography. Hardly a day goes without looking at an image of something: a framed family photo, a magazine cover, an outdoor billboard. Images are all around us.

Let's get back to cameras. Were you able to find these innovations?

Red Eye Reduction: In 1993, the Vivitar Corporation patented a novel way to beat red eye. The solution: a camera with a dual flash. The first flash constricts the subjects’ pupils. Then the camera shoots off a second, “multiplied,” flash that provides sufficient light for the actual photograph. Since the subjects’ pupils are slightly closed from the initial flash, no red eye appears in the final image.
View Finders: Modern cameras have not only the traditional viewfinder to line up a shot, but also an LCD version. This allows you to compose your image while seeing more of what's going on around you.
Aperture: Pull out your smart phone and you will see one camera aperture on the back and another on the front of the phone facing you. Why? It's seems obvious in hindsight. The second aperture allows you to photograph your favorite subject...you!
Stereoscopy: Oliver Wendell Holmes invented the stereoscope viewer in 1861. It creates the illusion of depth in an image by presenting two offset images separately to the viewer’s left and right eyes. Think about that next time you see a 3D movie.
Panorama: Thomas Sutton patented the first panoramic camera in 1859. By taking multiple photos of the same scene, he was able to merge them together to create a wide screen, panoramic view.
Film Negatives: Developing paper film creates a negative of the image - the colors are reversed. When the negative film is developed again using the same process, images come out as “positives." The two-step process allow photographers to create multiple copies of the positive film.
Color Film: Taking three photos of an image but each with a different colored filter - red, green, and blue - allows them to be combined to yield a color image.
Lenses: Photographers use a variety of lenses depending on the particular effect they want to achieve: close up, far away, wide angle, and so on.
Movies: In 1878, Eadweard Muybridge used 24 cameras to photograph a galloping horse. Each camera captured the horse in a different state of motion. When he combined the images, the horse appeared to be galloping. Muybridge created the first “moving picture.” Multiplication launched not one, but two global industries.

Innovation in Practice: Four Years Old!

2011-12-12T03:00:00-05:00

"oh this is going to be addictive"

That was tweet #38 from Twitter co-developer, Dom Sagolla on March 21, 2006, the date Twitter was officially launched as a web-based application.

Truer words were never spoken. I started Innovation in Practice on December 2, 2007. This month marks its four year anniversary. The title of my first post was "Innovation is a Skill, Not a Gift."

The themes of this blog are:

Innovation can be learned like any other skill such as marketing, leadership, or playing the guitar. To be an innovator, learn a method. Teach others.
Innovation is a two-way phenomena. We can start with a problem and innovate solutions. Or we can generate hypothetical solutions and explore problems that they solve. To be a great innovator, you need to be a two-way innovator.
Innovation must be linked to strategy. Innovation for innovation's sake doesn't matter. Innovation that is guided by strategy or helps guide strategy yields the most opportunity for corporate growth.
The corporate perspective, where innovation is practiced day-to-day, is what must be understood and kept at the center of attention. This is where truth is separated from hype.

At the beginning of 2011, I set a goal: "Reach New Audiences. I want to expose innovation methods to kids, seniors citizens, people with disabilities...anyone who wants to make a difference with innovation." This year, I had the good fortune to teach innovation to third and fourth graders at the Wyoming School District in Ohio. I was impressed with the many cool ideas they developed using S.I.T.. One of my favorites: an umbrella with two handles, one at each end. I asked third-grader, Sam, to tell me why it was useful. He said, "Because if the wind blows your umbrella out, you can just turn it upside down and start using it!"

I also taught innovation to a group of special needs students at the Hughes High School in Cincinnati. I had twenty five students, all with various issues such as autism and ADHD. The result was the same. One student used multiplication on a flashlight. He made a copy of the on/off button. I asked him to explain the benefit of having a second button. He said, "The second button is used to change the brightness of the light." Not bad for a kid named Ryan with Down Syndrome.

For next year, I plan to continue blogging The LAB series. This is my way of practicing with the method and exposing new uses to my readers. In 2011, I used S.I.T. to innovate: the pricing process, a light switch, new product launch, software, corporate training program, pharmaceuticals, a treadmill, cosmetics, Facebook, inflight services, and a book.

