14 July
Unexpected Failure
Failure should always be considered a symptom of an innovative opportunity.
The unexpected failure demands that you go out, look around, and listen. A competitor’s unexpected success or failure is equally important. Failure should always be considered a symptom of an innovative opportunity, and taken seriously as such. One does not just “analyze.” One goes out to investigate. A good many failures are, of course, nothing but mistakes, the results of greed, stupidity, thoughtless bandwagon-climbing, or incompetence, whether in design or execution. Yet if something fails despite being carefully planned, carefully designed, and conscientiously executed, that failure often bespeaks underlying change and with it, opportunity.
Unexpected failure often informs us of underlying changes in customer values and perceptions. The assumptions upon which a product or service, its design or market strategy, were based can quickly become outdated. Perhaps customers have changed their value proposition—they may be buying the same thing, but they are actually purchasing a very different value. For example, after the failure of the Edsel, Ford decided that income segmentation no longer applied to the automobile industry. Rather, it was lifestyle segmentation that mattered to consumers.
7月14日
意外的失败
失败应当始终被看作创新机会的征兆。
意外的失败要求你走出去，四处观察，并认真倾听。竞争对手的意外成功或失败同样重要。失败始终应被视为创新机会的征兆，并应当作为这样的征兆认真对待。人不能只是“分析”，而必须走出去调查。
当然，许多失败不过是错误而已，是贪婪、愚蠢、盲目跟风，或设计与执行无能的结果。然而，如果某件事情经过认真规划、精心设计和负责执行之后仍然失败，那么这种失败往往说明底层正在发生变化，而变化之中也蕴藏着机会。
意外失败常常告诉我们，客户的价值观和认知正在发生深层变化。产品或服务、其设计或市场战略所依据的假设，可能很快就会过时。也许客户的价值主张已经改变——他们表面上仍然在购买同样的东西，但实际上购买的是完全不同的价值。
例如，Edsel汽车失败之后，福特得出结论：收入细分不再适用于汽车行业。真正影响消费者的，是生活方式细分。
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