Brandingstrategies
comparative evaluation of brands |brand analysis individual project
Brief:
1. Selecting a target brand that needs analysis and stating reasons for it. Selecting 2 other brands for comparison and evaluation 2. Selecting a brand model/framework that will help in the analysis of the chosen brands 3. Comparing the three brands based on the chosen framework and interpreting the information to come up with a revised brand strategy for the target brand
Methodology: Secondary research - - - Analysis - - - Strategy Output: A research based essay of 1350 words Target Brand:
Comparative Brands:
and
Brand Model used for comparison:
“Strategic Experiential modules� by Schmitt for a Holistic consumer experience Holistic Experience
Sense
Feel
Think
The strategy suggested revolved around the following keywords :
SENSE
RELATE
Act
FEEL
Relate
ACT
THINK
Brand Comparison
1. Emotional connection 2. Exceptional experience 3. Inspirational consumers 4. Guerrilla branding and marketing 5. Internal Branding
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Designmanagement
company structures |design management role and fit individual project
Brief:
1. Selecting a company and identifying its business strategy 2. Investigating the design management activities in the chosen company and representing it with the help of a model 3. Describing the fit of design management within the structure of the company and stating a best practise example
Design Management activities described based on a combination of “The Three levels Model” and “The Design Process Model”: Design as a Creative Process Breif and its scope
1
Methodology:
Secondary & Primary research - - - Analysis - - - Representation
Output: A research based essay of 800 words
Testing and Evaluation production
Investigation
- Envisioning the future - Achieving frugality by design - Directing design investment
research
Strategy Policy Mission
Company selected : Tactics Systems Processes
Business strategy described under the headings:
3 Levels
Operations Tangibles Touch
2
Vision
Values
Mission
Corporate Objectives
Corporate Strategy
Implementation
Design and
Research market
1
6
Prototype execution
2
Realisation
3
- Effective team management - Managing design activities - Coordinating various notions creatively of the corporate and brand - Using design effectively in identity the products and services
5
3 Rough ideas and
Exploration concepts
using visual tools
4
Development
Technical drawings and mockups
* Further details cannot be disclosed due to confidentiality reasons
Innovationmanagement innovation strategy |social impact individual project
Brief:
1. Researching, selecting and describing a specific innovation and the company responsible for it 2. Explain the nature of innovation, how did it come about?, why was it needed?, what was its purpose? And what role did design play in its development? 3. Describing the impact of this innovation on the society
Methodology: Secondary research - - - Analysis - - - Representation Output: A research based essay of 1500 words Innovation: Lifestraw Company: Vestergaard
Having established through research findings that drinking water crisis is the need of this innovation, the evolution of this innovation, from the inception to its impact was described using the six stages of social innovation 6 stages of Social Innovation
Prompts
Proposals
Prototypes
Sustaining
Scaling & diffusion
Systematic change
1
2
3
4
5
6
1.Need to solve the ever-present water crisis 2.Taking inspiration from the Guinea worm filter
1.Idea generation 2.Scientific research 3.Exploring available technologies
1.Testing of ideas in private laboratories, third party organisations and on field
1.Building networks and making partnerships to ensure growth and success of the business
1.Franchising and spreading the idea 2.Mass production
1.Global acknowledgement, appreciation and contribution
Process of Social Innovation (Murray, Cauler-Grice and Mulgan, 2010)
A social innovation : a portable water filter converting microbiologically contaminated water into clean, safe drinking water to save the lives of millions who are killed due to lack of access to safe drinking water
Role of Design: 1. Lifestraw being a human-centred innovation, Design plays an integral role in its development. 2. Design research builds the foundation of this innovation. 3. Design also exists broadly in the construction and working of the product itself. 4. Design thinking is obvious in the company’s approach.
