Individuals
do not automatically adopt new products. They make a conscious decision of
whether to use a particular one. That is, their decision to adopt an innovation
is deliberate. This is the third step in the process of adopting an innovation,
covered in the first article. Design teams must proactively address this step
if they want individuals to decide on long-term use of their product.
The
diffusion of innovations theory identifies the following five characteristics
that determine people’s use of an innovation.
Compatibility
Compatibility
refers to the level of compatibility that an innovation has with individuals as
they assimilate it into their lives. Potential adopters need to know that your
innovation will be compatible with their life and lifestyle. If an
innovation requires a huge lifestyle change or if the user must acquire
additional products to make your innovation work, then it is more likely to
fail. Innovations meet with the greatest success when users are able to
seamlessly adopt them — when they replace an existing product or idea, for the
better.
Apple’s
iPad is an example of an innovation that had a high level of compatibility with
potential users’ lives when released. Many users were able to replace products
they were currently using when the iPad was released, such as smartphones and
laptop computers to check their email, to read books, magazines and blogs and
to view videos online.
Complexity
vs. Simplicity
Complexity
or simplicity refers to how difficult it is for adopters to learn to use
an innovation. Complexity slows down the gears of progress. The more complex an
innovation, the more difficult it will be for potential adopters to incorporate
it into their lives. Potential adopters do not usually budget much time for
learning to use an innovation. The more intuitive an innovation, the more
likely it will be adopted.
An
Oreo cookie-separating contraption is an example of making something too
complex to be useful. Even if people felt they needed a machine to separate
their Oreos, the level of effort required to use such a device would be
prohibitive to adoption. Potential adopters would need to read and reread an
instruction manual to ensure they are setting it up correctly. This machine is
another illustration of the characteristic of compatibility. The machine’s size
makes it incompatible for potential adopters who do not have an entire room to
dedicate to an Oreo-separating machine. A handheld or pocket-sized version of
this innovation would be much more likely to meet with success.
Observability
Observability
is the extent to which the results or benefit of using an innovation are
visible to potential adopters. We covered in the first article that not
everyone adopts an innovation immediately. The adopter types who come after
early adopters rely on seeing members of this group using an innovation.
Observability extends beyond having earlier adopters use an innovation in view
of later adopters. Potential adopters of all types must clearly see the benefit
of adopting an innovation and using it.
Compatibility
Netflix
has had compatibility locked down from the beginning. First, the concept of
renting and watching movies and TV shows was highly compatible with the
lifestyle of US residents. People were already enjoying these behaviors en
masse (attitudes and behaviors). Initially, Netflix took advantage of existing
infrastructure. Once high-speed Internet reached critical mass (technology), it
took advantage of the medium to deliver content to users. This highlights the
need for the right infrastructure to support adoption of an innovation. Users
would be far less interested in streaming videos over a slow and unreliable
dial-up connection.
Observability
Netflix
also had an inherent advantage in observability. Remember that we are talking
not just about noticing others using the product, but about the observable
benefits of using the product.
Given
the prevalence of Blockbuster, users were well aware of the disadvantages of
its system in 1999. Blockbuster charged late fees if users didn’t return videos
within the rental period; newly released videos were frequently out of stock;
and both picking up and returning a rental required a trip to the store (or at
least a drop box located near the store).
BY MUSA LILIAN
BY MUSA LILIAN
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