Design4Growth Report

Design4Growth: South-East Programme

South-East Ireland Programme Report 2019

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Design4Growth: South-East Programme

Contents Glossary of Terms and Abbreviations………………………………………………………………………………………………3 Executive Summary………….

…………………………………………………………………………………………………………4

The Design4Growth ......................................................................................................... 11 Programme Report .......................................................................................................... 11 Programme Participants ............................................................................................................12 Programme Approach ...............................................................................................................15 Programme Outputs and Outcomes ............................................................................................................ 22 Challenges .................................................................................................................................................... 28

Recommendations ....................................................................................................................29 Programme Feedback .................................................................................................................................. 33

Conclusion ................................................................................................................................34

Appendix I ....................................................................................................................... 35 Company Case Studies ..............................................................................................................35

Appendix II ...................................................................................................................... 79 Workshop Structure ..................................................................................................................79

Appendix III ..................................................................................................................... 84 Programme Team......................................................................................................................84 Bios for the Programme Team ...................................................................................................85 Programme Management .........................................................................................................86

Appendix IV ..................................................................................................................... 88 Design Scorecard .......................................................................................................................88

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Design4Growth: South-East Programme

Glossary of Terms & Abbreviations AI - Artificial Intelligence CPD - continuous professional development DBEI - Department of Business, Enterprise and Innovation DCCoI - Design & Crafts Council of Ireland Design Strategists – Designers working in a 1-to-1 capacity with businesses DJEI - Department of Jobs, Enterprise and Innovation (now DBEI) EI - Enterprise Ireland HORECA - Hotel & Recreational Sector IT Carlow– Carlow Institute of Technology IP – Intellectual Property KPI – Key performance Indicator Lead Design Strategist – Lead Designer for programme implementation LEO - Local Enterprise Office MVP – Minimum Viable Product NPD – New Product Development PoS - Point of Sale R&D – Research and Development S&P 500 – Standard and Poor’s 500 a market-capitalization-weighted index of the 500 largest U.S. publicly traded companies.

SMEs – Small and Medium Enterprises

Stakeholders and Delivery Partners Stakeholders – Department of Business, Enterprise and Innovation (DBEI), Enterprise Ireland (EI), Design & Crafts Council of Ireland (DCCoI), Local Enterprise Offices (LEOs) in the SouthEast Region: Carlow, Kilkenny, Tipperary, Waterford and Wexford Programme Co-ordinator - Design & Crafts Council of Ireland, Louise Allen Programme Lead - Targeting Innovation, Eilis McNulty Lead Design Strategist - Dolmen Design, Sean McNulty Design Strategists – Lynne Whelan, Adam Clarke, Lisa Dunne

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Design4Growth: South-East Programme

Executive Summary Introduction Since 2014, the Design & Crafts Council of Ireland (DCCoI) has been working closely with the Department of Business, Enterprise and Innovation (DBEI) and Enterprise Ireland (EI) to develop Ireland’s design capacity, capability and infrastructure. Building on the Design4Growth Pilot Programme in 2016, DCCoI together with the five Local Enterprise Offices (LEOs) in the South-East Region: Carlow, Kilkenny, Tipperary, Waterford and Wexford, worked with Targeting Innovation Ltd. and Dolmen (the Programme Delivery Team) to deliver the Design4Growth programme to meet the needs of 10 micro and small business owners in the South-East of Ireland. Design4Growth commenced in April 2018 and was delivered over a 6 month period.

Programme Aim The aim of the Design4Growth initiative is to provide a structured support system to assist 10 companies in the South-East of Ireland to use design as a strategic tool for business growth.

Design4Growth’s Design Thinking approach and methodology is essential for any business to analyse and evaluate how relevant their services and products are to their clients and how their business is performing in a rapidly changing world.

The key components of the programme included: • • • •

A series of workshops to introduce the companies to the Design Thinking process.

Intensive mentoring by a designated Design Strategist.

A design-focused project.

Design Voucher funding to support project implementation.

Context Ireland has over 250,000 micro and small enterprises as well as a steady stream of start-ups, with over 22,000 new businesses registered in 2017 alone. Their success is key to Ireland’s future. With the current climate of uncertainty predicated by Brexit, Irish enterprise requires practical supports that help to mitigate risk and increase resilience to changing and disruptive market forces.

Diversification of products and services and entry into new markets is central to building this type of resilience. The Design4Growth methodology helps to identify key risk areas. It assists businesses to undertake a detailed review of their operations, helping to reduce costs and drive efficiency. Its customer centric philosophy ensures open dialogue and understanding of customer needs and helps to identify gaps in market provision. Focus on design and innovation helps to validate products and services for new customers, market segments and geographical markets.

The Design4Growth methodology can be easily adapted to address challenges within medium and large-scale enterprises, helping them to define and develop a growth trajectory while minimising exposure and risk. This will assist in the ongoing development of a pipeline of enterprises transitioning from LEO to Enterprise Ireland supports.

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Design4Growth: South-East Programme

What makes Design4Growth different?