Speaking of book, that is another goal for next year: we plan to publish a book that teaches people how to use Systematic Inventive Thinking. No firm date yet.

I want to thank Jacob Goldenberg, Amnon Levav, Yoni Stern, and the entire team at S.I.T.. Also, Christie Nordhielm and Marta Dapena-Baron at Big Picture Partners, Bob Cialdini at Influence at Work, Yury Boshyk at Global Executive Learning Network, the Washington Speakers Bureau, and my fellow faculty at the UC Lindner College of Business.

I thank all of you for reading this blog. I wish you the best in 2012.

Drew

Marketing Innovation: Pants on Fire and the Metaphor Tool

2011-12-05T03:00:00-05:00

Insurance companies continue to battle it out as the industry emerges from the global financial crisis. They are spending huge sums on national advertising to establish brand loyalty and earn trust. But consumers have a hard time distinguishing between the many undifferentiated insurance products. They tend to shop on price as a result. So insurance advertisers have to walk a fine line acknowledging the importance of price while slipping in their value propositions around service and other features.

Here is an example from the long-running Progressive campaign featuring the lovable character, Flo. It uses the metaphor tool. The Metaphor is the most commonly used tool in marketing communications because it is a great way to attach meaning to a newly-launched product or brand. The Metaphor Tool takes a well-recognized and accepted cultural symbol and manipulates it to connect to the product, brand, or message.

The tool is one of eight patterns embedded in most innovative commercials. Jacob Goldenberg and his colleagues describe these simple, well-defined design structures in their book, "Cracking the Ad Code," and provide a step-by-step approach to using them. The tools are:

   1. Unification
   2. Activation
   3. Metaphor
   4. Subtraction
   5. Extreme Consequence
   6. Absurd Alternative
   7. Inversion
   8. Extreme Effort

The trick is to do it in a non-obvious, clever way. The process is called fusion, and there are three versions: Metaphor fused to Product/Brand, Metaphor fused to Message, and Metaphor fused to both the Product/Brand and Message. Here is an example metaphor fused to the message:

If you are not sure what happened here, you probably need to know that "Liar Liar Pants On Fire" is a playground taunt that kids use whenever they think the other is lying. Fibbing is naughty, and "pants on fire" is a euphemism for spanking. This commercial does a nice job of highlighting Progressive's value proposition of "helpfulness and transparency" while dissing the competition. "No mas pantalones."

Flo, herself, is a metaphor of the helpful retail sales person on the floor of an imaginary "insurance department store." Flo, played by actress Stephanie Courtney, is the brand personified, and Huffington Post describes why we love her:

"Flo steals your heart as easily as Cupid shoots an arrow on Valentine's Day, whether she's talking about her tricked-out name tag, or ardently pointing out ways Progressive can insure anything you own, tailored to your specifics. And she can fist bump a customer with her pricing gun as easily as John Wayne drew his Colt 45. Fans follow her on Twitter, FaceBook and MySpace; not a shy lot, they often leave love notes which can be read by anyone, even Stephanie Courtney."

In the clutter of so many insurance commercials, the metaphor, Flo, stands above the rest.

The Remaking of Netflix

2011-11-28T03:00:00-05:00

Netflix needs urgent change to stop the bleeding and rebuild its business model. It is running out of cash and losing support from customers and shareholders. Management must re-establish its credibility with bold moves. Here is a series of steps and techniques to do that.

1. Reframing: Use the Subtraction Tool to reframe and see new possibilities. Make a list of the major components of the company (patents, products, brand, employees, customers, network, etc.). Now imagine Netflix will merge with a company from another industry. Create a phrase something like this: "Netflix cannot stream movies to customers, but it has all the other components. What company has the ideal set of products that would best fit the remaining resources of Netflix?" For example, would a company in the retail sector have products that would find new growth within the Netflix enterprise? Companies like Path Intelligence might be a good candidate. Perhaps Netflix could merge with a brick and mortar movie theater company like AMC Entertainment and leverage the strengths of each. Perhaps Netflix links up with Research in Motion to leverage its proprietary Blackberry network for streaming data. Use this same approach for all the components, one at a time, to envision new possibilities.

