1 Module 2

MODULE 2:
Idea generation and Conceptualization: Visual thinking, Drawing/sketching, new concept
thinking, Concept Generation Methodologies, Concept Selection, Concept Testing, Opportunity
identification, Empathy for design – Collaboration in distributed Design.

Idea Generation and Conceptualization:

Idea Generation
Ideation is the third stage in the Design Thinking process. Ideation is the process where
you generate ideas and solutions through sessions such as Sketching, Prototyping, Brainstorming,
Brain writing.

 The term “ideate” is just a fancy way of saying that designer want to come up with ideas,
and there is no shortage of ways to accomplish that.
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 When designers talking about the ideate stage, i.e it is the point in the design process
where designers come up with a large volume of ideas to find and implement the most
creative one.
 The purpose of the ideate stage is to push for the widest range of ideas that can be
implemented in later stages.
 The ideate stage is important because it is when a design team moves from understanding
and defining consumer/user/client/customer problems to coming up with solutions for
those needs.
 Without the ideate stage the problem remains just the problem.
 Ideating allows a design team to consider creative ways to address the needs of the user
have highlights in the empathize stage and more clearly outlines in the Define stage
 In this process, design thinkers also resort to use of boards, sticky notes, sketching, chart
papers, mind maps etc.
Why do We Need Ideation in Design Thinking?
You ideate in order to transition from identifying problems to creating solutions for your
users. Ideation is your chance to combine the understanding you have of the problem
space and people you are designing for with your imagination to generate solution
concepts. Particularly early in a design project, ideation is about pushing for a widest
possible range of ideas from which you can select, not simply finding a single, best
solution.”
Ideation is often the most exciting stage in a Design Thinking project, because during
Ideation, the aim is to generate a large quantity of ideas that the team can then filter and
cut down into the best, most practical or most innovative ones in order to inspire new
and better design solutions and products.
Whatever the case, the most important component of ideation is that there is no
judgement in the space and that everyone is striving to achieve the end goal as a team,
not to win the right answer individually. In this space, team members are encouraged to
push their ideas and imagination far and wide.
Conceptualization:
Conceptions are mental images we use as summary devices for bringing together
observations and devices for bringing together observations and experiences that seem to have
something in common. Conceptualization involves writing out clear, concise definitions for our
key concepts.
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Conceptualization is the process of specifying what we mean when we use particular

terms. Conceptualization is a process that involves coming up with clear, concise definitions.
Some concepts have multiple elements or dimensions. Just because definitions for abstract
concepts exist does not mean that the concept is tangible or concert.
The conceptual design phase formally establishes the initial idea. It absorbs just enough
engineering to provide management with a reliable assessment of likely performance, possible
looks, basic understanding of the scope of the development effort, including marketability, labor
requirements, and expected costs.
Visual Thinking:
Visual thinking is defined as a thought process that organizes ideas visually and focuses
on graphic representation instead of a verbal representation of information. Visual thinking is the
phenomenon of cognition through visual processing. Visual thinking is often described as seeing
words as a series of pictures. Nearly 60 percent of people learn best through visualizations. Visual
thinking is a powerful skill that taps into our deepest biological capability for understanding. It
enhances our ability to develop new ideas and designs, communicate those ideas effectively, and
collaborate with others to make them real.
Visual thinking, also called visual or spatial learning or picture thinking, is the
phenomenon of thinking through visual processing. Visual thinking has been described as seeing
words as a series of pictures. It is common in approximately 60–65% of the general population.
"Real picture thinkers", those who use visual thinking almost to the exclusion of other kinds of
thinking, make up a smaller percentage of the population. Research by child development theorist
Linda Kreger Silverman suggests that less than 30% of the population strongly uses visual/spatial
thinking, another 45% uses both visual/spatial thinking and thinking in the form of words, and
25% thinks exclusively in words. According to Kreger Silverman, of the 30% of the general
population who use visual/spatial thinking, only a small percentage would use this style over and
above all other forms of thinking, and can be said to be true "picture thinkers".
For example, when I visualize my vision board of pictures and words for my dreams on
the wall, it's a concrete visualization. Abstract visual thinking is also not limited to visuals;
auditory and kinesthetic aspects can be paired with it.
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Conflicts in Visual Representation