The biggest cost in any business is people’s time and resources. The greatest risk is investing these to bring the wrong product or service to market. If businesses do this, they will fail to deliver a return on their investment. Unlike other business development and lean programmes, Design4Growth helps to eliminate this risk by ensuring that the core business offerings are designed to meet current customer needs and expectations. Design Thinking is customer-centric, focusing on who pays, who uses and who influences the buying decision.

A customer-centric approach demands a broad-based view of where design can make a difference.

This means that: • • •

Design is used as a research tool to identify target customer requirements and new market segments.

Design is used as a diagnostic aid to safely test and validate the value of a new service, experience or product and its business impact.

Design is used as a strategic enabler in identifying short-term wins and developing a clear roadmap to help businesses to scale, create better organisational structures and put in place lean processes.

“Following participation in Design4Growth we are transitioning from a traditional reactive IT company to providing a proactive service. This will free up capacity by 20%, allowing us to scale nationally.’

[Bryan Corden, Deycom]

Key to the success of the Design4Growth approach in the South-East is a five-stage methodology designed by Dolmen, and the 1-to-1 support of Design Strategists to assist the owner managers through this practical methodology. This ensured that the businesses did the right things in the right order. The Design Strategists brought each business through the process of how to safely test and validate the value of a new offering and its business impact. This gave them confidence in the methodology and mitigated the risks involved in bringing a new product, service or experience to the market.

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Design4Growth: South-East Programme

Design4Growth Approach

At the beginning of the Design4Growth Programme, each business was required to undertake a Design Assessment to benchmark the level of design activity and determine the degree of strategic importance attributed to design in each business. The Danish Design Ladder (developed by the Danish Design Centre) was used as a guide and businesses were rated from Step 1-4 on The Design Ladder as follows: •

• •

•

Step 1: No design.

Design plays no role in product/service development. End user perspective plays little or no role in the development of new solutions.

Step 2: Design as styling.

This is the traditional understanding of design where design is only relevant in terms of style.

Step 3: Design as process.

Design is not a result, but an approach integrated into the early stages of the development process.

Step 4: Design as strategy.

The designer works with the company’s owners/management to rethink the business concept completely or in part.

Benchmarking was undertaken using a specially designed questionnaire and scorecard1 that ranked each SME’s use of design against the four steps of The Design Ladder. At the outset of the programme, the majority of the organisations were positioned between Step 1 and Step 2 on The Design Ladder.

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Refer also to Appendix IV - Design Scorecard for more details

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Design4Growth: South-East Programme

Diagrams show the before and after positioning on the Danish Design Ladder scale (red positions for before and green for after the D4G programme)

On completion of the programme using the same scoring system, the majority of the organisations had progressed to Step 2 and Step 3 of the Design Ladder, with 2 of the organisations reaching Step 4.

Programme Participants The participants involved in the programme were a mixture of different organisation types across a wide spectrum of categories: • • • •

They included family businesses, micro enterprises, established organisations set up for 40+ years and not-for profit enterprises.

Organisations with different target market priorities. For example, some targeting Irish markets, others targeting both domestic and international markets.

Sectors included: software, security, beauty products, refrigeration, lighting, furniture design, training, framing and life sciences.

Organisations describing themselves as design-led or as already using design in their business and other organisations who described themselves as having little/no understanding of design/design thinking.

Programme Outcomes and Outputs The Design4Growth programme was undertaken over a six-month period commencing in April 2018 and finishing in October 2018. Each participating company was required to make a financial contribution of €250 and commit to participation in the Design4Growth programme.

In return, each company received €10,000 worth of supports that included design assessments, professional design mentoring and training and professional design services. Participants were eligible to apply for a design voucher to maximum value of €2,500 to procure design services following assessments and mentoring.

Following the programme completion in October 2018, an analysis was undertaken to establish early stage impacts. Findings indicate there are key business developments forecast by the 10 participating companies who have benefited from the Design4Growth Programme. Forecasted outcomes/outputs have been summarised in the matrix below:

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Design4Growth: South-East Programme

Note: These are forecasted impacts and benefits, but confidence of delivery in relation to table headings is high. Three job appointments have been completed to date.

These outcomes will drive growth in terms of employment and additional resources to support the business to organise itself and scale, leading to: • •

The creation of 19 full-time and 1 part-time job.

Early indications are that, in the 12 months following the Design4Growth programme, companies are projecting that every €1 spent on design will result in a €10 return to their balance sheet.

Actual return is €9.75 based on the 6 companies who already have measurable benefits impacting their balance sheet. 33% are linked to increased turnover, 66% from cost savings benefits linked to delivering new customer outcomes and design related efficiencies .While early stage ROI indicators are strong these will need to be accurately measured after 12 months.

The key forecasted outcomes / outputs relating to business transformation include: • • • •

8 new customer segments identified.

The design and development of 5 new product offerings to deliver the outcomes required by these customer segments.

The design and development of 7 new service offerings to deliver the outcomes required by these customer segments.

