Board of Innovation’s Loop case describes working with the earplug company’s leadership team to identify, size and prioritize opportunities for product expansion.
The work began with a broad set of possible uses for Loop’s products. Customer research refined that set into 16 need spaces, which the team compared by opportunity size and competitive context. BOI reports that the process led to four product streams and a clearer portfolio direction.
The business question was how to focus a growing company’s product effort. The case illustrates a way to compare ideas against customer needs and give each part of the portfolio a defined role.
Loop’s earlier growth provided the context for the engagement. The case does not establish that BOI caused those historical company-wide growth results.
Date shown is the case page’s original publication date, not the start of the engagement.
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