Last Updated May 6, 2010 11:04 AM EDT
Nicholson believed the product was great, but his managers weren't interested. He started passing around samples for his colleagues to try, and soon everyone wanted more. But the marketing director of the commercial tape division still didn't get it. Finally, Nicholson decided that each time he was asked for more of those handy note pads, instead of fulfilling the request, he'd pass it along to his obtuse marketing director. Eventually, the company tested the product by offering free samples to the citizens of Boise, Idaho. When 90 percent said they'd buy it, even the most recalcitrant executives could see they had a winner. Today, over 6 billion Post-Its are sold each year.
The story is justly famous because it defines an experience many of us have had: seeing something that our bosses simply can't appreciate. So what can we learn from Nicholson's frustrations?
- Don't just argue. In the end, what won the day was the fact that everyone in the division started using the product. They proved that demand existed and was persistent.
- Your own department is a great laboratory. If people around you won't use a product, it might not be as great as you think it is. You don't always need expensive market research tests to get some early data.
- Pilots work. Although they didn't think of it as a pilot, Nicholson and Fry essentially piloted the product when they made up their prototype notepads and started to use them. Pilots are a low risk way to test ideas and get substantial feedback.
- Don't give up. If you think you're right, stick to your guns and be prepared to be subversive.