An agreed roadmap to follow to continue this transformation journey.

Recommendations Based on demonstrated outcomes and the early stage ROI achieved to date, this report recommends that appropriate investment is secured to enable the national rollout of Design4Growth led by the Design & Crafts Council of Ireland in partnership with the Local Enterprise Office Network.

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Design4Growth: South-East Programme Core recommendations for future programmes include: • • • • • • •

A phased national rollout of the Design4Growth Programme by DCCoI in partnership with LEOs. The development of a National Framework of Design Strategists with appropriate experience and training with linkages across the LEO network.

The development of a Design4Growth platform and toolkit to promote engagement and ensure ease of access and ongoing supports.

Increase the time allocation for Design Strategists to undertake design mentoring with participating companies.

The integration of Design4Growth services through LEOs and Design Centres in receipt of ‘Regional Enterprise Development Funding’ (REDF).

Development of a dedicated ‘Design Voucher Scheme’ for SMEs to be used to procure design services from the professional design sector.

Application of the Design4Growth programme to medium sized enterprises intending to scale for international markets and develop as Enterprise Ireland clients.

Conclusion DBEI’s Project Ireland 2040 | Investing in Business, Enterprise and Innovation 2018-2027 clearly sets out an agenda to develop a “comprehensive and integrated programme of measures that strengthen growth and employment potential with a particular focus on balanced regional development by building competitive and innovative enterprises.” 2 The 2017 report by The Expert Group on Future Skills Needs (EGFSN) ‘Winning by Design’ highlights that ‘developing a strong design capability and increasing engagement in design-driven innovation in the wider enterprise base will not only help to retain, attract and nurture design talent in Ireland but more importantly will attract and retain foreign direct investment and grow indigenous enterprise. A key element in achieving this will be to ensure that the appropriate skillsets are being developed to help the industry to thrive.’3 Design4Growth has demonstrated its potential to work across Ireland’s micro and small enterprise base to build enterprise capability. It delivers sustainable competitive advantage through service and product innovation and by allowing companies to identify and validate customer needs. Going forward, the programme has scope to address key training challenges identified by the ‘Winning by Design’ report through the development of a strategic design expert panel to service business development needs in Ireland. Internationally, design is recognised as a key enabler of business success and a vital source of competitive advantage. Through programmes such as Design4Growth there are significant opportunities to be realised in Ireland for job creation and increased competitive advantage. Design4Growth provides a process that can help to ensure that Ireland's economy is well positioned to adapt and prosper in the future through improved productivity, enterprise resilience, innovation and diversification.

2 3

Project Ireland 2040 | Investing in Business, Enterprise and Innovation 2018-2027, p.21

Winning by Design , The Expert Group on Future Skills Needs (EGFSN), 2017, p.15

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Design4Growth: South-East Programme

Design4Growth is funded by the Department of Business, Enterprise & Innovation (DBEI) and led by the Design & Crafts Council of Ireland (DCCoI) in partnership with the Local Enterprise Offices (LEO) in the South-East Region: Carlow, Kilkenny, Tipperary, Waterford and Wexford.

Targeting Innovation partnered with Sean McNulty for the delivery of Design4Growth. Sean is Chairman and Founder of Dolmen and Chair of NSAI Industry team in the development of ISO 50500 guide standard for Innovation Management System.

This complementary partnership has brought together best practice support in programme design and management with international expertise in Design Thinking.

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Design4Growth: South-East Programme

The Design4Growth Programme Report Introduction Since 2014, the Design & Crafts Council of Ireland (DCCoI) has been working closely with the Department of Business Enterprise and Innovation (DBEI) and Enterprise Ireland (EI) to develop Ireland’s design capacity, capability and infrastructure. Building on the Design4Growth Pilot Programme in 2016, DCCoI together with the five Local Enterprise Offices (LEOs) in the South-East Region: Carlow, Kilkenny, Tipperary, Waterford and Wexford, worked with Targeting Innovation Ltd. and Dolmen (the Programme Delivery Team) to deliver the Design4Growth programme to meet the needs of 10 micro and small business owners in the South-East of Ireland.

Programme Aim The aim of the Design4Growth initiative is to provide a structured support system to assist 10 companies in the South-East of Ireland to use design as a strategic tool for business growth.

Design4Growth’s Design Thinking approach and methodology is essential for any business to analyse and evaluate how relevant their services and products are to their clients and how their business is performing in a rapidly changing world.

The key components of the programme included: • • • •

A series of workshops to introduce the companies to the Design Thinking process.

Intensive mentoring by a designated Design Strategist.

A design-focused project.

Design Voucher funding to support project implementation.

Context Since 2014, the Design & Crafts Council of Ireland (DCCoI) has been working closely with the Department of Business, Enterprise and Innovation (DBEI) and Enterprise Ireland (EI), to develop Ireland’s design capacity, capability and infrastructure. Building on the Design4Growth Pilot Programme in 2016, DCCoI and the five Local Enterprise Offices (LEOs) worked with Targeting Innovation Ltd. and Dolmen (the Programme Delivery Team) to adapt and scale Design4Growth to meet the needs of micro and small business owners in the South-East of Ireland.