Corporate and Social Impact: This impact was described with the help of BPEST model B Business factors
• • • •
Humanitarian business model Life changing product portfolio Personalised service in affected areas Design thinking at Strategic level
Political factors
• • • •
Support from the recognised government and private organisations Government policies Human right to receive basic necessity like water Partnerships for distribution
Economic factors
• • •
Globalization Consumer confidence Increased partnerships and collaborations with various organisations
Socio-Cultural factors
• • • •
Population growth Increased number of population with no access to safe drinking water Increased number of disaster victims Dropping standards of health and welfare
Technological factors
• • •
Impact of and access to advanced filtering technologies Growing Technological innovation Development speed and cost
P
E
S
T
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Designaudit research |audit tools team project - Live project
Brief:
1. Selecting an organisation and conducting a design & innovation audit on the same 2. Suggesting any improvements that the organisation can adapt for its own betterment
Research methods and auditing tools used: Secondary research • •
Literature review Case studies
Qualitative
Quantitative
Company selected: Timberyard cafe A Versatile life space that serves equally well for: • A Business meeting • A Catch up with friends • A Personal Timeout
•
Customer survey (via social media)
• • • •
Audit tools Data Analysis Tools
Exploratory interview via email Face to Face semistructured In depthInterview Observations...field and participant Role play
• • • • •
SWOT User Personas Customer Journey 4D Model 10 steps of innovations
Primary research
After analysis the findings, recommendations uder the following areas were suggested:
Aim of the audit:
To investigate for Timberyard, the current role of design and innovation in order to generate guidelines that enhance its business strategy
1. Brand and its touchpoints 2. Customer Journey 3. Work performance of the staff 4. Emotional and physical customer engagement with the space 5. Differentiation from Competitors
(6 research questions were formulated inorder to conduct a thorough audit)
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INNOVATION CULTURE
Dissertationproject
entrepreneruship |innovation culture|design Individual project
IT’S NOT ABOUT INNOVATION. IT’S ABOUT MAKING RE-INNOVATION HAPPEN FOR ENTREPRENEURS
Brief:
To conduct a thorough reseach and present a coherent dissertation on a current and challenging issue and explain the role of strategic design in the chosen context
Chosen area: Entrepreneurship and Innovation culture WHY?..Background: 01. Today...
Diminishing job opportunities have elevated the number of entrepreneurs all over the world
50%
50% of the working population now works in small businesses
02. Entrepreneurs... Play a vital role in the economic development of the nation
04. Innovation is... The essence of every start-up but re-innovation is often neglected leading to stagnancy or failure in the long-run 05. Innovation culture is...
Help bigger brands hatch new models of innovation
03. Entrepreneurs are... 01. Desperate to find a competitive advantage for long-term survival 02. Agile and enthusiastic with a common bias towards creativity
01. The foundation for future innovations 02. Key to solving entrepreneurial problems of re-innovation
06. The problem then is... 01. Entrepreneurs lack the awareness of its value and application 02. Businesses look at ‘Creating an innovation culture’ as the biggest challenge 03. Miss or misunderstand the approach of building Innovation cultures 04. Although the concept has been discussed on various platforms, very little research has been targeted towards entrepreneurs 07. Why design? 01. Creating awareness on and providing guidance for building an innovation culture is a complex problem and design is capable of solving complex issues 02. Design used strategically can help develop tools and processes to ignite a culture of innovation for any organisation
Key Research question: How can design be
effectively used in helping entrepreneurs in building an innovation culture for their start-up organisations ? .
