Increasing Customer Innovation in SMEs with Digitalization E-Book

Baltic Sea Academy

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Deutsch

Seitenzahl: 498

Veröffentlichungsjahr: 2023

Beschreibung

While larger corporations often lead in the realm of innovation, many Small and Medium Enterprises (SMEs) lag behind, especially in Eastern Europe. Their limited internal resources often become a bottleneck, making it challenging to address vital customer innovation. At its core, successful innovation management revolves around understanding and addressing genuine customer needs, fostering innovative business ideas and concepts. For many SMEs, the challenge lies not just in obtaining customer feedback, but also in effectively processing this feedback into actionable insights. The path to truly customer-centric innovation is intricate, necessitating transformations at every organizational level. Yet, with the dawn of digitalization and new media, a myriad of opportunities has emerged. These technologies empower SMEs to harness customer-centric innovations, bolstering their innovative prowess and market competitiveness. Surprisingly, the majority of SMEs remain unaware or underr-equipped to leverage these digital tools and methods. Against this background, the international Erasmu+ project 'Digital methods, toolbox and trainings for increasing customer innovation in SMEs' (ICIinSMEs) was implemented from 2020 - 2023, to enable and support SMEs to exploit their customer innovation potential and thus to strengthen the productivity and competitiveness of SMEs, to secure existing jobs and to create new ones. The book compiles the main results and experiences from Denmark, Germany, Hungary and Poland.

Leseprobe

Part-financed by the European Union (Erasmus+) within the ICIinSMEs project. This publication does not necessarily reflect the opinion of the European Commission.

We are very grateful to the European Commission for the financial support and also to the “Nationale Agentur beim Bundesinstitut für Berufsbildung” for the support and advice.

