There are many steps involved in developing a good digital product. Organizing user testing and collecting user data are important stages that should be handled properly. Good networks help with this, too.
Cooperation produces better innovations. A technological collaboration in particular helps the likelihood of a small business succeeding in innovation. Still, some studies show that small firms have fewer innovation cooperation than large firms.
Earlier this year, we published a blog about how the principles of open innovation have benefited MeKiw’s development and growth. As we have been asked a lot about this topic, we will publish a series of three blogs where we explain on a practical level how we implement innovation cooperation.
Previously we have covered the search for a business opportunity and the stage of project implementation. In this part, we’ll talk about the collaborations in the user testing and publishing phases.
Each development team is blind to their own work
Product testing already starts in the project phase, which we described in the previous part of this blog series. Testing of all digital products must be carried out in many stages and in different ways. There is no known public, continuously available service for user testing, but by being active and staying informed, opportunities may arise. Participation in the Edudigi project enabled MeKiwi to test the VR game in Oulu’s Tietomaa. However, most of the testing is organised in-house. You need networks for that too.
“Influencers are important contacts with ordinary consumers,” says Begum Dogan.
Influencers are used to reach active players, but you also want people with no previous gaming experience to become testers. The flaws in the game are found because they do not know how to adapt to them.
Each development team is blind to its own game and can’t see its weaknesses”, points out Begum Dogan.
In addition to reaching testers, other contacts are needed. A third party brings its vision and ideas to the collaboration. It gives a perspective on things when you can easily be too focused to notice.
The gaming marketing company Kuvion complements MeKiwi’s marketing team. Kuvion is deeply integrated in the marketing of Cave Digger, a game published by MeKiwi on VR platforms. “In this partnership, everyone is in charge,” says Begum Dogan. “The friends at Kuvion take care of VR Cave Digger as if it was their own”.
Wishing for a B2B meeting place in Oulu
An important channel for MeKiwi to get feedback on the released product has been the export trips organised by BusinessOulu to key markets in the games industry. While showcasing a published product, it also lays the groundwork for new projects. Developing a game for the international consumer market builds internal expertise and networks that also benefit the domestic market.
“Aatu Numminen, VR and B2B Customer Relationship Manager at MeKiwi, expects the opening of the BusinessAsema in Hallituskatu to create a positive environment for cooperation. ”I hope it will be a B2B meeting place, similar to what the Pelikampus is for the companies in the gaming sector”
“I like the pop-up idea. I could very well go there to present our VR entertainment games production,” Numminen envisions. “People might well come up with new ideas. Then it’s just a matter of planning how to implement them.”
Research background
MeKiwi was one of the companies surveyed in a study conducted as part of the Innovation Alliance’s Accelerating Operations project, which also included a master’s thesis entitled “The Innovation Process of a Startup Company in a Regional Innovation Cluster”. The key finding of the study was that start-ups can benefit from the regional innovation ecosystem at all stages of their innovation process, both by using innovation support services and by establishing meaningful networking relationships. The study divided the innovation process into three stages according to the customer-driven Design Thinking innovation process model. In this series of three blogs, we describe how we implemented the principles of open innovation in line with these three stages.
Sources:
- Brown, T. (2009). Change by design: How design thinking can transform organizations and inspires innovation. New York (N.Y.): HarperBusiness.
- Chesbrough H. (2003) The era of open innovation. MIT Sloan Management Review; 44:35–41
- Crossan, M & Apaydin, M. (2010). A Multi-Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature. Journal of Management Studies, 47(6), 1154–1191.
- Freel, M. S. (2005). Patterns of Innovation and Skills in Small Firms. Technovation, 25(2), 123–134.
- Nieto, M. J. (2010). Technological Collaboration: Bridging the Innovation Gap between Small and Large Firms. Journal of Small Business Management, 48(1), 44–69.
- Parida, V., Westerberg, M. ja Frishammar, J. (2012). Inbound Open Innovation Activities in High-Tech SMEs: The Impact on Innovation Performance. Journal of Small Business Management 2012 50(2), 283–309.
- Rogers, M. (2004). Networks, Firm Size and Innovation. Small Business Economics, 22, 141–153.
- Sydänmaanlakka, P. (2009). Jatkuva uudistuminen: Luovuuden ja innovatiivisuuden johtaminen.Hämeenlinna. Talentum Media Oy. 293 s.