What makes Design4Growth different?

Traditionally, once a business is up and running, they slip into the mindset of looking at the marketplace and constantly seeing how to differentiate themselves over their competitors, whether a service or product offering. Design Thinking fundamentally changes the approach to a customercentric start point; refocusing on who pays, who uses and who influences the buying decision. A customer-centric approach demands a broad-based view of where design can make a difference.

Design Thinking identifies and validates the outcomes that target customers require, desire and will be happy to pay for. The structure of this Design Thinking approach is as important as the tools and techniques because it gives confidence to the owner/managers on how they can identify what outcomes their customers need and desire as opposed to their own self-referenced thoughts.

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Design4Growth: South-East Programme As part of Design4Growth, focus was placed on delivering successful short-term wins for the owner/ manager and aligning this with longer term (1 to 3 years) ambitions and roadmaps. This sets up participating SMEs for other programmes to help them scale, create better organisational structures, put in place lean processes, develop new products and enter new markets.

Key to the success of the Design4Growth approach was the 1-to-1 support of Design Strategists to assist the owner managers through this practical methodology. The correct use of methodology ensured that the businesses did the right things in the right order. The Design Strategists brought each business through the approach of how to safely test and validate the value of a new offering and its business impact. This gave SMEs confidence in the methodology and mitigated the risks involved in bringing a new product, service or experience to the market.

Programme Participants The participants involved in the programme represented a broad range of organisation types across a wide spectrum of categories: • • • •

Family businesses, micro enterprises, established organisations set up for 40+ years and notfor profit enterprises.

Organisations with different target market priorities. For example, some targeting Irish markets, others targeting both domestic and international markets.

Sectors including software, security, beauty products, refrigeration, lighting, furniture design, training, framing and life sciences.

Organisations describing themselves as design-led or as already using design in their business and other organisations who described themselves as having little/no understanding of design/design thinking

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Design4Growth: South-East Programme The 10 companies selected to partake in the Design4Growth Programme were as follows: Company Overview ACI Security Carlow-based company, founded in 2009 which employs 5 people. The company supplies, installs, monitors and maintains electronic security systems.

• Access Control systems • CCTV • Intruder alarms Key challenge Key challenge at the start of the programme was to increase their customer base with emphasis on commercial customers and subcontracting.

Dublin Herbalists Tipperary-based company who manufacture natural skincare products and sell them into Irish retail and online. Their products are stocked in over 120 luxury, healthcare and gift stores nationwide.

Key challenge Create a baby collection giftset as a hero product and drive sales in the UK via website orders.

Deycom Deycom provide IT support and products to businesses and the educational sector. Established in 1995, they employ 8 full time staff.

Key challenge Sales of hardware were falling, the company needed to identify new sources of growth. They felt that their current model was limiting growth potential.

LEDspan LEDspan design and manufacture LED lighting solutions. They are based in Kilkenny and have been operating for 5 years.

Key challenge Initial challenge: To find a better component supplier in China in order to overcome supply chain issues.

Revised challenge: To create a new marketing battle kit to support the company in positioning themselves to become the product of choice; With an end goal of being specified on tenders over direct competitors.

Harte Outdoor Lighting The Wexford-based, family-run company are producers of high-quality cast iron outdoor lighting.

Key challenge Ambition to enter a new geographical market, with full understanding of need to communicate a brand story that will differentiate their offering over main competitors and address their potential customers’ functional and emotional buying criteria.

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Design4Growth: South-East Programme

Rathoe Training Hub Rathoe are a community-based training hub providing social and professional training at a free or reduced rate. They offer a variety of courses, CPD and commercial training locally.

Key challenges With very little funding available, they need to generate income to cover their overheads. Rathoe aimed to target a new customer in the commercial training sector.

MyBio Kilkenny-based company, who are providers of Life Science Research Tools to Scientists in Ireland. Their customers are Scientists researching in Pharma companies, Government Research Life Sciences and the Academic-based University Life Science Research.

Key challenge Development of the MyBioBuddy customer engagement tool.

REL Group Carlow-based company, with 35 employees composed of 4 business units: • Mechanical & Renewables • Dispense & Refrigeration • Water Filtration • Asset Management Key challenges Commercialisation of a new product Marketing of the new product Identifying, installing & reporting on a pilot programme(s) Penn Products Situated on the Waterford Greenway, Penn was established in 1973 and has continued for the past 45 years as a family business in design, manufacture and fit of bespoke furniture.

Key Challenge The company’s key challenge at the start of the programme was based around pricing and branding.

FineFramers Carlow-based company which provides both custom picture framing and ready-made picture frames.

Key challenge The company are well established locally (within a 20 mile radius) but wish to gain more business from new clients in a 20-50 mile radius.