Table of Contents

1 Promoting Customer Innovation in SMEs

1.1 The Meaning of Customer Innovation and Funding Approaches

1.2 Objectives, Activities and Outputs

1.3 Participating Project Countries and Partners

2 Best Practices and Toolbox

2.1 Experiences of Best Practices in the use of Digital Technologies supporting Customer Innovations by SMEs

2.11 Examples of Products or Services co-created with Customers.

2.12 Methods of Customers’ Involvement in Innovation Processes

2.13 Difficulties in involving Customers

2.14 Benefits from Customer-centric Innovations

2.15 Conclusions and Recommendation Notes

2.2 Applied Instruments, Methods and Procedures for the Integration of Customerbased Innovation in SMEs

2.21 Customer-centric Innovation

2.22 Digitalization

2.23 Framework Conditions

2.23.1 Benefits and Barriers of using Digital Tools to integrate Customer-centric Innovation in SMEs.

2.23.2 Framework Conditions for the Implementation of Digital Customer-based Innovation: Case studies – Germany

2.24 Derivation of a Digital Toolbox

2.24.1 Digital Transformation – New Technological Trends

2.24.2 Digital Tools for Customer-centric Innovation

2.25 Applied Instruments, Methods and Procedures to Customer-centric Innovation in SMEs

2.26 Digital Technologies for the Realization of Customer Innovations – Application Notes

2.27 Recommendations for the Implementation of Customer-centric Innovation

3 Two SME-specific Further Training Programs

3.1 Digital Competence Training Program

3.11 Introduction

3.12 Course

3.13 Part I: First Workshop

3.14 Part II: Learning at the Workplace and Project Work

3.15 Part III: Conclusion Workshop

3.16 Interal Analyses Tools

3.17 Links

3.18 Main Findings and Conclusions

3.2 Customer-centered Innovation Training Program

3.21 Concept and Curriculum

3.21.1 Background

3.21.2 Goals, Target groups and duration of the Further Education Program

3.21.3 Training Unit A “Methods”

3.21.4 Training Unit B “First Praxis Phase and Learning at the Job”

3.21.5 Training Unit C “Digital Tools”

3.21.6 Training Unit D “Second Praxis Phase and Learning at the Job”

3.21.7 Training Unit E “Development Projects”

3.21.8 Teaching Materials

3.22 Coaching Program

3.22.1 Training Program: Knowledge Acquisition according to Individual Needs – KAIN

3.22.2 Training and Coaching Process

3.22.3 Coaching Process

3.23 Examination Regulation and International Recognition

3.23.1 Examination Regulation

3.23.2 Evaluation in the Qualification Framework and International Recognition

3.24 Implementation Reports

3.24.1 Implementation in Olsztyn, Poland

3.24.2 Implementation Report Kolding, Denmark

3.24.3 Implementation Budapest, Hungary

3.24.4 Implementation Report Wroclaw, Poland

3.25 Evaluation Concept

3.25.1 Definition of Training Evaluation

3.25.2 Types of Evaluation

3.25.3 Steps of Training Evaluation

3.25.4 The Concept of Training Evaluation

3.24.5 Evaluation Concept

3.26 Evaluation Report

3.26.1 Methodology of Evaluation

3.26.2 The Aim of the Study and Evaluation Report

3.26.3 Data Sources

3.26.4 Execution of the Training

3.26.5 Results and Analysis

3.26.6 Conclusions and Recommendations

4 Two Train the Trainer programs

4.1 Training Program Consulting & Qualification Digitalization

4.11 Introduction

4.12 Concept and Curriculum

4.13 Program and Content

4.14 Summary of Evaluation Results

4.2 Training Program Consulting & Qualification of Customer- Centric Innovations

4.21 Concept and Curriculum of the Train the Trainer Program

4.22 Objectives, Target Groups and Duration of the Training

4.23 Programme and Content

4.24 Summary of Evaluation Results

5 Online Consulting for SMEs

5.1 Introduction

5.2 Period of Implementation

5.3 Special Features of the Implementation

5.4 Admission and Organization

5.5 Main Findings and Conclusions

6 Other Results

6.1 Customer-Centric Innovation: Driving Business Success in the Digital Era

6.11 Abstract

6.12 Understanding Customer-centric Innovation

6.13 The Digital Era and its Impact on Customer Expectations

6.14 Key Dimensions of Customer-centric Innovation

6.15 Strategies for Implementing Customer-centric Innovation

6.16 Challenges Organizations Face in Implementing Customer-centric Innovation

6.17 Conclusion

6.2 Customer-centric Innovation in SMEs

6.21 Abstract

6.22 Introduction and Literature Review

6.23 Methodology

6.24 Results

6.24.1 Penetration of Customer-centric Innovation among SMEs?

6.24.2 Methods and Digital Tools used to involve Customers in Innovation Activities.

6.24.3 Benefits and Barriers of Customer-centric Innovation

6.25 Conclusion

6.3 Digital Centric Innovation in Danmark

6.31 About Denmark

6.32 Politics in Denmark

6.33 The Economy in a Danish Family

6.34 Socio-economy in Denmark

6.35 Technology in Denmark

6.36 How Digital are the Companies in Denmark?

6.37 The Work Force in Denmark

6.38 The Danish Education System in Headlines

6.39 A Description of the Level of Innovation in Denmark

6.40 The Culture of Innovation in Denmark

6.41 Customer-centric Innovation in Denmark

6.42 Four Types of Digital Workers

6.43 Online Shopping in Denmark

6.44 Digital Pay in Denmark

6.45 The Digital Proficiency Level of Danes

Other Publications by the Baltic Sea Academy

Members of the Hanse-Parlament

1 Promoting Customer Innovation in SMEs

1.1 The Meaning of Customer Innovation and Funding Approaches

On average, SMEs are less innovative than large companies, as they have limitations due to more limited internal resources (EC, 2019a). Especially in Eastern European countries, SMEs have a very low level of innovation activity and there are large differences between SMEs and large companies. In the field of customer innovation, SMEs find it particularly difficult to innovate. Meeting real customer needs is the core factor for successful innovation management, for generating customer-oriented business ideas and innovative concepts (von Hippel, 2005).

SMEs do not have the time and resources to receive feedback and ideas from their customers. And when they do find the time, it is difficult to process the information and turn it into valuable solutions. A holistic approach to customer-centric innovation is complex and requires changes at all levels of a company. However, digitilization and new media are now opening up far-reaching opportunities to make full use of customer-centric innovations in SMEs as well, thus strongly promoting innovative strength and competitiveness (Robra-Bissantz, 2017). These technologies and the opportunities they provide have been little known in SMEs and are only exploited by a small number of them. SMEs lack information, experience, knowledge and skills on instruments, methods, and procedures as well as on the use of digital technologies to acquire, process and realise customer innovations.

Against this background, the project “Digital methods, toolbox and trainings for increasing customer innovation in SMEs” (ICIinSMEs) pursues the objective of enabling and supporting SMEs to exploit their customer innovation potential and thus to strengthen the productivity and competitiveness of SMEs, to secure existing jobs and to create new ones, all of this on a broad regional basis. The following main activities were carried out to achieve the objectives.

a) An analysis and comprehensive investigation of best practices in 13 countries on how SMEs generate, process and realise customer-centric innovation approaches and which digital technologies can be used. The best practices obtained were processed, transferred to SMEs in the context of training and consulting, and supported in their implementation in the companies.

b) Development of a toolbox with instruments, methods and procedures for the realisation of customer innovations in SMEs.

c) Through the development of two specific training and coaching programs, SMEs gain digital skills and are enabled to continuously realise comprehensive customer-centric innovations. The learning takes place mainly at the workplace and at the same time includes individual company development projects, so that digital technologies are already used, and corresponding innovations are realised during the further training.

d) Comprehensive qualification of teachers and consultants of SMEs.

The qualification, consulting and support programs were carried out by chambers, which, as central SME supporters, have direct access to SMEs and, with their training and technology centres, also have corresponding capacities. However, many teachers and consultants lack the knowledge and skills to qualify and advise SMEs and their staff in the application of digital technologies and in the acquisition, processing and realisation of customer innovations at a high-quality level. Therefore, two specific train the trainer programs for teachers and consultants were developed, these were then implemented and permanently run by 24 colleges and universities from 9 countries. These programs are:

a) strengthening and promoting the knowledge and skills of teachers and consultants on digital technologies and on the realisation of customer-centric innovations

b) constantly providing well qualified teachers and consultants on a broad regional basis.

The developed instruments, digital models, educational and support programs were tested and evaluated under different national conditions in several countries and implemented by all project partners. A continuation of the work after the end of the project with an ongoing implementation of the educational and support programs is secured, including financing.

The project was carried out by eight experienced partners (chambers, other institutions of vocational training and universities) from Denmark, Germany, Poland and Hungary with different levels of development and conditions. The transnational project approach enables learning from each other, identification and transfer of best practices and joint development work.

All results of the project were transferred to 70 chambers, SME associations and colleges/universities from 13 countries, which received implementation advice and were involved in the project work as associated partners from the beginning of the project.

1.2 Objectives, Activities and Outputs

To achieve the overarching project goal, strengthening customer centric innovation in SMEs by increasing their digital competences, the following action objectives were pursued:

a) develop, promote and strengthen digital competences in SMEs

b) to continuously implement fully customer-centred innovation in SMEs, thereby

c) to strengthen the productivity and competitiveness of SMEs, safeguard existing jobs and create new ones

d) enabling and supporting SMEs to exploit their customer innovation potential

e) intensive application of digital technologies in SMEs

f) significant improvement in the qualification of Entrepreneur, specialists and managers

g) Strengthening the competencies and qualifications of teachers and SME consultants

The main target groups of the project are owners, managers and employees of SMEs who realize customer-centric innovations through the development of specific tools and through comprehensive further training. Meeting real customer needs is the core factor for successful innovation management, for generating customer-oriented business ideas and innovative concepts. Digitalization and new media are now opening up far-reaching opportunities and allowing comprehensive use of customer-centric innovations in SMEs as well, thus emphatically promoting innovative strength and competitiveness. For this reason, the project analyzed international best practices and comprehensively investigated how SMEs generate, process and realize customer-centric innovation approaches and which tools and technologies they can use to do so. On this basis, two SME-specific training programs were developed for the use of digital technologies and for the generation and realization of customer-centric innovations. Individual company development projects were integrated into the training courses, so that corresponding innovations were already achieved during the training courses.

The target groups are also SME consultants and teachers from chambers, associations and other vocational training institutions, most of whom do not themselves have knowledge and competencies in the areas of digital technologies as well as tools, methods and procedures to qualify SMEs and their staff in the application of digital technologies as well as use of tools, methods, etc. in connection with customer-centric innovations. Therefore, two specific train the trainer programs for teachers and consultants were developed, tested and evaluated, which will be permanently implemented by 24 colleges/universities after completion based on the evaluation results.

Output 1 Best Practice Customer-focused Innovations & Digitilization

The output comprises of:

best practices in the use of digital technologies for the acquisition, processing and realisation of customer innovations in SMEs.

A toolbox with already known as well as new instruments, methods and procedures for the acquisition, processing and realization of customer innovations.

collection and processing of digital technologies that can be used to realise customer innovations.

best practices in digital competence teaching for the realisation of customer innovations.

