The effectiveness of prototyping in the trial-and-error phase of the development start-up phase is clarified from the perspective of dialogue. When developing a product or service that does not exist in society, the starting stage of development is a "fuzzy front end" situation (Khurana A. and Rosenthal S.R 1998, Herstatt,C. and Verworn,B. 2001). Therefore, clues are found in the trial and error of developers (Lester and Piore2004). One type of trial-and-error is the behavior of representation. Representing information in the mind is effective in creating new information (Schön 1983). The person who expresses the information is confronted with the representation and creates new information. This is reflective conversation, the interaction between representation and cognition (Schön 1983). In the realm of design thinking, the role of the prototype is the demonstration of a problem-solving idea (Kelly and Kelly 2013,Brown 2019). Therefore, there is a lack of research on the use and effectiveness of prototypes at the "fuzzy front end" (Carleton 2009). In this study, the effectiveness of prototypes in customer discovery was examined from the perspective of reflective conversation. As a result, we proposed a model in which "original experience," representation, and cognition are in dialogue..

The vision is created by management, and research has been accumulated focusing on its impact on behavior toward organizational members (Collins and Porras 1994). However, few studies focus on vision and customer empathy, customer participation, and co-creation with customers. In this study, I focus on the following points. Vision can also affect customers who are targeted for marketing. In addition, the vision may be implemented with the participation of customers in marketing (Philip Kotler, Hermawan Kartajaya, et al. 2010, 2016). However, few studies focus on vision and customer empathy, customer participation, and co-creation with customers. Therefore, in this research, we focus on creating actions for vision, customer empathy, and realization of the vision with customers. Then, confirm the progress of the business activities of the case company (Motherhouse Co., Ltd.) by confirming the activities to realize the vision and the customers participating in the activities and the company and the customer co-creatively practicing the vision. Furthermore, based on these considerations, we show the customer's empathy for the vision and business activities, and the structure of customer participation. Customers evaluate business activities to realize the vision. The vision is reinterpreted based on the customer evaluation. Then, based on the reinterpreted vision, the next business activity will be carried out and a new customer evaluation will occur. Such a cycle is shown as a "Vision triangle" model.

NIKEのブランドヒストリーとブランド構築モデル

Among brand stories that affect brand equity, the importance of signature stories has been pointed out in particular. Casio Computer Co.'s G-SHOCK enjoys strong brand equity. The first model has created a new market. The development of G-SHOCK went through two years of trial and error. The trial and error that can exist only in the development of a market-creating product exert a great impact on brand equity. Stories about the trial and error of the developer and marketer during the development of a market-creating product are called “innovation narratives” in this chapter. This study examines the process of creating an innovation narrative from the viewpoint of a dialog and identifies the existence of a chain of two types of pivots: open pivots and closed pivots.

イノベーションにおける対話の重要性は指摘されている。しかしプロセスの視点でその実態を捉えた研究は少ない。さらに対話を構造的に捉えた研究も充分では無い。本研究ではインサイトに至る、認知と表現の相互作用を、開発におけるピボット（Pivot（変曲点））に注目し比較事例分析を行った。そこから閉鎖型と開放型の2つのタイプのピボットの存在を明らかにした。さらに2つのピボットの関係と閉鎖型から開放型へのピボットの変化について説明した

This study covers product development to realize market creation. The early stages of development of market-created products are generally highly uncertain. Therefore, there are situations where the development staff cannot clearly define what to develop at the initial stage. We focuses on "experimental behavior" in trial and error (Dyer and Christensen, et al. 2011). And we report the result of the research which paid attention to experimental behavior by prototyping. The product development process investigated is the first model of G-SHOCK by Casio Computer Co., Ltd. GSHOCK created the shock-resistant watch (toughness watch) market. Trial and error involves the actions of failure and correction. Such actions are called "Pivot" (Furr and Dyer 2014). We analyze the development process of G-SHOCK from this "Pivot" as a clue. Based on this analysis, we will consider the contribution of Pivot to the pairing of Needs Solution Pairs (Von Hippel and von Krogh 2016)

Problem-solving behavior in a situation where the problem is not defined creates problems. However, concrete examples of the phenomenon are not shown. In order to capture this phenomenon, the authors investigated the process of pedal development for automobiles. The name of the pedal is called “Naruse pedal.” Naruse pedal reduces accidents caused by mistakes in pressing foot on accelerator pedal and brake pedal. Naruse pedal has been reported by many media including the New York Times. The authors surveyed the development process of Naruse pedal. They show this development case and confirm the existence of simultaneity of needs and solution.