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Design4Growth: South-East Programme

Benchmarking At the beginning of the Design4Growth Programme, each business was required to undertake a Design Assessment to benchmark the level of design activity and determine the degree of strategic importance attributed to design in each business. The Danish Design Ladder (developed by the Danish Design Centre) was used as a guide and businesses were rated from Step 1-4 on The Design Ladder as follows: •

• •

•

Step 1: No design.

Design plays no role in product/service development. End user perspective plays little or no role in the development of new solutions.

Step 2: Design as styling.

This is the traditional understanding of design where design is only relevant in terms of style.

Step 3: Design as process.

Design is not a result, but an approach integrated into the early stages of the development process.

Step 4: Design as strategy.

The designer works with the company’s owners/management to rethink the business concept completely or in part.

Benchmarking was undertaken using a specially designed questionnaire and scorecard4 that ranked each SME’s use of design against the four steps of The Design Ladder. At the outset of the programme, the majority of the organisations were positioned between Step 1 and Step 2 on The Design Ladder.

Diagrams show the before and after positioning on the Danish Design Ladder scale (red positions for before and after D4G program – green)

On completion of the programme using the same scoring, the majority of the organisations had progressed to Step 2 and Step 3 of the Design Ladder, with 2 of the organisations reaching Step 4.

Programme Approach Stakeholder Engagement Key to the success of the South-East Design4 Growth Programme was ensuring that all stakeholders had a good understanding of the programme, had agreed overarching aims and objectives and were informed of progress at every stage. Stakeholders include: The Design & Crafts Council of Ireland,

4

Refer also to Appendix IV - Design Scorecard for more details

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Design4Growth: South-East Programme Local Enterprise Offices in the South-East and the Department of Business, Enterprise and Innovation.

Stakeholder workshops were held both before the programme commenced and during the programme to agree specific actions. An information session was held near the end of programme to share impacts and to capture feedback. All stakeholders were invited to attend. The focus of the stakeholder workshops was to: o o o o o o

Educate stakeholders on the benefits of the strategic use of design as a tool for business growth.

Help LEO advisors to gain an understanding of the difference between Design4Growth and other LEO programmes.

Agree objectives and set metrics.

Agree a reporting and communications structure.

Develop criteria for company recruitment and selection and for design strategist recruitment and selection.

Ensuring compliance.

Monthly reports were compiled by project managers Targeting Innovation in consultation with the Lead Design Strategist and DCCoI and sent to all stakeholders.

Company Recruitment In order to participate in the Design4Growth programme companies were required to meet criteria detailed below as agreed by stakeholders: • • • •

Be a limited company, with a minimum of 3 employees Be at least 2 years in operation Have a challenge / opportunity they wish to address Be located in Carlow, Kilkenny, Wexford, Tipperary or Waterford

Companies were recruited through an open invitation to two Information Sessions held in Carlow and Waterford on 17th April, 2018. Information sessions were promoted by the LEOs and DCCoI, through press and social media channels. A number of suitable companies identified by LEOs were approached directly. Companies interested in participating completed an application form.

Companies were selected by DCCoI and the Lead Design Strategist based on set criteria.

Stakeholders were involved in the final approval of the 10 companies.

Design Strategist Recruitment Design Strategists were invited to tender for services via the e-Tenders portal. The opportunity was advertised through stakeholders, promoted on public domains and sent to contacts who had expressed an interest in being involved in the programme.

Phone interviews were undertaken with the short-listed Design Strategists. The final selection was based on prior experience and the type of expertise required by the 10 companies.

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Design4Growth: South-East Programme

Methodology The methodological approach is detailed on the table overleaf and consisted of: • • • •

A series of workshops to introduce the companies to the Design Thinking process.

Intensive mentoring by a designated Design Strategist.

A design-focused project.

Design Voucher funding to support project implementation.

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Design4Growth: South-East Programme

Stage 1 - Design Awareness Information Sessions Each of the information sessions, one held in Carlow and one in Waterford attracted 15 - 20 companies. A number of SMEs who attended the sessions did not meet the basic criteria for participation. Overall turnout was lower than anticipated, a number of LEOs highlighted the challenge in communicating what Design4Growth would deliver. A direct approach to client companies through LEOs proved to be more effective.

Stage 2 - Design Review Design Masterclass As part of the application process each company was invited to complete a design scorecard. This was used to benchmark the companies’ use of design at the beginning of each programme.

All companies who submitted application forms were invited to attend the Design4Growth Masterclass – a full day interactive workshop to introduce the Design Thinking process to the participants.

Stage 3 - Design Strategy Workshops A series of 3 workshops were held between May and July 2018 to bring the companies through the Design Thinking process.

These workshops: • • • • •

Provided an interactive, practical application of exercises focused on the companies’ needs.

Provided peer review feedback and input.

Introduced a practical, repeatable Design Thinking process.

Demonstrated the value of design and creative thinking as a tool for business growth.

Created networking opportunities between the companies.

A detailed overview of the workshops including feedback is provided in Appendix II.

Stage 4 - Design Implementation Between June and October 2018, the companies worked with their Design Strategists on the development and implementation of their Design4Growth projects.