Activity A1 Best practices in the use of digital technologies, includes:

a) conducting surveys and identifying best practices in 13 countries

b) analysis and evaluation of the best practices and, if necessary, for certain selected best practices, adjustments to national conditions in the partner countries

c) a detailed description of the selected best practices, with application notes and recommendations for use by SMEs on the one hand, and consultants and teachers on the other hand

d) preparation of a report on the results

Activity A2 Toolbox with already known, as well as new instruments, methods and procedures for the acquisition, processing, and realization of customer innovations in SMEs, includes:

a) using the example of two countries (Germany and Poland) study of applied instruments, methods and procedures

b) research and development of new and additional possibilities, instruments, methods, and procedures for the realisation of customer innovations in SMEs

c) development of a toolbox of known, new and additional possibilities, instruments, methods and procedures

d) detailed description and evaluation of the tools etc. of the toolbox and development of application notes and usage recommendations for SMEs on the one hand and for consultants and teachers on the other hand

e) consultation and completion of the toolbox and preparation of a report on the results

Activity A3 Digital technologies for the realization of customer innovations, includes:

a) using studies from three countries (Germany, Denmark and Poland) as an example study of applied digital technologies

b) research and development of new and additional ways of using various digital technologies

c) detailed description and evaluation of the digital technologies with regard to their use for different fields and procedures for extraction and implementation of customer innovations

d) developing guidance and recommendations for use by SMEs, on the one hand, and consultants and teachers, on the other

e) advising on and completing the digital technology collection and producing a report on the results

Activity A4 Best practices in the transfer of skills and digital technologies for the realisation of customer innovations, includes:

a) interviews in 13 countries and identification of best practices for training

b) analysis and evaluation of best practices and, if necessary, for the selected best practices, adjustments to national conditions in 4 partner countries

c) detailed description of the selected best practices with application notes and recommendations for use for chambers with their educational institutions and for others vocational training institutions

d) preparation of a report on the results

Output 2 Digital Competence Training Programme

The output includes concept, curricula, coaching programme and teaching materials for a longer SME specific training programme for digital literacy and qualifications for the successful use of digital technologies in the acquisition, processing and implementation of customer innovations. The advanced training program consists of the following elements:

several blocks of face-to-face teaching in the educational establishment

between the face-to-face blocks, longer periods of on-the-job learning in the participating SMEs

realisation of at least one development project chosen by the SME itself to initiate, attract and implement customer innovations. The implementation of the development projects in SMEs is carried out with the involvement of company employees who had not participated in face-to-face training, with the phases of learning at the workplace. This way, the different levels of the company and as many employees as possible are involved in the change and learning and implementation processes are integrated

program for accompanying coaching by the lecturers who design the classroom teaching and by advisors of the chambers during the phases of learning on workplace and the realization of at least one development project.

Activity A1 Based on the results of Output 1 "Best practice customer-centric innovation & digitisation", development of a concept and drafts for curricula and Teaching materials for SME specific training.

Activity A2 Comparison with best practices of digital competency training for the realisation of customer innovations, integration of best practices of the use of digital technologies.

Activity A3 Development of the draft of a coaching programme for the advisory support of teachers and consultants during learning at work and the implementation of development projects for the realisation of customer-centred innovations in SMEs

Activity A4 Development of a draft of examination regulations consisting of an oral examination and evaluation of project work, namely the realized development project for the implementation of customer innovations. The participating SMEs will receive a certificate and the participants will receive a qualified confirmation of participation with a presentation of the test results.

Activity A5 Test the SME specific training and coaching programme under different national conditions (in Poland, Hungary and Denmark) with at least 15 owners, managers and professionals of at least 10 SMEs.

Activity A6 Quality assurance and evaluation of all tests and preparation of an evaluation report.

Activity A7 Based on the results of the evaluation, review and finalise the output with

a) concept, curricula, teaching materials and examination regulations

b) coaching programme for the advisory support of teachers and consultants

c) reports on the experience of the trials

d) evaluation report

e) reports on the development projects implemented

f) instructions for use and recommendations for use

Output 3 Training Program Consulting & Qualification Digitalization

The output includes a three- to four-day Train the Trainer programme for teachers and consultants of SMEs who want to acquire knowledge, skills, pedagogy etc. in order to:

train employees of SMEs to successfully use digital technologies in the acquisition, processing and implementation of customer innovations.

transfer digital technologies to SMEs and provide sound advice on implementation.

The Train the Trainer programme is based on Output 1 "Best Practice customercentred innovation & digitisation" and includes the results of Best Practices of using digital technologies and digital technologies for the realisation of customer innovations. In addition, the Train the Trainer programme provides detailed information on the concept, curriculum, etc. of the SME specific training programme "Digital Competences" and also covers the integrated coaching aspect.

Activity A1 Based on the results of Output 1 "Best Practice customer-centric innovation & digitisation", development of a concept and curriculum design, teaching materials, etc. for a three- to four-day train-the-trainer programme for teachers and advisors on digital literacy. The Train the Trainer Programme does not include a final examination, the participants receive a qualified certificate of participation.

The Train the Trainer program includes the following elements:

a) presentation, consulting and mediation aspects of the content of the SME specific training programme "Digital Skills"

b) presentation, advice and mediation aspects of the various digital technologies.

c) presentation, consulting and training of the coaching process

d) pedagogical issues

The training programme consists of a combination of presentations, consultations and discussions in plenary, work in small groups and role-plays.

Activity A2 Inclusion of content and comparison with the SME specific training programme "Digital Skills" and integration of best practices in the use of digital technologies and digital technologies for the realization of customer innovations and consulting with experts.

Activity A3 Trial of the Train the Trainer programme with at least 15 teachers and consultants from all project partners.

Activity A4 Quality assurance as well as evaluation of the trial and preparation of an evaluation report.

Activity A5 Based on the results of the evaluation, review and finalise the output with:

a) concept, curricula and teaching materials

b) report on the experience of the trial

c) evaluation report

d) directions for use and recommendations for use

Output 4 Further training programme Realisation of customer-cantered innovations

The output includes concept, curriculum, coaching program and teaching materials for a longer SME specific training program for qualifications to gain, processing and realisation of customer innovations (inclusion of all areas, possibilities, instruments, etc., independent of the use of digital technologies).