Human centered approach problem is an approach of problem solving mostly used in
design and management sectors by defining human perspectives in all steps of problem solving.
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Example 1: Push / Pull Door

Problem Solution designed

 The design had interrupted human  The push part of the door does not
brain cognitive Bias. need handle.
 For brain seeing handle triggers an  Design a door with only in the pull side
action to pull it. of the door.
 In this case the push and pull part of  Leave the push side with a plain pad.
the door are fitted with a handle, this  People will push the door
creates confusion in brain. automatically if they don’t see a handle
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Example 2: Kids Toothbrush

Kids hold tooth brushes is totally different from an adult. So it is harder for them to use a
toothbrush that are designer for adults.

Problem Solution designed

 Kids hands are so small  Made the hands of brush fat and
 They hold tooth brush inside their fist. squishy
Adults hold it inside the fingers  Introduced small bristles
 Lack of motivation to brush their teeth  Introduced funny character to the
handle
 Created funny accessories
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Example 3: Ketchup bottle

Getting full ketchup out of a ketchup bottle was a pain task. The ketchup was thick and it
takes more time to squeeze out till the last drop from that bottle and that’s why HEINZ
introduced an inverted bottle design.
HEINZ purchased the inverted bottle design from an American designer named Paul
Brown. They redesigned the bottle to have a handgrip and holding space because of its inverted
design, the user will get the last drop from the bottle.

Problem Solution designed

 Difficulty in getting full ketchup out of  Designed inverted standing bottle
the bottle  Designed bottle for easy handling with
 Difficulty in handling and squeezing one hand
the bottle with one hand
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Example 4: Lay’s Stax packaging

 The famous snack and beverage Brand PepsiCo introduce a new type of packaging for
lays.
 PepsiCo previous CEO Indra Nooyi Introduced the human centered design approach in
lays
 PepsiCo’s design team analyzed how people are using their products, and they find out
most of the women prefer to eat neat and clean.
 They want to have last chip in that packet but they are not ready to dump all that small
cracked chip into their mouth
 Solution is created a vertical and round bottom can with tray, so the user can take out the
tray whenever they need a snack and put it back in after use

Problem Solution designed

 Normal package can’t be reused  Designed around pillar package
 Product wastage is high  Introduce a tray for easy access
 Snack size was reduced .so user can
finish it in two bites
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Drawing/sketching
Sketches will usually be created using mediums such as graphite pens, charcoal, ink,
pencil, and Conte. A drawing may use these mediums as well, but may also add color or other
additional mediums, such as pastels or colored pencils.
Sketching is a rapidly executed freehand drawing that is not usually intended as a finished
work. Sketching is a kind of drawing which is performed entirely by freehand. Sometimes it is a
method which is used to make initial representations of final sketches or designs. However, in
some situations, artists can create final pieces, only by sketching. Usually, artists also use many
other resources.

Drawing is one of the core forms of both the visual arts and fine arts. The term “drawing”
is often used interchangeably with the term “sketching,” but are they the same thing, or is there a
difference between these two?. There is a difference between drawing and sketching. Both terms
can describe the process of creating artwork, but a drawing can also describe a final product. All
sketches are drawings, but not all drawings are sketches. A drawing is a fully conceptualized and
completed artwork. Finished drawings include more detail and techniques such as watching,
shading, or even color.
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New Concept Thinking

