Spotting visual clues
It’s also useful to search for weak signals
when customers start engaging with products or services in new, tech-enabled
ways, often simply by sharing per-
ceptions about a company’s offerings and how they are using them. This
can be hard for companies to relate to
at first, as it’s quite removed from the usual practice of finding data patterns, clustering, and eliminating statistical noise. Spotting weak signals in such cir-
cumstances requires managers and employees to have the time and space to surf blogs or seek inspiration through
services such as Tumblr or Instagram.
As intangible as these techniques may sound, they can deliver tangible results. US retailer Nordstrom, for example, tookan early interest in the possibilities
of Pinterest, the digital-scrapbooking
site where users “pin” images they
like on virtual boards and share them with a larger community. Displayed
on Pinterest, the retailer’s products gener-
ate significant interest: the company currently has more than four million followers on the site.
Spotting an opportunity to share this
online engagement with in-store shoppers,
the company recently started dis-
playing popular Pinterest items in two of its Seattle-area stores. When early results were encouraging, Nordstrom began rolling out the test more broadly to capitalize on the site’s appeal to customers as the “world’s largest ‘wish list,’” in the words of one executive.2
The retailer continues to look for more
ways to match other customer inter-
actions on Pinterest with its products. Local salespeople already use an
in-store app to match items popular on
Pinterest with items in the retailer’s inventory. As the “spotting” ability of com-
panies in other industries matures,
we expect visual tools such as Pinterest to be increasingly useful in detecting
and capitalizing on weak signals.
Spotting visual clues
It’s also useful to search for weak signals
when customers start engaging with products or services in new, tech-enabled
ways, often simply by sharing per-
ceptions about a company’s offerings and how they are using them. This
can be hard for companies to relate to
at first, as it’s quite removed from the usual practice of finding data patterns, clustering, and eliminating statistical noise. Spotting weak signals in such cir-
cumstances requires managers and employees to have the time and space to surf blogs or seek inspiration through
services such as Tumblr or Instagram.
As intangible as these techniques may sound, they can deliver tangible results. US retailer Nordstrom, for example, tookan early interest in the possibilities
of Pinterest, the digital-scrapbooking
site where users “pin” images they
like on virtual boards and share them with a larger community. Displayed
on Pinterest, the retailer’s products gener-
ate significant interest: the company currently has more than four million followers on the site.
Spotting an opportunity to share this
online engagement with in-store shoppers,
the company recently started dis-
playing popular Pinterest items in two of its Seattle-area stores. When early results were encouraging, Nordstrom began rolling out the test more broadly to capitalize on the site’s appeal to customers as the “world’s largest ‘wish list,’” in the words of one executive.2
The retailer continues to look for more
ways to match other customer inter-
actions on Pinterest with its products. Local salespeople already use an
in-store app to match items popular on
Pinterest with items in the retailer’s inventory. As the “spotting” ability of com-
panies in other industries matures,
we expect visual tools such as Pinterest to be increasingly useful in detecting
and capitalizing on weak signals.
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