The training programme consists of the following elements:

several blocks of face-to-face training at the educational institution

between the blocks of face-to-face training, longer periods of on-the-job learning in the participating SMEs

realisation of a development project chosen by the SME itself to acquire and implement customer innovations. The implementation of the development project in the SME is linked to the phases of on-the-job learning by involving other company employees, who had not participated in the aceto-face training. This way, the different levels of the company and as many employees as possible are involved in the change, learning and implementation processes

a programme of accompanying coaching by the teachers who organise the face-to-face teaching and by advisers from the chambers during the phases of learning at the workplace and the realization of at least one development project

Activity A1 Based on the results of Output 1 "Best Practice customer-centric innovation & digitisation", development of a concept and drafts for curriculum and teaching materials for SME specific further training for the use of all instruments, methods etc. and the exploitation of all potentials of customer innovations

Activity A2 Integration Best Practices of the use of digital technologies and consultation with experts.

Activity A3 Development of the draft of a coaching programme for the advisory support of teachers and consultants during learning at work and the implementation of development projects for the realisation of customer-centred innovations in SMEs

Activity A4 Development of a draft of examination regulations consisting of an oral examination and evaluation of a project work, namely the realized development project for the implementation of customer innovations. The participating SMEs will receive a certificate and the participants will receive a qualified confirmation of participation with a presentation of the Exam results.

Activity A5 Trial of the SME specific training and coaching programme under different national conditions (in Poland, Hungary and Denmark) with at least 15 owners, managers and professionals of at least 10 SMEs each.

Activity A6 Quality assurance and evaluation of all tests and preparation of an evaluation report.

Activity A7 Based on the results of the evaluation, review and finalise the output with:

a) concept, curricula, teaching materials and examination regulations

b) coaching programme for the advisory support of teachers and consultants

c) reports on the experience of the trials

d) evaluation report

e) reports on the development projects implemented

f) instructions for use and recommendations for use

Output 5 Training Program Consulting & Qualification of Customer-Centric Innovations

The output is a three- to four-day Train the Trainer programme for teachers and consultants of SMEs, who receive knowledge, skills, pedagogy, etc. in order to:

to qualify employees of SMEs with regard to the acquisition, processing and implementation of customer innovations, including all areas, possibilities and instruments etc.

to transfer a toolbox of instruments, methods etc. to SMEs and to provide sound advice on implementation

The Train the Trainer programme is based on Output 1 "Best Practice customercentred innovation & digitisation" and draws in particular on the results of the toolbox with so far already known as well as new instruments, methods and procedures for the acquisition, processing and realisation of customer innovations in SMEs.

Within the framework of the Train the Trainer programme, the concept, curricula etc. of the SME specific training programme "Realisation of Customer Centricity Innovation" are discussed in detail and intensively trained and the coaching aspect is integrated.

Activity A1 Based on the results of Output 1 "Best Practice customer-centric innovation & digitisation", development of a concept and curriculum design, teaching materials etc. for a three- to four-day train the trainer programme for teachers and consultants, enabling them to qualify and advise SMEs on acquisition, processing and realisation of customer innovations, including all areas, possibilities, instruments etc. (independent of the use of digital technologies). The Train the Trainer program does not include a final examination, the participants receive a qualified certificate of participation.

The Train the Trainer program includes the following elements:

a) presentation, consulting and mediation aspects of the content of the SME specific training programme "Realisation of customer-centred innovations.

b) presentation, advice and mediation aspects of the tools, methods etc. of the toolbox.

c) presentation, consulting and training of the coaching process.

d) pedagogical issues.

The training programme consists of a combination of presentations, consultations and discussions in plenary, work in small groups and role-plays.

Activity A2 Inclusion of the contents and comparison with the SME specific further training programme "Realisation of customer-centred innovations" and integration of the toolbox with already known as well as new instruments, methods and procedures for the acquisition, processing and realization of customer innovations in SMEs and consultation with experts.

Activity A3 Trial of the Train the Trainer programme with at least 15 teachers and consultants from all project partners.

Activity A4 Quality assurance as well as evaluation of the trial and preparation of an evaluation report.

Activity A5 Based on the results of the evaluation, review and finalise the output with

a) concept, curricula and teaching materials

b) report on the experience of the trial

c) evaluation report

d) directions for use and recommendations for use

In addition to the five complex outputs, several other results were achieved in the ICIinSMEs project, such as studies on issues of digitalization and customer innovation in SMEs, online consulting for SMEs, result videos and others. In this book, individual outputs and further results are summarized. All outputs and results are published on the project website https://ci-smes.eu/, where they can be freely viewed without restriction and downloaded and used free of charge.

1.3 Participating Project Countries and Partners

The project was carried out by eight experienced partners from four countries. Initially, the partner countries were selected so that countries with different experiences and different levels of development are represented, so that different national conditions are present and a high degree of learning from each other is possible. In certain SMEs, the use of digital technologies and realization of customer-centric innovations are already somewhat more advanced, particularly in Denmark and to some extent in Germany.

Further training programs for teaching relevant digital competencies in SMEs in conjunction with customer-centric innovations are common in Denmark but not in the other countries. Although Denmark also has major development needs, it is already comparably far advanced, Germany occupies more of a middle position, and Poland and Hungary have particularly large catch-up and development needs. The partners from Poland and Hungary are very interested in learning from the other partners and benefiting from their technologies and experience.

In the aforementioned countries, the selection of project partners was based on several aspects in order to meet all the requirements of successful project implementation, namely organizations with:

a) extensive experience in attracting and implementing customer-centric innovations: Hamburg Institute of International Economics, Germany, Hanseatic Institute for Support of Small and Medium Enterprises, Poland, and University of Miskolc, Hungary.

b) Extensive experience and groundwork in the use of digital technologies: International Business College, Denmark and Hamburg Institute of International Economics, Germany.

c) larger research and development capacities in the project-relevant areas: Hamburg Institute of International Economics, Germany, and University of Miskolc, Hungary.

d) differentiated knowledge in curriculum development for SME education programs: Partners Hanse-Parlament, Germany, Hanseatic Institute for Support of Small and Medium Enterprises, Poland, and University of Miskolc, Hungary.

e) differentiated knowledge of SME conditions and needs: Hanse-Parlament, Germany, Warmia and Mazury Chamber of Crafts and Small Business in Olsztyn, Poland, Lower Silesian Chamber of Craft and Small and Medium-sized Businesses, Poland, and Hungarian Association of Craftsmen's Corporations.

f) direct access to SMEs and very good educational capacities: Warmia and Mazury Chamber of Crafts and Small Business in Olsztyn, Poland, Lower Silesian Chamber of Craft and Small and Medium-sized Businesses, Poland, International Business College, Denmark, and Hungarian Association of Craftsmen's Corporations.

g) differentiated experience in evaluation and quality assurance of educational programs: Hanseatic Institute for Support of Small and Medium Enterprises, Poland.

h) Distinct possibilities and contact potentials for dissemination and incorporation of results into political decision-making processes: Hanse-Parlament, Germany, Warmia and Mazury Chamber of Crafts and Small Business in Olsztyn, Poland, Lower Silesian Chamber of Craft and Small and Medium-sized Businesses, Poland, and Hungarian Association of Craftsmen's Corporations.

i) high potentials and experiences to involve partners from 13 countries, international transfer of results and implementation consultations: Partner Hanse-Parlament, Germany.