2. Reverse Assumption: This technique helps "break fixedness" about assumptions. List the key business assumptions about Netflix and its industry. For example:

Netflix streams content to customers
Consumers want more options
Netflix sends DVDs to customers

Reverse the assumptions one by one. "Customers stream content to Netflix." Perhaps the new business model is to offer a service allowing customers to stream information to Netflix which is then re-streamed to others. Perhaps Netflix uses its streaming skills to enter the business-to-business market, servicing banks or other companies that need to move digital content in a unique way. Perhaps customers send DVDs to other customers instead of sending it back to Netflix, saving time and money.

3. UDP Chain: The UDP (Un-Desired Phenomena) technique shows what's broken and why. First, make a list of the main issues in the problematic business model. These are factors that create problems, transfer them, or are their "victims." Develop a chain that sequences these factors together. Build the chain up by asking "so what." What does this factor cause to happen? Build the chain down by asking "why." What causes or gives rise to this factor? Once the chain is built, consider different options for breaking the chain. What factors are in Netflix's control versus out of its control? Each break in each of the UDP chains begins to suggest a new business model that may improve Netflix's situation.

4. Innovate in Adjacent Markets: Use The Big Picture framework to see stretch opportunities beyond Netflix's current business model. Ask these questions:

Quadrant 1: What substitute products are non-category consumers using to fulfill the need? Where are they buying it? What complementary products go along with these substitutes? For example, could Netflix enter the education market, streaming lectures to students?
Quadrant 2: What other products do loyal Netflix customers buy, perhaps at the same price point or to fulfill the same or similar brand promise? For example, could Netflix offer music, photos, artwork, or other forms of aesthetic pursuit in a digital format?
Quadrant 3: Why do multi-brand customers use several brands? Is it time-dependent? Situation-dependent? Why does it vary? What other products are used when the competitive brands are consumed? For example, could Netflix stream content to movie theaters, airplanes, restaurants, or other places where people view content?
Quadrant 4: What other category of products do Netflix's competitor sell? How do those fit into their product line? How could they fit into Netflix's? For example, look at Amazon.com and Walmart.com to spot categories of products that Netflix could leverage with its know-how.

The Voice of the Brand

2011-11-21T03:00:00-05:00

Most people are surprised to hear that five simple patterns explain the majority of innovative products and services. Jacob Goldenberg and his colleagues discovered this surprising insight. It is similar to the notion of TRIZ which is a set of patterns for solving problems. Innovative products share common patterns because their inventors unknowingly followed them when generating new product ideas. These patterns become the DNA of products. You can extract the DNA and implant it into other products and services to create new innovations. We call it The Voice of the Product.

Are there more than five patterns? Most certainly. Highly creative people like musicians and artists use templates in their creations. Even products invented serendipitously have a pattern embedded in them. Many products are invented accidentally. Serendipity led to the microwave oven, corn flakes, Teflon®, penicillin, fireworks, Viagra®, chocolate chip cookies, and the most famous of all accidents...the Post-it® note. The problem with serendipity is it's not predictable. It is not an innovation method one would count on for corporate growth. But there is value in serendipity if you can unlock its hidden secrets. Every serendipitous invention can be reduced to a heuristic and ultimately to an algorithm or pattern. We call it The Voice of Serendipity.

What other voices are out there? Take brands, for example. A well-developed brand has a unique personality, sort of a code of attributes. That code is a pattern that could be reapplied to products and services to help discover new benefits and opportunities. Like the other voices, The Voice of the Brand can be leveraged for innovative thinking.

Consider the following brand attribute model:

Imagine selecting one attribute from each quadrant to form the basis of a brand character. We then force these attributes to become a pattern that can be applied to a product or service to yield a new configuration. We take that configuration and work backwards (Function Follows Form) to imagine new benefits and potential markets.

Let's try it. Select four elements, and do it randomly:

Persona: Authoritative
Tone: Clinical
Language: Serious
Purpose: Inform

Now take this "brand pattern" and apply it to a product or service. A manufacturer of flashlights, for example, might apply this pattern to an ordinary flashlight and yield a new product that looks like the one on the right.

This combination would yield something completely different:

Persona: Friendly
Tone: Honest
Language: Fun
Purpose: Engage

The Voice of the Brand has much more to convey than just a promise.