Developing a creative concept can take anywhere from a few days to months depending
on who is on the team.
Step 1: Develop a Problem Statement
Before holding a brainstorming session, develop a problem statement based on
information in the creative brief and the communication strategy. It may help to review and revise
(as necessary) the problem statement developed during the situation analysis. A problem
statement is a concise description of the issue that needs to be addressed by the SBCC campaign.
Step 2: Select the Brainstorm Team
Assemble a team to conduct a creative concepts brainstorm. If outsourcing, creative agency staff
may do the brainstorming. If conducting a design workshop, be sure to invite members from a
variety of backgrounds, including government staff, creative professionals, SBCC experts and
technical experts. Clarify the team member roles before brainstorming sessions begin.
Step 3: Organize the Brainstorming Session
Arrange a time and place for the session and invite participants. Ensure that the room is
comfortable and has markers and a flip chart, white board or blank paper to capture ideas. To
encourage creativity, it may be helpful to decorate the room, provide toys to play with or play fun
music.
Step 4: Provide Background for the Brainstorm
At the beginning of the brainstorm session, the facilitator states the objectives and
expected outcomes of the meeting to create a common purpose. The facilitator then outlines what
will happen in the meeting and the methods that will be used, such as individual idea generation,
group brainstorming, small group work or critique sessions.
Step 5: Break the Ice
To produce creative ideas, participants need to open their minds and feel comfortable with
each other. A silly ice breaker or fun activity can help participants get in a creative mind-set and
not be as concerned about what others think of them. See the Resources section for links to ice
breakers and other activities.
Step 6: Individual Idea Generation
Start by giving participants a set amount of time to generate ideas individually (30
minutes is usually good). Provide individuals with sticky notes and ask them to think of themes or
ideas that would encourage the desired change and communicate a benefit for making that
change. Usually, this stage involves coming up with an image or overarching idea, but individuals
may think of a headline or tagline, as well. Individuals can draw, write or express their ideas in
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other fun ways on their sticky notes.

Step 7: Expand Ideas

Next, expand on the groups of creative ideas. This is often done in small groups, but it
also can be done all together, especially if the group is small. Divide the participants into small
groups of three or four, ensuring a good mix of backgrounds (creative, technical, communication,
government). Assign each a grouping and ask them to further develop that creative idea. The
small groups should come up with a visual and a headline, slogan or tagline that goes along with
the visual. Set a time limit and remind participants of the ground rules.
Step 8: Select and Refine the Two to Three Best Ideas
Once all of the ideas have been presented, the facilitator leads participants in an exercise
to identify the strongest ones. The facilitator may have participants fill out a rating matrix (see
Templates for an example), or vote on the best ideas using a dot vote or other method.
Participants should keep the following criteria in mind when selecting ideas:
Step 9: Check Feasibility
After the brainstorming session, check the three final concepts again to ensure they are
feasible and consistent with the creative brief. For each, consider each of these questions:
 Will this work?
 Will it interest the audience? Would it offend any audience members?
 Is budget sufficient to support the idea?
 Can this idea be promoted through the communication channels selected for this
program/campaign?
Step 10: Prepare Visual Presentations of Concepts
The creative team now develops the final three concepts visually and verbally so that they
can be tested with the audience. The most common approach is to develop a concept board
containing a headline, tagline and a key visual. The visual is an image that complements the idea
and serves as a catalyst for discussion. Concept boards can be illustrated or stock photography
can be used. Sometimes the concepts can be presented through a storyboard for a TV spot, an
outline of a radio spot or a written description of how the concept would roll out across multiple
media. Below are a couple examples of concept boards.
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Concept Generation Methodologies

