shopping cart, our inspiration
at the intersection of behaviour, business & innovation
If you look at the origins of the shopping cart, it's a fascinating journey and it reflects the work that we do.
The shopping cart is now ubiquitous, but it was not the case when it was launched. Sylvan Goldman, the inventor of the shopping cart was perplexed. He had created the cart with an intention to increase the number of products customers would buy based on the convenience the cart provided – in turn leading to more sales at its stores.
When it was launched back in the day; the only people interested in using them were the elderly. Men were too proud to admit they needed help carrying a basket, and women had similar reasons too. What he did next was interesting.
Shopping cart – at the intersection of behaviour, innovation and economics
He hired attractive men and women to push carts around inside the store and pretend to shop. When real customers came through the doors and refused the cart, the young woman at the entrance looked back into the store and said, “Why? Everyone else is using them.” This simple act of asking triggered ‘peer pressure’ that changed the entire game.
As we look into the emergent reality, organisations are actively looking at developing capabilities that help them in navigating the dynamic world that we live in. One of the key need is of institutionalising ‘failure’ as part of the DNA.
A case in point is the debacle of the Amazon Fire phone. It is a great example of how failure can be embraced in organisation culture.
Bezos shows a better way to handle failure by being willing to quickly let go of the ones that don't work instead, following a portfolio approach. It's the opposite of how leaders often confront failure. They continue to devote energy and resources to bad ideas that end up dragging down their team and their business (world knows the case of Nokia).
The mount provides a great vantage point for a multi-dimensional perspective
It is easier said than done, as organisations continue to tread a fine line between short-term goals versus long-term foresight. There are plausible ways through which organisational culture can be built upon. This is where the interplay of Business Thinking and Design Thinking comes to the fore.
Monturé means a 'mount' in French and is derived from the word 'Aiglemont', which means 'the mount of eagle'. Through our vantage point, we are able to have a multi-dimensional perspective that allows us to improve the efficacy of the outcome and drive value for our clients.
Since 2013, we have worked with corporates, small businesses, startups, social impact organisation, and ecosystem partners on some interesting mandates over the years.
Identifying a product-market fit
Crafting a CX strategy
Opportunity mapping & business design
Crafting a go-to market strategy
Crafting a value proposition
Decoding consumer insights
Building an innovation culture
Design Thinking led innovation workshops