Case Study: How Bumble Bee Foods Saved Resources by Using a Flexible Agile Research Approach to Prioritize Ideas During Innovation

Have you and your team ever found yourselves in a situation where the amount of ideas you’ve come up with during innovation or planning outweighs the resources you have to work on them? Or maybe you know what it feels like to need external help validating or disproving a hypothesis before making any moves. If you haven’t been introduced to agile research yet, consider this case study your invitation to start prioritizing concepts faster, smarter, and without wasting your team’s precious resources.

Many researchers, marketers, and product teams face the types of situations we describe during innovation and development. The reality is that pursuing a large number of concepts (in some cases, our clients have 100+ ideas they’d like to work on) is not only time consuming but also exhausting in terms of manpower and money. After all, if a concept is going to fail, it’s better to fail fast—and early on in the development stage.

In Bumble Bee Foods’ case, the innovation team needed to quickly learn from consumers and modify concepts early on in the research and development process—and they needed a common platform that could handle both qualitative and quantitative research. Here is the story of how that team used an agile research approach to land on refined and prioritized concepts.

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