革新的な製品の開発事例をもとに、何が、製品進化の方向と程度に影響を与えているかについて、開発組織内部者の影響を含め考察した。考察にはUlrich (1995) の「製品アーキテクチャー」の枠組みを適用した。製品アーキテクチャーが変化するプロセスを4区分し、その区分ごとに製品進化の方向と程度への影響について考察した。その結果として、製品進化に対して影響を与える内容として、次の三点を提示した。
1.開発組織と顧客との構想共有
2.開発組織に内在する製品開発に対する考え方
3.製品使用条件の設定

「人々が気づかない問題を創造的に発見すること」（Verganti 2009,2016）に対する開発者の行動についてプロセスの実体を調査（事例比較）によって明らかにすることが本研究の目的となる。その中で2021年度は、デザイン行動の試行錯誤における対話の構造を捉える視点である「リフレクティブ・カンバセーション」（表現と認知の相互作用:Schon 1983）に注目した。市場創造型の開発においては言語、非言語表現を通じた「リフレクティブ・カンバセーション」を積極的に行うことが、インサイトの創造を通じた、問題発見と問題解決の同時性（Von Hippel and Von Krogh 2016、石井1993,2009）を促進することを確認するため、事例分析から得た表現行動をもとにイノベーションにおける開発者の表現行動リストを作成した。この行動リストをもとに、問題発見行動と解決行動にわけて表現行動の業務における日常行動についての質問票調査データに関する集計と分析を実施した。 また、並行してデザイン・ドリブン型イノベーションに関連し組織での導入が進んでいる「デザイン思考」に関する組織導入の実態について、導入企業へのオンラインヒアリング調査をもとにした4つの領域に関する導入課題を抽出した。日本マーケティング学会デザイン思考研究会のメンバーと共に、抽出した課題をもとに予備的な調査を実施するため質問票設計を行った。そして日本マーケティング学会デザイン思考研究会のメンバーと共同で実施した。 これらの調査データは、日本マーケティング学会、日本認知科学学会、日本商業学会、British Academy of Management (BAM)および近畿大学イノベーション研究所などでの論文発表、口頭発表を行った。

In the area of tourism and regional revitalization, expectations for DMO are high, but there are also many challenges. This research aimed to establish knowledge about the role and management method of DMO through theoretical study and case based reserches. We conduct literature and field surveys for DMOs in San Francisco, USA, and related tourism organizations to examine the forms of DMOs from multiple perspectives, such as marketing and communities that are the basis for understanding the generation and development of DMOs. We also have been conducting various studies to deepen our understanding of management and innovation on marketing and communities. In addition, the role and management method played by tourism organizations such as DMO in tourism innovation were clarified through theoretical research and case studies.

This study showed leisure business based on business ecosystems. Business ecosystems studies focus on the co-exist on various actors. Boundaries of ecosystems are always unstable, they affect to emergence of new actors and change of actors. This study are closely tied to CSV, co-creation, and relationship marketing studies. This study indicated actors behaviour and change in leisure business using multiple case studies.

This project has examined the following three issues from quantitative and qualitative researches to discuss the theory how to catch user innovation(UI)into open innovation of companies; (1) Industries that user innovation happens frequently, (2) Motivations of user innovation in each industry, (3) Diffusion of the innovation in the industry. Important findings of our research are these; (1) UI happens frequently in the manufacturer, agriculture and mining industries compared with other industries, (2) UI might happen in the industries; High degree of maker's oligopoly and globalization and new entrant users from other industries, (3)Many of these innovation are useful for other users in the same industry, (4)These innovations have not diffused in the industries.

There are two reasons for the user to do innovation. First, the needs of the time preceding, in the second, two of incentives needs resolution exists (Hippel 1988) Lead user method is an effective method in promoting innovation.It is effective from the viewpoint of the three. The first, feasibility, The second, adaptation to the needs, The third potential market. Search for lead users, it is difficult (Hippel 1988, 2005, Ogawa 2006).Therefore, the use of lead-user method is limited.I focused on the "particular real-world experience" in this study, (Hippel 1988). "ecological psychology" (Gibson 1979, 1994 Sasaki)to experience this special framework were discussed.The result is the following two points. 1) Two-dimensional effective. The special environment and the peculiarities of the physical.2) Cycle of co-creation utilizing affordance.

We have examined sample survey how SME could have changed their positions with their business acquaintances for past ten years. Position means the roles to their business acquaintances. We assume these roles as 7 grades, from main suppliers to simple subcontractors. We revealed that the ratio was below 5%, which was far less than we had expected. And we also have revealed that the firms which could have changed their positions to upward had extended their market by product innovation.