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International Journal of Literature and Art (IJLA) Volume 2, 2014
Analysis of B&O Product Design Strategy Based on Converse Thinking Xin Huang, You Lu School of Urban Design, Wuhan University, China cynthiahx1992@gmail.com; ludd1011@126.com Received 21 Jan, 2014; Revised 20 Feb, 2014; Accepted 1 Mar, 2014; Published 10 May, 2014 © 2014 Science and Engineering Publishing Company
Abstract Converse thinking is designed to change how we think and achieve creativity. A protocol analysis method was applied to describe B&O’s product design strategy. Converse thinking is considered to have important implications for the strategic innovation of product design. This research aims to discuss converse thinking in the field of design via a literature review and empirical study. From a converse thinking perspective, this paper explores the thinking process of the designer, user and enterprise operator through a specific case study. It also systematically explains the widespread use of converse thinking in B&O’s product design from several aspects, such as brand positioning, organization management, design strategy, and product design. The authors attempt to propose a methodology of converse thinking design to build a specific application in design management by a company. Although this study focuses on B&O’s product strategy, it is a research into the theory of design process combined with design practice that contributes to the transition of enterprise and enriches the methodology of design management. Keywords Design Thinking; Converse Thinking; Design Management; The Strategy of Product Design; B&O
Introduction Jacob Jensen thought that design was a language which could be understood by everyone. His thinking was manifested in the Beolab5000, a stereo radio he designed for B&O in 1967. The later product line of B&O continues this strategy of product design very well——taste and quality are foremost (Hu, 2010). Innovative thinking is the core of product design strategy. As one of the most important means to creative thinking, converse thinking should be widely introduced into the area of product design strategy in enterprise. In fact, extensive use of converse thinking
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adequately reveals its irreplaceable contribution to modern corporations. In view of the few studies on converse thinking’s application in design management, this paper will explore converse thinking and its application in product design strategy through an empirical study of B&O. Conceptual Framework Design Thinking Design is the manifestation of the creativity and experience. In the field of design, there is an iterative process about whether design should have a unique thinking mode. During the early years of design thinking, researchers represented by Simon describe design as resolution processes for general problems (Simon, 1976). Cross et al. holds a view that design thinking should be a method for designers to acquire particular knowledge and ability (Deng, 2001). But the concept of design thinking was only explicitly proposed by Lawson for the first time. He defined design as a special and well-developed thinking form and a skill for better design. In that case, design thinking tries to illustrate the fuzzy attributes in design processes through a descriptive way. Nowadays, with an increasingly competitive market and diversified consumer demands, “design” is not only limited to products anymore, but include corporate activities that are of great strategic significance. IDEO, a world-famous company, regards design thinking as a regulation that meets human demands, via a designers’ perception and method, which are feasible to technical and commercial strategies and could be converted to consumer value and market opportunity (Yin, 2013). More and more terms and concepts in design thinking are gradually being introduced into management practices, dealing
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with new organizational problems more systematically. Overall, design thinking is thought to be a new way to achieve a “creativity drive strategy” (Thomas, etc, 2012) and is being widely employed in other issues (organizations, strategies, goals). At present, the research results about design thinking are still scattered (Chen, 2012), mainly focusing on design behavior of different design types and obtaining the right thinking law and inference rules. Despite that, design thinking has become an important cornerstone for corporations towards controlling design activities, new process-launches, products, services and so on. Converse Thinking Converse thinking refers to a special way of thinking that is contrary to the traditional, logical and grouporiented thinking mode. As a complex and advanced form of thinking, it is one of the important means to innovation. Good design cannot be done without creative thinking. On the other hand, the production of creative thinking does need liberations from inertial thinking and a new way to receive inspiration. Therefore, converse thinking is being used by designers increasingly.