How to generate concepts for product design

The first step in the concept generation process involves understanding the customer's
concerns. The customer may tell you about the type of product they want, but they may not have
all the required information. You may meet with them, visit their facility and speak with their
staff to understand the problem they're trying to solve and the features they want. Ask for their
mission statement and a list of preliminary specifications. Create a product development
specification (PDS) document if you don't have one.
Whether the customer finds no solution or wants a customized solution, learning about
existing solutions to similar problems can make the concept generation process easier.
Customizing an existing solution with relevant functions is often faster and more cost-effective
than developing a new product. A simple online search can help, so you may browse engineering
websites. Conducting a patent search on the United States Patent and Trademark Office (USPTO)
website can also give some useful hints at viable solutions.
Once you find a few solutions, you can customize them to fit the specifications of the
project. You may explore those solutions further to determine which ones to pursue or create a
new one. Consider generating a minimum of three solutions. Ideation is a creative process and
there's no single method for it. You can use different techniques like brainstorming, lateral
thinking and mind maps. Focus on generating visual concepts of the product along with its
working principles.
After you've developed several concepts for the product, it's time to explore them further
and keep only the best ones. You can do this in several rounds. For example, you first can remove
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the concepts that look too similar or those that are beyond the resources of the organization. It's
helpful to have a maximum number of five best concepts for the final review. You can then
analyze them based on factors such as technical feasibility, potential patent issues and funding
requirements.
The final step involves choosing a winning concept. Companies usually do this through a
team decision. You may decide to choose a hybrid of two or more concepts. It's helpful to think
from the customer's viewpoint and emotionally connect with the product while choosing the final
concept for product design. Once you've picked the winning concept, you can send it for
prototype development, preliminary testing and production drawings.
Concept Selection
Concept Selection is an element of the design process. It enables you to pick the idea(s)
which best satisfy the Product Design Specification (PDS). The design process should begin by
 Understanding the customer need,
 Developing a PDS
 Generating a range of concepts to consider.
In industry, selecting highly creative concepts increases the likelihood of radical
innovation and product success, while selecting poor concepts can result in large expenses
including redesign costs and production postponement.
Concept selection tools and methods are techniques that help you to rank, score, or filter
your design alternatives, based on predefined criteria and metrics. They can be classified into two
main categories: screening tools and scoring tools. Steps in concept selection are
 Prepare the selection matrix
 Rate the concept Rate the concept
 Rank the concept
 Combine and improve the concept
 Select one or more concept
 Reflect on the result
Concept Testing
Concept testing is a method of evaluating early-stage product, service, campaign, or
project ideas. The goal is to determine whether a concept is viable and gather customer feedback
to improve it.
Concept Testing Methods
Comparison testing
Monadic testing
Sequential monadic testing
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Proto-monadic testing

1. Comparison Testing
In comparison testing, two or more concepts are presented to the respondents. The
respondents compare these concepts by using rating or ranking questions or merely asking to
select the best concept displayed.
Comparison tests give clear and easily understandable results. It’s easy to determine
which concept is the winner. However, the results lack context. There is no way to tell why the
respondents choose one concept over others. It is essential to understand these details before
successfully launching a product.
2. Monadic Testing
The target audience is broken down into multiple groups in a monadic test. Each group
gets shown only one concept. These tests focus on analyzing a single concept in-depth. A
monadic test survey is usually short and highly targeted.
Since each group of respondents sees a single concept, it is possible to go in-depth without
making the survey lengthy. Researchers can ask follow-up questions about the various attributes
of a concept, such as what they liked about the concept, it’s look and feel, price point, etc.
Though each group of respondents sees different concepts in isolation, each concept’s follow-up
questions will be the same.
Monadic test surveys are short and give researchers the flexibility to ask multiple follow-
up questions. Thus the results provide more context around why a specific concept is better than
others. However, since the target audience is split into multiple groups, the sample size required
to conduct a monadic test is extensive. Since various concepts need testing, more significant is
the sample size. The increase in sample size considerably increases the cost of research.
3. Sequential Monadic Testing
Like the monadic test, in sequential monadic tests, the target audience is split into multiple
groups. However, instead of showing one concept in isolation, each group is presented with all
the concepts. The order of the concepts is randomized to avoid research bias. The respondents are
asked the same set of follow-up questions for each concept to get further insights.
Since each group of respondents sees all concepts, the target audience size required to
perform a sequential monadic test is relatively small. Multiple concepts can be tested in a single
round. Thus sequential monadic tests are more cost-effective and easy to field. This concept
testing method makes it ideal for research with budget constraints or when only a small target
audience is available.
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However, since all the concepts are presented to each group of respondents, the
questionnaire’s length is fairly long. This affects the completion rate and might introduce non-
response bias. Researchers can reduce the length of the questionnaire by limiting the number of
questions. However, this affects the depth of the collected insights.
Sequential monadic tests are also subject to other biases, such as interaction bias or order
bias.
4. Protomonadic Testing
A protomonadic test includes a sequential monadic test followed by a comparison test.
Here, respondents first evaluate multiple concepts and then ask to choose the concept they prefer.
This design is useful to validate the results from the sequential monadic test. Researchers
can verify if the concept selected in the comparison test is compatible with the insights collected
about each idea.
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Example: Tesla used a unique launch strategy by using concept testing to gain approval from
customers and raise capital. This strategy was a huge success, and Tesla raised $400 million.