Mentoring Mentoring was essential for continuity of the Design4Growth programme. Each company was allocated a Design Strategist whose skillsets and experience were aligned with the company’s requirements. They received two hours face-to-face mentoring and one hour remote support each month between June and October 2018. Intensive engagement with a designated Design Strategist kept the momentum of the projects going over the programme duration. Overall, the matching of the companies and Design Strategists was very successful with no issues arising.

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Design4Growth: South-East Programme

Stage 5 - Design Report Each participating company in consultation with their dedicated design strategist developed a roadmap for implementation following completion of the Design4Growth programme. Companies completed a report on their engagement to capture the immediate and potential impacts on their businesses in terms of operating efficiencies, new products and services and new customer segments leading to future growth and employment.

Design Vouchers The DCCoI managed the Design Voucher fund. Companies had the opportunity to apply for a Design Voucher up to a maximum value of €2,500 to support the implementation of their projects. Each company worked with their Design Strategist to complete their Design Voucher Application.

The Design4Growth Panel assessed the applications in a meeting on 10th August. Recommendations and clarifications were captured relating to each of the applications to ensure that the final project outputs were of optimum benefit to the companies and were aligned with the programme objectives and goals.

Information Sharing Session On 1st October 2018, the companies and programme stakeholders were invited to attend an Information Sharing Session. This was an opportunity for the companies to share their journey to date as part of the Design4Growth Programme.

Design Thinking Approach A degree of flexibility in the programme approach allowed the Design Strategists to address the specific design needs of the companies both in the workshops and through 1-to-1 mentoring.

At the outset of the programme, each company identified a challenge or project they wished to focus on. The Design Thinking approach facilitated an in-depth analysis of business strategy, customer need, product range and services from multiple perspectives. For a number of companies this process was crucial as it highlighted that their original challenge wasn’t perceived as an issue by their customers and identified more prominent issues and opportunities.

•

•

•

The Design Thinking approach brought companies through a structured process of reviewing their business model, customer segments and customer journeys, which led to the development of need statements, outcomes, brainstorming solutions and prototyping.

Interviews with customers (undertaken as a workshop assignment) helped to identify key focus areas which were framed into need statements. Group brainstorming sessions brought fresh thinking to the companies and helped to identify and develop solutions.

The use of visual templates to capture the vast range of information helped to identify patterns in customer needs, journeys and interviews. Visual templates also aided objective reviews by the wider group and Design Strategists.

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Design4Growth: South-East Programme

•

•

Many of the companies were experiencing fundamental business issues. For example, with supply chain, organisation structure, internal processes, resources or lack of differentiation in the market place.

The Design Thinking methodology focused on identifying and problem-solving specific challenges which would deliver tangible benefits to the businesses in the short to medium term.

Design4Growth Approach

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Design4Growth: South-East Programme

Programme Outputs and Outcomes On completion of the 6-month programme in October 2018, the 10 companies had finalised their Design4Growth projects. The projects undertaken were typically part of a larger strategic business development with short, medium and longer term KPIs identified. Even at this early stage, there are some key business impacts and developments forecast by the 10 participating companies who have benefited from the Design4Growth Programme. These have been summarised in the table below:

MyBio Kilkenny-based company, who are providers of Life Science Research Tools to Scientists in Ireland. Their customers are Scientists researching in Pharma companies, Government Research Life Sciences and the Academic based University Life Science Research.

Forecast Impacts and Benefits Increase in employment:

Forecasting 4 new employees

Cost savings as a % of Sales:

€100,000 per annum

New product offering(s) developed:

Loyalty app platform with a range of new services

Entry into new markets:

International Markets a Game Changer for MyBio’s Business Model Penn Products Situated on the Waterford Greenway, Penn was established in 1973 and has continued for the past 45 years as a family business in design, manufacture and fit of bespoke furniture.

Forecast Impacts and Benefits Increase in employment:

Forecast 1 full-time and 1 part-time employee within first 6 months of 2019.

Cost Savings as a % of Sales:

14% saving and directly effects the bottom line

Potential impact on turnover:

€20,000 - €30,000

New product offering(s) developed:

An Enterprise Ireland Innovation Voucher has been applied for to work with The Design + Technology Gateway at Carlow IT to design the first product.

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Design4Growth: South-East Programme

New service offering(s) developed:

A retail outlet on the Waterford Greenway will be developed. A range of unique furniture products will be tested and sold to customers.

Design IP will be captured.

New customers and markets targeted:

Families using the Waterford Greenway and broader geographical reach of clients through use of e-commerce.

Deycom Provide IT support and products to businesses and the educational sector. Established in 1995, they employ 8 full-time staff.

Forecast Impacts and Benefits

Increase in employment:

1 new Operations Manager already recruited, anticipate another 1 full-time employee in 2019 and 1 full-time employee in 2020

Cost Savings as a % of Sales:

20% increase over 12 months; 35% increase over 24 months

Potential impact on turnover:

Potential to triple turnover

New product offering(s) Developed:

Potential sub products in the Remote Monitoring and Management (RMM) system.