From Poland, two chambers were deliberately included in order to be able to convince all other Polish chambers about implementation potential on the basis of the project results in different regions, and also to be able to implement the results competently and successfully in the realization of the second stage of the Polish reform program of vocational education.

All partners have international project experience. Especially Hanse-Parlament is very experienced in the implementation and management of complex international projects with up to 40 partners from 11 countries.

The composition of the consortium ensured that all requirements and topics of the project could be covered and performed very well by the project partners.

Partner Hanse-Parlament took over the entire project management, lead the development of the Output O4 "Continuing Education Program Realization of Customer-Centric Innovations" as well as the creation of the User Manual, contributed to all other development work, involved 70 associated partners in the project implementation, bore the main burden of the results transfer and dissemination and took over all implementation consultations.

Partner Hamburg Institute of International Economics led the development of output O1 "Best Practice Customer-Centric Innovations & Digitalization", bore the main burden of analysis work, research and development, and contributed to the creation of the other outputs.

Partners Warmia and Mazury Chamber of Crafts and Small Business in Olsztyn, Lower Silesian Chamber of Craft and Small and Medium-sized Businesses and Hungarian Association of Craftsmen's Corporations contributed the needs of SMEs, participated in the development of all outputs, undertook the practical testing of both training programs, which they implemented and offer on a permanent basis, and carried out dissemination and input of project results into policy-making processes in their countries.

Partner Hanseatic Institute for Support of Small and Medium Enterprises Contributed its extensive knowledge and groundwork in customer-centred innovation, contributed significantly to research and development, and took on the tasks of evaluations and quality assurance.

Partner International Business College contributed its extensive knowledge and groundwork in digital competencies delivery, lead the creation of Output O2 "Continuing Education Program Digital Competencies", participated in the development of all other outputs, undertook the practical testing of continuing education programs that will be implemented and offered on a permanent basis, and conducted dissemination of project results in Denmark.

Partner University of Miskolc significantly conducted investigations, research and developments, leads the creation of outputs O3 "Training Program Consulting & Qualification Digitalization" and O5 "Training Program Consulting & Qualification Customer-Centric Innovations" and participated in the development of curricula and implements all educational products.

The composition of the project consortium, the great commitment of all partners and a smooth cooperation ensured the outstanding success of the ICIinSMEs project. We sincerely thank all partners and the persons involved for the excellent cooperation.

Hanse-Parlament

Anna Maria Czarny

Melanie Henke

Dr. Jürgen Hogeforster

Hannes Ujen

Hamburg Institute of International Economics

Doreen Hotze

Isabel Sünner

Warmia and Mazury Chamber of Crafts and Small Business in Olsztyn

Karolina Knowska-Siwkowska

Justyna Kaczorek

Antoni Gorski

Hanseatic Institute for Support of Small and Medium Enterprises

Monika Zajkowska

IBC International Business College Kolding

Kirsten Jensen

Michael Christiansen

Hungarian Association of Craftsmen´s Corporations

Tamás Rettich

Beata Hoffman (Pisko)

University of Miskolc

Ágnes Horváth

Prof. Dr. Ádám Bereczk

Noémi Hajdú

Lower Silesian Chamber of Craft and Small and Medium-sized Businesses

Anna Capik

Magdalena Ornatowska

Ewa Komenda

2 Best Practices and Toolbox

2.1 Experiences of Best Practices in the use of Digital Technologies supporting Customer Innovations by SMEs1

The aim of the project is to strengthen the innovation capacity of SMEs in Eastern Europe. Thereby, the central problem of resource scarcity in SMEs is explicitly addressed, which causes difficulties in the integration of a customer-centric innovation approach within SMEs. To address this problem, this report provides an insight into aspects of the use of digital methods for the identification, processing, and implementation of customer-centric innovations in SMEs. In addition, selected best practices of customer-centric innovation activities are elaborated.

There is a lot of overlap between the different definitions regarding customer-centric, customer-focused, and customer-driven innovations, however, there is a big difference regarding who carries out the innovation process. In the case of customerfocused innovation programs that is the customer who makes it, while in customerfocused innovation it is done by the organization. The case is special in customer-centric innovation, while the new development comes from both the customer and the organization as cooperation.

As a starting point for this research, it is worth describing what we exactly mean by this phenomenon.

“Customer-centric innovation describes a change from innovating for customers to innovate with customers. Therefore, the customer takes an active role in innovation processes and become the primary source of ideas to initiate innovation activities. By integrating the customer-centric innovation philosophy, companies open their research and development activities, meaning that the innovation process happens with input from inside and outside of the company. Customers are involved in all stages of the innovation process.” (Desouza et al. 2020; Steinhoff & Breuer, 2014; Zajkowska, 2017)

If the customers are involved in the innovation process, the new product or service will better fit the market demands. There are different methods that ease to get to know the customers' ideas and feedbacks, such as:

Lead-user method based on the fact that led users’ needs will be the future demand of the market.

Experiments when different groups with different demands. The groups will answer the concrete questions, and the results can be compared, and the conclusion can be drawn.

In case of Living labs, the innovation starts with the ideas and needs of customers. There is a created spaces that is similar to the customer’s home.

In field test products and services will be tested in a real-life context.

Focus groups are the part of qualitative marketing research when 6-8 people take part in. There is a moderator who directs the process.

Customer group involvement helps developers to find better solutions for customer’s needs and problems.

Outcome based interviews are targeted interviews, when the needs of the different customer groups can be identified, that do not reflect the demand of the market.

Questionnaire survey is the part of quantitative marketing research when representative research can be conducted in order to gather statistical information.

In diaries the consumers who test the product will make notes about the experiences.

A brief review of best practices

We have 31 best practices from 12 countries.