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underlying factors (Huang, etc, 2014). Then they miss various creative and effective resolutions as a result (Gao, 2012). It can be concluded, there is great importance in discussing converse thinking’s application to enterprise strategy. Methodology The Protocol Analysis of Converse Thinking The establishment of converse thinking in design is aimed at innovating product design and setting up reasonable and efficient models of an organization system. The substance of which is making use of converse thinking to innovate product design strategy through the basic theory of “disorder and order”. 1) The Thinking Method of Designer and User Systematic thinking is a method of management at first, but then turns into systematic thinking (Xu, 2010). It is a pattern that the manager directs at the three basic elements of organization, namely people, source, and goal. These carry on systematic thinking from concept through to its entirety. In short, it is multi-dimensional thinking. As shown in figure 2, systematic thinking in CSM consists of four aspects: the though method applied to research complex issues——systematic thinking; the view of observing complex issues——cricoid relationship between reason and result; the thinking process of analyzing complex issues—— structured and modular thinking; the thinking way to research complex issues——visual and logical thinking combined.
FIG. 1 EQUILIBRIUM-NONEQUILIBRIUM-HIGHER EQUILIBRIUM
According to the theory of “disorder and order” (Xu, 2010) in Complex Scientific Management (CSM), organization innovation is a transformation, that is, “order – presupposed disorder-order”. In other words, converse thinking is an artificial breakthrough for the equilibrium state of organization (system), leading the organization to have the ability to exchange information with the outside, and eventually attaining innovation through a conversion of “equilibriumnonequilibrium-higher equilibrium” (shown in figure 1). During the complex management of organization, people tend to concentrate on their own way of thinking, failing to realize the problems’ attribute and
FIG. 2 SYSTEMATIC THINKING
As mentioned before, design is identified as a resolution process to general problems by many scholars, while designers are defined with the role of relieving these issues. With constantly changing
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International Journal of Literature and Art (IJLA) Volume 2, 2014
lifestyles, existing products cannot satisfy customers’ demands any more (Su and Yang, 2013). Traditional designers used to observe particular issues logically and make improvements to the products. In contrast, users’ thinking processes are much more direct and visual. They make a decision to buy a product through visual information alone (form, color, material, function and etc.) (Yang, 2003), while disregarding everything else that may come from logical analysis (ethical background, place of origin, etc.). Traditional design thinking could not keep pace with rapidly changing and diversifying consumer market demands. Enterprise cannot gain core competence in markets just by following trends. Design should lead markets rather than follow them. Innovation through converse thinking is an important foresight for designers.
FIG. 3 CONVERSE THINKING MODE
thinking. As is displayed in figure 3, the key is to start from users’ visual experience, analyze requirements and potential requirements, merge into logical thinking, while at the same time, seek inspiration and eventually achieve new design innovations. The entire process of which is a circular and upward-spiral interaction. “Victory”, Fukuda’s magnum opus (shown in figure 4), is a good example of converse thinking’s application on a two-dimensional interface. 2) The Thinking Method of the Enterprise Operator As a creative thinking method, converse thinking has been widely used in modern enterprise management. JIT （ Just In Time ） ， and MRP (Material Requirements Planning) are good examples of this. In the traditional system of production management, components are usually supplied by the preceding operation to the subsequent one in order to leave no choice but to increase orders to meet demand fluctuations. Unlike in a rigid system, JIT is a new mode of production management that was carried out by Toyota in 1953. The subsequent process picks up components needed for production from the preceding process; otherwise, the preceding process could not transport components without the future process’ request. Based on converse thinking, JIT uses the last operation to adjust and balance the whole production process, successfully reducing product reserves, while improving the production and operation of Toyota. Many other companies in different countries eagerly follow their lead. Case Study: Product Design Strategy of B&O 1) Product Design Strategy of B&O
FIG. 4 VICTORY
“Fuzzy Front End” is one of the important traits that differentiates design from other fields (Thomas, 2012). It is upcoming objects that designers must solve. New design innovation, as a result, should be the outcome of visual, inspirational, and logical
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Bang&Olufsen (B&O), an audio-visual brand set up by two Danish engineers Peter Bang and Svend Olufen in 1925, has placed design as its core element and developed many great, classic products with new technologies for years. Up until now, B&O has become one of the most valuable and influential brands of Denmark. When it comes to the enormous achievements of B&O, its unique product design strategy should not be overlooked. Brand positioning In the 1960s, B&O came up with the product concept “B&O-for those who discuss taste and quality before price”. This became an important
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tool of B&O enterprise strategy in the future and settled the fundamental principle of brand communication and product design at the same time. Its position follows five principles: First, position the brand in the highest level of the international market, going against market share. Second is the humanist principle. In accordance with user experience, target the overall atmosphere of integrating sound and home design. Third, pay attention to long-term plasticity technology. B&O held on to its rigorous and exquisite workmanship while it developed new materials and technology. Fourth, maintain rational, modern minimalism. Adhering to Nordic design traditions, B&O abandoned complicated shapes and usage modes to keep up with the diversified-demands of the market. And finally fifth, technology after concept. B&O usually develops the design concept first, and seeks a technological solution second. This is opposite of a general product’s development —— “technology first, design follows”.