Methodology: A 6 stage process 01. SCOPE
02. EXPLORE
03. IMMERSE
04. EXTRACT
05. DELIVER
06. EVALUATE
Aim: To develop a strategic design-led toolkit for
entrepreneurs and start-ups in order to help them build an innovation culture
Objectives:
01. To investigate current thinking and relevant theories on innovation cultures and their relationship to entrepreneurship 02. To review the best practice innovation cultures and factors responsible for their success 03. To determine the key drivers and barriers influencing the culture building process in start-ups 04. To identify the role that design plays or can play in building innovation cultures 05. To develop and evaluate the strategic design-led toolkit for building innovation cultures in start-ups
Methods involved:
110 Literature review resources 30 Questionnaires 04 Seminars and lectures 06 Informal discussions 01 Creative workshop 15 Case studies 10 Interviews 03 Online discussions
Findings and Analysis: Current entrepreneurial scenario 01. Larger organisations are cutting down on their R&D budgets and acquiring or investing in smaller companies to maintain the standard of innovation Investing time and efforts 04. Use design for aesthetics Finance 02. Entrepreneurs consider various other business functions more important than culture and visual communication NPD thereby not exploiting the 03. Percentage of Percentage of true potential of design Branding entrepreneurs who entrepreneurs who 20% 47% Networking think Innovation is think innovation extremely important culture is crucial Marketing 53% Innovation culture
The Gap Where so much has been said and done, very little has been received by entrepreneurs due to the lack of proper guidance
Suggested by experts and literature
GAP
What entrepreneurs know is necessary
GAP
What actually is happening
This Gap can be bridged by describing to entrepreneurs the what, why, when, how and who aspects of innovation culture
CONNECTING THREAD
IDENTITY
SUPPORT SYSTEM
Members of the organisation work together to embed innovation in the company DNA
Ensures smooth working of all business functions
A holistic and metaphoric sense of what the organisation is
Not a quick-fix, it takes time and effort and needs frequent revisiting but when done right acts as the company’s backbone
PROVIDES COMPETITIVE ADVANTAGE
ACTS AS A SAFEGUARD
BRINGS COHERENCE AND CONSISTENCY
ATTRACTS CREATIVE TALENT
A culture is unique to the company and cannot be replicated
Culture helps start-ups prepare for sudden competitor attacks reducing the risk of failure
Culture ensures common understanding and systematic creativity to help sustain and boost performance
Culture is one of the major aspects that employees look for
03. When should entrepreneurs nurture a culture of Innovation? As the company grows the complexity and resistance increases. Hence nurturing a culture in the early stages of a business is convenient Entrepreneur’s journey
UNCONSCIOUS HABIT
02. Why should entrepreneurs nurture a culture of Innovation?
Ideal Cultural journey
01. What is Innovation culture?
01. INSPIRE
02. ACTION
Visualise the ideal culture
Define vision and values to lay the foundation of culture
03. START-UP Design the elements of innovation culture
04. SCALE-UP Manage, maintain and revisit the culture
05. DOMINATE Pay-itforward by inspiring others
04. How can entrepreneurs nurture a culture of innovation? DESIGN PHYSICAL SPACE
05. Who is responsible for building a culture of innovation? Can be accomplished with the combined efforts of: CULTURE OF INNOVAION
LEADER as “FACILITATOR”
PSYCHOLOGICAL SPACE
RECRUITMENT
EMPLOYEES as “EXECUTORS”
EXTERNAL ENITITY as “CATALYST”
ING
UILD
RE REC WARD OGN S & ITIO N
MB TEA NOM
Y CO FOCNSUME USS R ED
AUT O
LEARN-AS-YOU-GO ATTITUDE
ABO COL L
02 BEHAVIOUR
RAT ION
P
SHI
ING TAK CH RISKPPROA A
WORKSPACE
01 EMPLOYEES
DER
OPEN COMMUNICATION
05. Role of design in the culture building process:
VISION & VALUES LEA
EE LOY K EMPEDBAC FE
01 EMPLOYEES
DESIGN
03 ENVIRONMENT
LOCATION
03 Elements and 14 subelements of Innovation culture
02 BEHAVIOUR
03 ENVIRONMENT
DESIGN as “ENABLER” Where, Designers will help design the physical space and design thinkers will contribute in designing the psychological space of the organization
Recommendations 01. Why a toolkit? Entrepreneurs need one go-to resource for: 01. Comprehending the various concepts of innovation culture 02. Assessing current levels of innovation culture 03. Defining and implementing the strategies to nurture the required culture 02. What is the toolkit? A strategically designed resource that provides access to: One
A simple, visual and an easy on-flight read booklet
Two
A focussed in-person workshop involving the entrepreneurial team and design thinkers
Three
A set of tools
Why booklet? to provide the foundation by helping entrepreneurs understand basic concepts of innovation culture and design strategy Why workshop? to resolve ambiguities and identify as well as plan the implementation of various tools and provide the required human interaction to gain the trust of entrepreneurs Why tools? to act upon and improve those elements of innovation culture that need attention Request for the further details on apurvahk@yahoo.co.in