Country

Number of BP

Denmark

4

Estonia

1

Finland

2

Germany

5

Hungary

8

Italy

1

Lithuania

3

Norway

1

Poland

3

Sweden

1

UK

1

US

1

2.11 Examples of Products or Services co-created with Customers.

Because of the small number of cases studies the good practices cannot be compared by countries, company size, and sectors. It is not possible to draw a correct conclusion for such a small number of items. Rather, we can say that the application of customercentric innovation can be applied successfully in many areas. It is particularly prevalent in areas where personalized (customized) products and services have higher importance.

It can also be seen from the cases that the products and sectors are very diverse. Generally, can be concluded that success can be reached in almost all areas in customeroriented innovation, regardless of the size, scope, or location of the companies.

In the case studies examined, customer-centric innovation was applied to products such as:

Recipes, DIY-Story cards, Calendar, Meal planner

Beeswax wraps

Sustainable jewellery

Construction toys

Customised and sustainable skin care, sustainable cosmetics, personalised skincare routine

Fair fashion and living accessories

Design homewares and furniture

Image design editor

Sustainable water bottles, personalised inscriptions and prints onto water bottles, personalised product packaging

Platform which develops new add-ins

Power tools and hand tools for the construction, manufacturing and woodworking industries

Realway services, travel, logistics and rolling stock maintenance

Postal service

Prepare the apartments for sale and we refurbish apartments

Payment Service

Special wall and ceiling decoration, digital wallpaper design activities.

Water, gas heating installation

API platform that allows to build customized payment solutions

A retail shop for eyes control and selling glasses. Glasses, (star) binoculars, control/eyes check, contact lenses and can offer services from an eyes-doctor.

Informatics, software development

Digital banking software

Manufacture of medical devices

Operation of hairdresser saloon

However, good examples of customer-centric innovation may not only appear at the product level. Other server processes such as sales, website, delivery can also be made simpler and more efficient by using consumer feedback. In other words, the efficiency of corporate operations and the complex process of customer service can be made more efficient through consumer feedback.

Redesign of web shop and faster delivery option

„Another example where the customers were heavily involved was the redesign of her web shop.

The layout and categories were completely restructured due to customer feedback to accommodate their needs and wishes. For instance, the products were restructured according to the product type, rather than according to collections as it had been the case prior to the redesigning process. Another change happened to the check-out process where customers can now add personalized features separately which makes the check-out process easier. The company continuously asks customers for feedback to be able to offer the best possible products and services. Due to the increasing international demand for her products, the company reached out to DHL to add another, faster delivery option especially for international customers.”

New Vintage by Kriss, a jewelry company, Estonia

Providing a high-level service in terms of efficiency

“Over the last few years laRinascente has carried out a progressive restructuring of the shops in the name of design, with the opening of new avant-garde stores and a continuous updating of the product offer.” “The customer must be given a high-level service in terms of efficiency, accessibility of the various payment methods and customer recognition.”

La Rinascente, Italy

Improving the overall customer experience and business operations

„The company made significant changes to the ways it interacts with customers to improve the overall customer experience and to help improve the business operations as a whole. Thus, it redesigned, restructured and modernized “all passenger traffic ticket sales systems and channels for both commuter and long-distance travel”.

VR Group, Finland

Technology development – finding new solutions.

„We continually face with new demands of the clients. They wish to have this technology used in places where there’s a high level of strain or even in their bathroom. This has made us find out new solutions. There are clients who wish to have certain decorations outside, on the walls of their houses. This is a new demand, and we try to find a suitable technology to satisfy it.”

IFresco, Hungary

Platform for freelancers

„The best insight comes from outside. Our mission is to facilitate a community, which works for everyone. Freelancers have access to a buzzing project bazaar, and companies can fulfill their business goals with the right people, handpicked specifically for their needs. We created a platform, where complex goals are made simple. This is a place where freelancers unite and join forces, so businesses can experience solutions like never before. Because diverse mixes bring unique solutions.”

Briefly, https://briefly.work/about-us-en

2.12 Methods of Customers’ Involvement in Innovation Processes

Companies can choose different methods to involve their customers in innovation processes. E.g.:

Surveys/questionnaires

Interviews

Focus Groups

Brainstorming

Observations (customers are observed in daily life personally)

Test Groups

Field Test (testing products and/or services in real life circumstances)

Simulations and visualizations

Living Labs (Cooperation with customers in company’s laboratories and workshops)

Diary Search: (target groups are asked to write the product and/or service experiences in a pre-structured online diary)

others

The most common method of involving customers is conducting interviews, surveys, and questionnaires, which are relatively easier to implement and better known, especially among SMEs. The companies use more of the digital communication channels used for communicating and collaborating with customers at the same time. The highest proportion was the use of e-mail, which was followed by the use of social media (Facebook, Instagram, Pinterest, Twitter, Youtube). In addition, the use of online advertising (Google ads, Instagram ads), an interactive website, and Q&R are mostly mentioned. The use of novel tools such as chatbots, support teams, or gamification tools is present, but in a rather minor proportion.

E-mail, phone

„In general, in the area of services, we contact the customers on the phone, via email, but above all in person. Based on the orders we can receive information, again electronically, about the products, spare parts, and the necessary new tools.”

Földvári, self-employed, Hungary

Social media

„In terms of social media presence, DHL is active on several platforms (e.g. Facebook, Instagram, Twitter) and shares a mix of personal stories from employees and new products and services, but also offers quick and simple customer service through a customer support account on twitter, for instance (@DHLPaket, @DHLexpress, @DHLPaket).”

DHL, Germany

„To cooperate with consumers in the field of innovation, we primarily use: Website, Facebook, You Tube, Instagram, Blog, E-mail communication.”

OMEGA, Poland

Social media and company website

„Another way of reaching out to her customers is through social media. For instance, the company often uses Instagram to receive quick and direct feedback from customers, e.g. in the form of short question and answer options on Instagram, or through short questionnaires. She encourages customers to share pictures of the jewelry and shares the stories behind certain pieces of jewelry on the company’s Instagram and her website. This way she involves her customers in the design of a product or, more recently, in the design of the company’s website. Another way in which Kriss uses social media to engage her customers in the design process is by giving the customers a few options in a product’s design and letting them vote on which one they like best or encouraging them to name a product, which is always a fun process for all involved. She also engages with customers via email and in her store.

New Vintage by Kriss, a jewelry company, Estonia

User survey

“The OmaPosti concept is based on a comprehensive user survey that interviewed over 50 users, charted their aspirations, and learned about their real needs. The service is constantly being developed and validated according to the needs of the users so that each new concept and feature will provide the best possible user experience.”