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pay much attention to corporate culture. According to J•Barsou , B&O cannot effectively manage the separate freelance designers without clear strategy of the product, design, design style, and market. Design strategy B&O is good at conveying product concept, content, and function through simple and refined design. This has led to an easy path for the most direct contact between user and product. It's worth mentioning that design principles don’t cover any specific provisions about product appearance. Conversely, B&O sets up consistent criterions of design thinking and design evaluation along with its tradition of materials, superficial craft, color and texture. B&O, therefore, does succeed in appearance-continuity of different designers’ work. Figure 6 below is B&O’s seven basic principles on product design strategy:
Organization management J•Barsou, the head of B&O design management, expresses their viewpoint that design management is to choose suitable designers, coordinate their work, and conform design with product and market strategy. B&O did not found any special design department, but instead, employs freelance designers with management skills, thus, forming its own design feature.
FIG.6 SEVEN BASIC PRINCIPLES
In brief, on account of converse thinking, B&O thoroughly applies the management mode of “general order - local disorder”, which not only preserves the vitality and vigor of design concept, but also continues the product family’s feature and enterprise’s sustainable and stable development. 2) The Building of Converse Thinking in B&O Strategic position
FIG.5 DESIGNERS MODEL OF B&O
First, there is an ideas-driven organizational structure. B&O absorbs designers from different groups to generate and select good ideas, ensuring the design is fresh and fashionable. This model of B&O is shown in figure 5 below. Second, B&O attaches great importance to communication in organization management even though most of the designers are contingent employees. Third, they
B&O positions the brand on an “all in one system”. Its aim is marketing sound systems of high quality, and class, and while creating a household environment for users. The slogans ‘High Technology, High Taste’, and ‘Future belongs to the brand with dreams and stories’, are all thanks to its key strategic target. Unlike the traditional way to gain market share through the use of hightechnology and increased cost-efficacy, B&O formed its unique design strategy and management model at an early time. Disregarding
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complicated functions, the company explore new innovative directions from their customers’ entire experiential environment, and came up with the next innovative points of product design (shape, function, technology, etc.). The first stage is deciding which new product needs to be developed during a project. When that was figured out, the search for the appropriate staff would be conducted and employed around the world, rather than the designers choosing what needs to be realized. It is a fact that the anti-traditional organization model brings new vigor and creativity into B&O and greatly decreases the possibility of the product family being static, to an extent. It can be induced as the simple, rational and refined design from either B&O’s early “Hard edge style” or the modern new style of rationalism, reflecting the “less is more” sentiment (Wang, 2002)to the utmost. Style designs of B&O products (no matter shape, color, or materials) are quite different from common sound systems. As we all know, it is great helpful for designers to use standards of particular products, but it also conduces the blankness of a product’s image on the market which causes products to become unattractive and even aesthetically fatigued. When “terms” bind thinking, it is time for designers to break through.
International Journal of Literature and Art (IJLA) Volume 2, 2014
shape designs of a B&O product. They are embodied in the usage mode of the product much more profoundly. Regardless of other electronic products’ dazzling functions and thick instruction books, B&O combines simple shape with the most rudimentary usage mode, removing unnecessary burden, while establishing the easiest and most direct contact between user and product. Beo6 (as shown in figure 8) is a remote control which can recognize and control TV, movie, music and other facilities. Its smart screen provides relative menu and control buttons as a visual feedback to users, avoiding the unnecessary distractions that come from bigger screens. The highlight of Beo6 is its famous B&O volume roller and navigation menu buttons. It is a perfect example of how designers can simplify and integrate complicated operations very well, successfully continuing a consistent design concept of B&O.