Opportunity Identification
Opportunity identification is when an individual realizes a business idea with good returns
that has not been discovered. It requires keen scanning of the business environment, being alert
about the changing information, and the ability to use the information effectively.
The opportunity recognition process is a step-by-step procedure of how an entrepreneur
identifies an opportunity and makes it a viable business idea. Entrepreneurs must learn the
industry's background, recognize opportunities when they present themselves, and actively look
for new opportunities. The role of opportunity recognition in innovation is highly significant to an
innovative firm. There are five stages in the process of opportunity recognition. The opportunity
recognition process helps equip them with the skills they need in each step. They include getting
the idea, identifying the opportunity, developing the opportunity, evaluating the opportunity, and
finally evaluating the team.
1. Getting the idea: The first stage is for the entrepreneur to get the business idea. An
individual can generate a business idea from a niche in the market. A niche is a gap left
unfulfilled by those currently serving the market. It provides a chance for other people to
add value that was unmet. It allows the new entrepreneurs to perform differently and
compete with already existing businesses.
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2. Identifying the Opportunity: Opportunity identification is when an individual realizes a
business idea with good returns that has not been discovered. It requires keen scanning of
the business environment, being alert about the changing information, and the ability to
use the information effectively.
3. Developing the Opportunity: Developing an opportunity requires the entrepreneur to
modify the idea to suit the current market needs. During this stage, research is conducted
to identify whether the business idea can be converted into an actual business. The
entrepreneur begins the process of acquiring resources for the opportunity.
4. Evaluating the Opportunity: Opportunity evaluation is the stage where the potential
risks are assessed. It is identified whether the risks will be worth the investments made.
Profitability is also scrutinized to find out how long the payback period is after an
investment.
5. Evaluating the team: The final stage involves having a skilled team to bring the business
idea to realization. Employing capable people is crucial because they are the people who
will work to make the opportunity economically viable.
An entrepreneur must follow these stages systematically for a successful business idea.

Empathy For Design

Empathy is defined as “the action of understanding, being aware of, being sensitive to,
and vicariously experiencing the feelings, thoughts, and experience of another without having the
feelings, thoughts, and experience fully communicated in an objectively explicit manner.”
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The first stage (or mode) of the Design Thinking process involves developing a sense of
empathy towards the people you are designing for, to gain insights into what they need, what they
want, how they behave, feel, and think, and why they demonstrate such behaviors, feelings, and
thoughts when interacting with products in a real-world setting.
To gain empathy towards people, we as design thinkers often observe them in their natural
environment passively or engage with them in interviews. Also, as design thinkers, we should try
to imagine ourselves in these users’ environment, or stepping into their shoes as the saying goes,
in order to gain a deeper understanding of their situations

Collaboration In Distributed Design

 Start with the WHY
 Outline the Creative Brief
 Discuss and listen
 Inclusive team management
 Encourage co-creation
 Put your systems in place
 Correct Tools
 Motivate! Designers are people too
 Feedback – honest, constructive and open
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 Credit where credit is due
Problem-solving steps
Here are the basic steps involved in problem-solving:
1. Define the problem: The first step is to analyze the situation carefully to learn more about
the problem. A single situation may solve multiple problems. Identify each problem and
determine its cause. Try to anticipate the behavior and response of those affected by the
problem. Then, based upon your preliminary observation, use the following tips to pinpoint the
problem more accurately:
Separate facts from opinions
Determine the process where the problem exists
Analyze company policies and procedures
Discuss with team members involved in order to gather more information
Define the problem in specific terms
Gather all the necessary information required to solve the problem

While defining a problem at this stage, make sure you stay focused on the problem
rather than trying to define it in terms of a solution. For example, “We need to rewrite the
training documents” focuses on the solution rather than the problem. Instead, saying, “Training
documents are inconsistent” is a better way to define a problem. Depending upon the
complexity of the problem, you may want to use tools, like flowcharts and cause-and-effect
diagrams, to help define the problem and its root causes.