Posti, Finland

Digital guest book

„We have a digital guest book and write into it the date and the type of hairstyle we made to the customer. We have been keeping this digital guest book for years now, thus we know about each of our customer when we dyed her/his hair, what type and colour of dye we used and what was the hairstyle.

This way we become familiar with the customs of our clients; the materials used in his/her case. It is also beneficial for us because this way I can avoid buying paints and materials that nobody wants.”

Berendi Hair @ Academy, Hungary

Electronic drive interface

„When I receive a concrete order from a client, when I make and/or refurbish an apartment for a customer, I create an electronic drive interface for each of my future apartment owners where I upload the apartment layout, photos, the electricity and furniture I recommend, together with the recommended tiles, doors, windows, lamps, etc. thus the customer can choose from them. All the respective information is on a dedicated drive library specific to the property.”

PkHome Kft, Hungary

In some areas where tailor-made and personalized products are more important, or for smaller companies, in addition to online and traditional offline methods, face-toface encounters may be the most inspiring methods in product development.

Uses customers’ stories as inspiration - conversations with loyal customers.

„New Vintage by Kriss uses customers’ stories as inspiration for jewelry pieces. „Each design has a story behind it, something that moved, encouraged or touched us.” The company uses customerbased innovation by having conversations with loyal customers about their wishes and expectations for new products. Kriss believes that owning a small company is an advantage for customer contact and customer-centric innovation as it makes direct contact to customers easier. She is often able to meet customers in person at her design studio or on sales trips. Being a small company means that Kriss can accommodate clients’ wishes better and sometimes, for example, can add a specific symbol or engraving to her design. Often, designs come out of personal conversations with customers and the small size means that Kriss has the time to connect to different people on a more personal level.”

New Vintage by Kriss, a jewellery company, Estonia

Varkki also designs its products with customer input. and uses personal conversations with loyal customers for their innovation process.

Varkki, a sustainable fashion design company, Estonia

In person consultation, holding events and social media

„The company makes an effort to engage with its customers through several means, both online and in person. The company regularly holds events on a variety of topics that are of interests to its customers. The store also offers personalized makeup and cosmetics consultations in their store and, due to the pandemic, also online through video calls or photos. This allows them to provide the customers with the best possible shopping experience and product choice. The company also runs an online shop and tries to adjust their collection according to customer demands. A big part of their business strategy is using social media to interact with their customers. The company is very active on Instagram and regularly does live streams where they present new products and sales and interact with their customers. They also offer services such as customized advent calendars.”

Werte Freunde, Germany

Gathering customer feedback is not in itself an innovation. Another important step is when the received consumer opinions and experiences are built into product/service development or to make operational processes more efficient.

Incorporate customers feedback into product development.

„We receive suggestions as to which products and aspects of the products are particularly important to the customers. Thanks to the direct and rapid feedback, these are actually incorporated into product development.”

mamiblock Shop, Germany

Incorporate customers feedback into product development.

„One example of a product that was innovated or rather iterated through the input of customers are the beeswax wraps. After GAIA had received comments on their Instagram profile that the wraps size should be bigger repeatedly (10 comments), they actually changed the size.”

GAIA, (Trade) Germany

In the case of individual, personalized products, it is often the case that a product, proven form, design, or technical solution for a customer is later incorporated into the wider product range, using its experience.

From custom-made items to overall market

„The custom-made items often also make their way into the wider collection and are then sold as ‘regular’ products. „

New Vintage by Kriss, a jewellery company, Estonia

From custom-made items to overall market

„As for churches, we must mention the church in Ipolynyék, Slovakia. A local painter had been instructed to paint the church, so the interior decorations were made by him. But the dome seemed to be a bit more difficult. So, I modelled it on a gym ball. Here we also carried out a 200m2 ceiling design. Incidentally, this work has brought a new product to be sold in the market soon.”

IFresco, Hungary

Solutions from different fields could be standardized and synthesized into one software and sold on the market

„The companies approached us for the purpose of process development and based on the experience gained together during this time, we recognized this market need, an innovative idea. Demand process solutions from different fields could be standardized and synthesized into one software and we can sell this to other companies in the market.

Steps of the customer-driven innovation process:

1. Situation analysis of previous clients, identification of processes

2. Defining automated processes

3. Define user requirements

4. Based on the user requirement, the requirement of the new IT system is created

5. Software development

6. Sales of software supporting standardized processes

7. Software adaptation for the new customer”

FlexInform Kft., Hungary

Getting to know consumers and their behaviours, habits, needs, and preferences, and the increasingly conscious use of information is an important element of marketing strategy. A higher level of use of information collected from customers is the use of digital methods, such as data analysis, or the use of algorithms and applications to better identify consumers and their preferences and to personalize and target marketing communication tools.

Customer community and data analysis

„Through the various channels in place for customer feedback and innovation through customers, GAIA has grown a sustainable customer community. With the help of data analysis, GAIA knows exactly who the customers are and what kind of people are reached through their online marketing strategies. GAIA has formulated a clear target group which helps them deciding on different marketing and customer strategies. Furthermore, they aim to keep their already established customers instead of focusing only on new customer acquisition.”

GAIA, Germany

Customer Solution and Innovation (CSI)” system

„The company established a “Customer Solution and Innovation (CSI)” system which is both a primary contact for customers and additionally also closely analyses and monitors customers’ needs and satisfaction. On top of that, the company has three innovation centers: one in Germany, one in Singapore and in the USA (Illinois) where customers can discover new trends and innovations and engage with them, but also present their own, personal challenges and issues. It is also important to highlight, that DHL is aiming to receive feedback and customer inputs at a variety of locations to enable a diverse customer group to be involved in the innovation process.”

DHL, Germany

ICT, customer loyalty program, CRM and data analysis

„ICT supports the marketing-oriented activities that come into play when the customer is not inside the store and that are used to communicate and let him know what is happening inside our stores. This is why we are committed to carrying out a customer loyalty program, through action on the checkout, CRM and data analysis, to give the consumer an integrated and personalized communication based on his interests.”

La Rinascente, Italy

Use of an algorithm based on the skin profiles and customers’ feedback.

„Nøie allows customers to subscribe to a customized skincare subscription service. Customers do the “Skin Test” and create a unique skin profile which is then analyzed and matched with the best skincare routine and products from Nøie’s range. The company has accumulated data from over 60,000 people and has created an algorithm based on the skin profiles and customers’ feedback. Customers are further able to adjust their skin profile and thus their products and skincare routine any time and have the chance to get their money back should they be unhappy with the results. The company relies on customers to continuously provide them with data which is then reflected in the offered products and services. Most of the company’s communication with its customers is done online through its website and the personal customer profiles. „

Nøie, Denmark

Skin profile through a personalized online test

„The company offers a skin test where customers can find out their specific skin type through a personalized online test. In addition to their online skin test, the company also offers personal online chats on their website and video call consultations to provide each customer with the best personalized shopping experience and best suitable product.”

