Philips, understanding how Millennial men’s shaving habits had changed, saw an opportunity to create a new category - a hybrid between electric and FMCG – with OneBlade. Avoiding competing directly with larger blade brands, Philips found a unique space for OneBlade - setting it apart by positioning it as a blade that trimmed, edged, and shaved any length of hair.
Philips had invested 3 years and several million euros in a new electric shaver. When the product was about to be launched, Philips clients were not interested as a result of failed concept testing. There was no product-market fit and the team needed to pivot to a new customer segment and prove this new segment would be interested to buy & re-buy replacement blades.
We took a team of 6FTE's from Philips out of the building and added a core Innoleaps team consisting of experiment - & business model designers & started the 6-month accelerator program. During the 1st month, we ran hundreds of online experiments to figure out what problem we were trying to solve & for whom. We ran our experiments across multiple target groups and gained crucial consumer insights Philips were not currently aware of.
In month 3 we had a validated go-to-market strategy targeting a very specific group of customers. We got hooked on running experiments, wanting to have data underpinning for everything we did So we ended up testing everything, replacing speculation with data. This is how we decided upon everything, from the name of the product to the pictures used in the Facebook ads. We pivoted the proposition and business model during the accelerator program and identified a new customer segment for Philips to focus on based on the validated learnings and metrics from our experiments.