2. Identify alternative solutions: Brainstorm all possible ways to solve the existing problem.
Invite suggestions from everyone affected by it and consult those who may have more
experience with the type of challenge you’re experiencing. You can also use surveys and
discussion groups to generate ideas.
Keep the following points in mind while exploring alternatives:
Consider every aspect that could slow down the process of solving the existing problem
Make sure the ideas generated are consistent with relevant goals and objectives
Check that everyone participates in the process of idea generation
Distinguish between short- and long-term alternatives
Write down all the proposed solutions. You should have at least five to eight possible
solutions for each problem.
3. Evaluate solutions: Now it's time to evaluate your list of alternatives. Assess the positive
and negative consequences of each alternative defined in the previous step. Analyze and
compare all the alternatives in terms of the resources required for their implementation,
including time, data, personnel and budget.
4. Select a solution: After the evaluation process, select a solution most likely to solve the
problem. Consider to what extent a solution meets the following objectives:
It solves the problem smoothly without creating another problem
It is acceptable to everyone involved
It is practical and easy to implement
It fits within the company’s policies and procedures
It is important to consider implementation when choosing a solution.

Decide the following:

 The employees responsible for executing the solution
 How the employees will implement the solution
 The amount of time and resources needed

5. Implement the chosen solution: The next step involves implementing the chosen solution,
which usually requires you to take the following actions:

Develop an action plan to implement the chosen solution

Define objectives and separate them into measurable targets to monitor the
implementation
Define timelines for implementation
Communicate the plan to everyone involved
Develop feedback channels to use during the process

6. Monitor progress and make adjustments: Make sure to continuously measure progress to
ensure your solution works. Gather data and feedback to determine if the solution meets the
needs of all those involved. You may need to make adjustments if anything unexpected arises.
If you feel the solution doesn’t work as planned, you may need to return to your alternative
solutions and implement a new plan.
What are important problem-solving skills employers look for?
Many employers seek candidates with strong problem-solving skills. Here are some of
the most sought-after skills:

Listening: Active listening helps you gather valuable information for problem-solving.
A good problem-solver can identify everyone involved, encourage them to participate
and actively listen to different opinions to understand the problem, its root cause and
workable solutions.
Analytical thinking: Analytical thinking helps you research and understand a problem
and its causes. The ability to establish a cause-and-effect relationship is also essential
in anticipating the long-term effects of a course of action. Those with strong analytical
skills can evaluate the effectiveness of different solutions and choose the best one.
Creativity: Problem-solving requires you to create a balance between logic and
creativity. You need to use your creativity to find the cause of the issue. It also requires
creativity to develop innovative solutions. Creative people bring unique perspectives
and give a new direction to the company.
Communication: Whether you are seeking solutions to an existing problem or want
others to follow a certain course, you should communicate effectively. You may need
to talk with others in person, over the phone, via text or through email. You may also
need to correspond with many different people, including team members, customers
and managers. Effective communication across a variety of channels allows you to be
a good problem solver.
Decision-making: You should be able to decide what methods you should use to
research the problem, which solutions you should use and how you should implement
the solution. Almost every stage of problem-solving requires you to make a decision.
Teamwork: Problem-solving involves teamwork. You ask people about their
perspective on the problem, involve them in developing effective solutions, seek their
feedback on the chosen solution and rely on them to implement the process. It is
essential to involve and motivate all members of the team for effective problem-solving.
How to turn your idea into a product
If you've got a great idea for a new product, be it an intricate mechanized invention or
a redesign of a common item, follow the six steps below to turn your idea into a new product
with the potential to succeed in the market:

1. Document your idea

All great things come from great ideas, but ideas are infinite and intangible. They're
also impossible to prove when claiming something as your own. Documenting your idea in a
journal may not only help you track your process as you further hone your idea into fruition,
but it also stands as evidence that the idea is indeed your own.