The “Nordic Sky Edition”, marketed for the BeoPlay A9 AirPlay Music System by B&O, is a good example of breaking through “terms” with converse thinking. As shown in figure 7, the soundbox is simply shaped. This contrasts to most soundbox’s hard, cold shape, and silver metal material. The oval box’s tender and smooth lines bonds well with the three warm wooden brackets, creating a warm and pleasant brand semanteme which refers to B&O’s unmatched product image. FIG. 8 BEO6
FIG. 7 “NORDIC SKY EDITION”
Simplicity and fundamentality are not just seen in
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B&O is not only confined in dealing with home audio systems. They have succeeded in cooperating with famous companies in other fields and launching unique, brand specific products, like Audi's flagship sedan, the A8. B&O got rid of the family theater environment, and started from the drivers’ visual, acoustic, and passengers’ touch screen perspectives. This takes full consideration of the car’s internal structure, shape, materials, speed, and the corresponding wind speed, friction between tires and the road, and other factors that
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affect sound quality. This led to an advanced car audio system design that was perfect for the A8. (As shown in figure 9)
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applied in general to the field of design, but the specific theoretical mode of application building is still in development. Research into typical products is a benefit to the empirical study of converse thinking on design practice, and is great reference in related design research. ACKNOWLEDGMENT
The authors are grateful to Daniel Kwong and David Su for their helpful discussion and suggestions. The authors would also like to thank anonymous reviewers for their valuable comments. REFERENCES
FIG. 9 PREFECT SOUND FOR A8
B&O always believes that establishing a direct connection between a brand and a user is paramount. Their way of accomplishing that is through their designs, which is a medium of building communication (Su and Yang, 2012). Therefore, with a clear idea of strategic goal and fundamental principles, B&O could successfully make use of converse thinking to bring significant breakthroughs and innovations into their product design strategy. It is the same case with the “product family” (Hu and Huang, 2010) of B&O. Without the basic principle and conditions, the design mode of converse design tends to miss the original direction and cannot achieve its primary goal. Only a clear sense of users’ desires and their own backgrounds can make it possible for cooperation exploring innovations with converse thinking more effectively and specifically. Discussion and Conclusions This paper discussed the concept of design and converse thinking, and the thinking mode’s building process of designer, user and enterprise operator. Afterwards, the widespread use of converse thinking in B&O product design strategy was systematically analyzed from brand positioning, organization management, design strategy, product design, etc. It can be concluded from above, converse thinking aims at not only strategy but also design cases. Rich in theoretical and practical meaning, converse thinking of abundant content and value is a method of thinking which has great prospect for application in product design and strategy management in the current diversified market. Converse thinking has been
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Scientific Press, 2010. Yang Zheng. Industrial products form design (in Chinese). Wuhan: Wuhan University Press, 2003.. Yin Bi-ju, Li Yan, Xiong Yan and Li Xiang-long. “Current research situation and development tendency of design thinking.” Computer Integrated Manufacturing Systems, Vol. 19, No. 6 (2013): 1165-1176. Xin Huang was born in Hubei province, China, 1992. She received her Bachelors degree in Industrial Design, and Masters Degree in Arts of Design, at the School of Urban
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International Journal of Literature and Art (IJLA) Volume 2, 2014
Design, Wuhan University, 2009 to present. The author’s research is focused on product design and design management. You Lu received a Bachelors and Masters degree in Mechanicial Engineering from Huazhong University of Science and Technology. He is currently doing his doctoral studies at the School of Resource and Environmental Sciences, Wuhan University. He is also a professor in the Department of Design, School of Urban Design, Wuhan University. Prof. Lu is interested in industrial design, digital art design, and 3D animation & virtual reality. He is a reviewer for several design journals.