Entry into new markets:

Considering broader geographical markets. Work has begun with a medium-size company in Donegal.

REL Group Carlow-based company, with 35 employees composed of 4 business units: • Mechanical & Renewables • Dispense & Refrigeration • Water Filtration • Asset Management Forecast Impacts and Benefits

Project Output Capacity Increase:

Potential to triple turnover over next 5 years

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Design4Growth: South-East Programme New product offering(s) developed:

First to market with a smart Glycol System (MVP). New Intellectual Property Assets for REL.

New service offering(s) developed:

Augmented Reality User control and monitoring system (for clear control and usage statistics)

Entry into new markets:

Global starting with Ireland, followed by Northern Ireland and United Kingdom ACI Security Limited Carlow based company, founded in 2009 which employs 5 people.

The company supplies, installs, monitors and maintains electronic security systems.

• • •

Access Control Systems CCTV Intruder alarms Forecast Impacts and Benefits

Increase in employment:

3 employees in the next 2 years; Sales Manager and 2 team members.

Potential impact on turnover:

Increase turnover to €660,000+ within 18-24 months.

New product offering(s) developed:

New brand vision and marketing strategy being rolled out and managed internally with external support.

Entry into new markets:

Targeting more users in higher density areas such as Carlow, Kilkenny, Waterford and Dublin.

Dublin Herbalists Tipperary-based company who manufacture natural skincare products and sell them into Irish retail and online. Their products are stocked in over 120 luxury, healthcare and gift stores nationwide.

Forecast Impacts and Benefits

24

Design4Growth: South-East Programme Increase in employment:

Additional 4 employees within 24 months.

Potential impact on turnover:

Double turnover in 12 months to â‚Ź210,000 and reaching â‚Ź500,000 within 36 months.

Projected increase in profitability

38%

New product offering(s) developed:

Baby box product. New Point of Sale (PoS). Additional baby products.

Entry into new markets:

UK + others based on success

LEDspan Design and manufacture LED lighting solutions. They are based in Kilkenny and have been operating for 5 years.

Forecast Impacts and Benefits Increase in employment:

Forecast 1 new employee to support manufacturing.

Potential impact on turnover:

Expecting a larger increase in turnover once LEDspan are specified in tender calls. Will be able to quantify % increase after trialling the new battle kit material for 3 - 6 months.

New service offering(s) developed:

CPD training for specifiers and installers. Tender ready specifications.

New customers targeted:

Large engineering firms, Dublin, Cork, Limerick

Harte Outdoor Lighting The Wexford-based, family-run company are producers of highquality cast iron outdoor lighting.

Forecast Impacts and Benefits Increase in employment:

Additional 2 employees over 2019.

% Output Capacity Increase

300% over next three years

25

Design4Growth: South-East Programme Potential impact on turnover:

€3,000,000 (€1.25m in Ireland 2019 – 20 and €1.75m in UK 2019 – 21)

New service offering(s) developed:

Support service unit for UK market

New customers targeted:

UK

Rathoe Training Hub A community-based training hub providing social and professional training at a free or reduced rate. They offer hobby courses, CPD and commercial training locally.

Forecast Impacts and Benefits Increase in employment:

Potential new part-time positions.

New service offering(s) developed:

Currently being explored as part of the design and development of Rathoe’s Business Model and Plan.

New customers targeted:

New training programmes targeted at commercial customers.

Entry into new markets:

Carers; Local and Regional.

Note: Due to unforeseen circumstances Rathoe Training Hub had to withdraw from the programme for a period of weeks.

Fine Framers Carlow-based company which provides both custom picture framing and ready-made picture frames.

Fine Framers have parked a number of their planned customer focused changes due a change of ownership around their premises. and the uncertainty this has caused the business.

Forecast Impacts and Benefits Projected Annualised Cost Savings:

€60,000 - €70,000

New service offering(s) developed:

Online service to wider geographical range of customers and relevant organisations.

26

Design4Growth: South-East Programme New customers targeted:

Customer segmentation based on different types of needs.

Relevant organisations and their needs.

Case studies on each of the companies’ projects, including outcomes and outputs are provided in Appendix 1.

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Design4Growth: South-East Programme

Challenges Programme Participants •

•

•

There was a diverse range of companies selected to participate in the programme with a broad range of needs and challenges. For example, four of the companies are family businesses and one company is a not-for-profit organisation. All the companies are operating in a broad spectrum of sectors including software, security, beauty products, refrigeration, lighting, furniture design, training, framing and life sciences.

Resources (time, personnel, materials, etc.) available and dedicated to the programme varied between the companies. In many cases, the smaller companies were more committed to the programme, particularly as senior personnel had the ability to make business decisions quickly, resulting in fast-moving and more impactful projects. Many of the smaller businesses additionally brought more than one team member with them to the workshops which was very beneficial.