2. Check for patents

Before investing time and money into a new product, it's important to check that it
doesn't already exist. A simple search with the United States Patent and Trademark Office can
let you know what's unavailable for a patent. A general search may also give you an idea of
what else is out there and who your potential competitors are.

3. Research the market

Performing market research can help you learn about how many consumers or
businesses could use the product. A lot of time and effort goes into a new product, and the more
you understand what's out there, the more prepared you can be for obstacles along the way.
Research market trends and get more familiar with copyright and intellectual property law as
they pertain to your niche.

4. Make a prototype
A prototype is an initial model for a product. Building a prototype for your product idea
can help you identify and solve design problems and other issues before you decide to launch
a product.

Create a digital sketch of your product using engineering software (often called
computer-assisted design software) that a company can use to manufacture a prototype for your
product. Depending on your product idea, you can then build a prototype yourself using
household items or you can pay a manufacturer to create a prototype of your product.

5. Consider filing a patent

Once you have a mock-up of your idea and are ready to pursue your market, now is a
good time to file a patent to protect your product. A patent is a type of intellectual property that
legally protects an invention from someone else copying or selling it without your consent for
a certain period.

You could opt to sell your product without a patent. However, business experts
recommend obtaining a patent for several reasons, such as:

 Protecting your intellectual property: Getting a patent for a product can help you stop
others from copying your product idea.
 Earning higher profits: Since another company can't copy your product idea when you
get a patent, you can set higher prices to increase profits.
 Increasing a product's selling power: Obtaining a patent for your product idea can give
your intellectual property a monetary value.

6. Market your product

Once you've filed a patent, the next step is figuring out how to get it on the market.
Make a business plan for your product idea, including whether you want to start a business to
sell the product or sell the idea to an existing business. This process also includes working on
your pitch and presentation to pique the interest of investors.
How can I find investors for a product idea?
If you're looking for investors to help you get enough money to launch your product
idea, here are some strategies:
Business schools: Business students are often entrepreneurs who may invest in your
product idea.
Industry employees: If your product idea would benefit a certain industry, you can
talk to employees in the industry who may be interested in investing.
Local business groups: Many cities have organizations for entrepreneurs and business
people who may be interested in your product pitch.
Crowdfunding: You can use crowdfunding platforms that allow you to pitch your
product idea and receive funding.
Angel investors: Angel investors are community-based networks of investors who can
fund startups or entrepreneurs.
What are the elements of a good product idea?
Sometimes, it's difficult to tell whether your idea for a new product or invention is worth
pursuing. A good product idea has the following qualities:
It solves a problem: The most successful products provide solutions for consumers
and businesses.
The product is going to be simple to use: Ease of use is a major component of a
successful product because, in the best-case scenario, buyers can use products without
extensive research or technical knowledge.
The production and distribution costs are feasible: If your product idea comprises
materials that are inexpensive to produce and transport, this is a good sign you have a
winning product idea.
You know how you would market the product: Whether you have a formal
marketing plan or not, if you can think of strategies you would use to market the product
to consumers, chances are you have a strong product idea.
The product's function is easy to explain: Some technical products solve problems
that are hard to explain, but if you're able to talk about how the product could affect
everyday consumers, this is a good indication that you have a good product idea.
The product is scalable: A good product idea is not only cost-effective to produce, but
it's also easy to scale production to larger facilities and logistical processes if the
product sells well.
The product promotes habitual use: Another attribute of a valuable product is when
its value increases, the more a consumer uses it. For example, a streaming service makes
suggestions based on user habits, which can make it more valuable to users.