Manilla, Lithuania

Insights Forum – customer community - Big Data, CRM, and social media analytics

„DEWALT launched the DEWALT Insights Forum, which offers customers the opportunity to provide feedback and to submit ideas for products. The community has over 12,000 members and is made up of its partner Vision Critical, as well as customers, partners, employees, fans, donors, and alumni. Using an Insight community, DEWALT gets rapid and ongoing feedback that allows them to make easier business decisions. More specifically, the insight community allows DEWALT to engage with customers in an ongoing dialogue that respects members individuality and their humanity, and which complements other data sources, like Big Data, CRM, and social media analytics.”

DEWALT, USA

Digitalization and modernization

„Due to the increased modernization and digitalization, the company can now continuously collect data on its customers and how they use its services which then helps with improvements and innovations.”

VR Group, Finland

Applications for learning about end-users

„Nowadays, there are plenty of suitable tools available during development to learn about end-user needs, of which perhaps the following 3 applications are what we come across often in our projects:

Zeplin is a designer tool that facilitates group work within the company between the designer and the development team, as well as common processes and communication with the customer (viewing visuals, commenting). The finished design plans can be placed in the Zeplin, which is easy to comment on, so even selected end-user groups can be easily involved in the design process.

Figma is also a designer tool whose best function is to allow live, real-time collaboration with a selected group of customer representatives and even end users, thus speeding up and facilitating the implementation of appropriate user needs and opinions during development. Invision is the perfect tool for putting together validated design elements to build a workable MVP (Minimum Valuable Product) that allows you to initiate approval processes and test finished user interface designs for either the customer or end users without starting application development. would be.

W.UP, Hungary

There are companies that use multiple methods to engage their consumers, combining offline and online methods. Although no general conclusions can be drawn, the results of our survey show that more complex, organized solutions for customer involvement are typically used by larger (primarily large and medium-sized companies) and more mature companies. Also, an important question is whether companies categorize their customers based on their needs or expertise when involving them in the innovation process. This is an important issue because different types of feedbacks and experiences can be incorporated in the case of different customers. Different kinds of information can be obtained from lay customers and from professional users in the product development process. Both kinds of information are extremely useful.

The widest range of tools for consumer involvement has been observed in the practice of one of Norway’s leading food companies. In addition to surveys, the methods of focus groups, laboratory, and home testing, among others, are used. In addition, the categorization of consumers can be observed. They differentiate between lead users and professional users from end-users in their involvement in innovation processes. It is important to emphasize that the company also realizes significant and continuous benefits through the introduction of customer-centric innovations (see later). In addition to market (domestic and international) and operational advantages, they also achieve remarkable results from a financial point of view.

More complex, organized solutions for customer involvement - combination of the methods - Categorizing consumers based on their needs and expertise.

“In an industrial enterprise like this, there are a number of fairly common methods used to obtain information about customers and markets. Surveys and focus groups are often used to get feedback from customers. Perhaps more interesting is the combination of these methods with direct involvement of users, for example:

focus groups where participants get to taste and evaluate new products, and where they can also be asked to explore new products in use in the kitchen.

taste panels in sensory laboratory for scientific testing of users' response to different product variants

survey / home testing of new products to learn how consumers use new products, and how the product fits into the consumer's cooking and eating habits.

In addition, professional and industrial partners and customers are often involved in several phases of the innovation process:

Chefs, as an important group of «leading users», from the Department of Gastronomy (now the Culinary Institute) and from various renowned restaurants, as well as experts from Matforsk and the university community at Ås, are often used for advice and participation in product development.

Industrial partners and customers, from retail chains to industrial producers of ready-made food and other foodstuffs, often participate in the formulation of new needs and in the development of new concepts, products and technical solutions.”

Data collection about customers in case a project was done in several rounds. Early in the project, the team conducted a study trip to potential market regions. Italy, Belgium, Korea, Japan, etc. were visited to learn about their food cultures, market and distribution structures, etc. Later, when the technology was better developed, they conducted more conventional market studies, using focus groups and home testing of the product in a number of Norwegian home. Finally, a number of marketing and sales promotions provided important learning in direct interaction with potential customers.”

TINE, Norway

In addition to the practice of the Norwegian company, we can also highlight the example of a Hungarian software company and a medical device manufacturer company in terms of combining and applying the methods in many ways. An interesting moment in the case of a software company is that the head of the company highlighted as an important aspect that their own employees look at their products from the customer's point of view and use their own needs in product/service development, as they can be considered customers. They themselves use these services.

Combination of methods - working team as customers

„We use several methods to involve customers, depending on the expectations of our customers. Most often, we use UX research methods, which are performed either by our company or by the customer, otherwise by a third party. During the developments, in addition to the research, we also got our own and our acquaintances' experiences, on the basis of known user market knowledge, and on opinions available on freely available social media interfaces. Also a few examples without claiming completeness:

UX Research: Knowledge of the operation of the market, users and competitors, collection of information and adaptation of this information in the design phase. Examples of solutions used include user interviews based on online research, ethnographic research and market research methodologies, the main purpose of which is to understand the real needs and difficulties of end users during design, to understand their thinking and to be able to design a solution to them.

Service Design: Optimizing the usefulness of the service for the user by involving the customer.

This optimization feeds on UX research, user reviews, and marketing research to deliver the most optimal solution for the customer. Solutions used include service scope and customer journey map. User Experience Design: Maximize the usability of the service for the user, with the goal of achieving a perfect user experience that is mapped based on UX research. In each case, the completed sub-plans are tested with different user groups, the results of which are continuously traced back during the development process. Examples of solutions used are information architecture, user personas and usability testing.

User Interface Design: User Interface (UI) Design - Facilitate the user-friendliness of the service by using the appropriate design elements based on the above research and current trends. Solutions used include emotion design and design guideline.

In addition, it is important to highlight the use of ideas within your own team as customer needs.

We are all users of such applications in our private lives, so ideas within a team are customer-side innovations, with the difference that perhaps our ideas and opinions are not typical customer opinions, as we look at these products with a slightly different eye due to our work.”

W.UP, Hungary

Combination of methods - Categorizing consumers based on their expertise.