Each company identified a problem, issue or opportunity they wished to focus on at the outset of the programme. As the programme progressed, this ‘project’ was refined and defined in greater detail. This took double the time estimated; the Design Strategist had to support and guide the company team through the process step by step as they applied the various tools and techniques to their own customers and industry sector. The diverse nature of these projects meant that it wasn’t possible to define set KPIs for all companies; KPIs needed to be tailored for each company. This was agreed by the designated Design Strategist, Lead Design Strategist and company at the first mentoring session in June.

Company Recruitment •

•

Overall, the turnout at the two Information Sessions in April was quite poor in comparison to the number of companies who registered for the events on Eventbrite. Companies can be quick to register for free events but also quick to cancel if anything pops up.

Higher-calibre companies were often the ones who lacked time to attend this type of event (Information Sessions). A considerable percentage of the companies who attended the Information Sessions did not fit the selection criteria. For example, turnover was under threshold, did not have any employees etc. Input from the stakeholders proved most valuable in identifying relevant companies who were a good fit for the programme.

Workshops While all applicants were invited to attend the masterclass, only the 10 companies selected for the programme attended.

Due to business demands, a number of companies could not attend workshops. Design Strategists often engaged in dedicated follow up to ensure that companies who missed workshops were kept on track.

Mentoring The Design4Growth programme and approach is well structured, however, many of the companies’ challenges were complex. Design Strategists on average spent double the amount of allocated time mentoring companies in order to resolve or restructure identified needs. The time allocated to design mentoring needs to be reviewed for future iterations of the programme.

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Design4Growth: South-East Programme

Recommendations The recommendations below are based on the experience of Design4Growth in the South-East Region and take into consideration the resources required to develop this programme for national delivery.

Programme Participants Going forward the companies selected to participate in the programme should have ambition to grow and should be required to meet the following criteria: • Have the commitment of the senior management team or key decision maker within the business.

• Be ambitious and motivated.

• Be recommended for participation by their LEO. • Ideally have more than one person attending workshops and mentoring sessions. This maximises productivity and impact internally.

• Clustering of businesses based on their size and sector (excluding direct competitors) would be of benefit allowing more focused interactions.

Stakeholders Buy-in, input and support from the programme stakeholders is essential as it: • Ensures that the right calibre of companies is selected for the programme.

• Provides greater insight into the companies and their needs.

• Helps to ensure that progress made during the programme will continue to be supported.

Design Strategists The role of the Design Strategists is central to the success of this programme. In Ireland there is a lack of skilled design strategists who have an understanding of design and how it applies to an SME in a business context. For this reason, there is a need to develop a national panel of validated Design Strategists that can provide strategic design services. The purpose of the panel will be to: • •

Act as an essential resource for the Design4 Growth programme with regional reach.

Provide a valuable resource for DCCoI, LEO, EI and the broader enterprise base in Ireland.

In order to develop and build a strong team of Design Strategists who are aligned with the programme objectives and delivery process, further time for training is required to ensure these individuals have the tools and knowledge to support the companies on their Design4Growth journey. The development process and resulting panel should be centrally managed by DCCoI and accessible both on and off-line. Learnings from this Design4Growth Programme identified that the most effective way to upskill designers as design strategists would be to develop an intensive design strategist boot-camp with training taking place over a 5-week period. This should be augmented on an annual basis with Continuing Professional Development (CPD) short courses.

Design Voucher The Design Voucher was key in empowering the participating companies to validate and implement new customer services and products in a timely manner. This was central to delivering tangible outputs within months, which in turn increased the owner/ managers confidence in this approach and its value to their business. For this programme the Design Voucher had a maximum contribution of €2,500. Recommendations going forward include:

29

Design4Growth: South-East Programme • • •

•

Increase the funding of the Design Voucher to a maximum of €5,000 (similar to the Innovation Voucher scheme).

Facilitate flexible usage of the Design Voucher, i.e. permit use by Design Professionals.

Agree in advance the role of the Design Strategists and whether they are eligible to provide support to the companies via the Design Voucher as a separate piece of work to their Design4Growth mentoring.

Ensure that Design Strategists attend the Design Voucher Application Review Meeting. All Design Voucher applications were reviewed in detail by the Design4Growth project leaders DCCoI, LEO Representatives, Targeting Innovation and Lead Design Strategist. This was a very insightful session which would have greatly benefited from the Design Strategists’ input.

Channels of Communication Throughout the Design4 Growth programme multiple channels of communication were used including individual and group meetings, individual and group Skype calls, regular updates via email and phone. For future programmes, strong and open channels of communication need to be maintained: •

• •

Between the Design Strategists, Lead Design Strategist and Programme Leader. This helps to ensure any issues that arise are flagged up quickly and that there is a support network to address challenges. Monthly or fortnightly meetings are required to achieve this.

Between the Programme Team and the stakeholders. This ensures that the stakeholders are kept updated on progress of the companies and any issues that arise.

The development of a national website portal could assist in centralising communication and could provide companies (both existing and new companies participating in the programme) with access to toolkits, mentoring support, video tutorials and template updates. Ideally this should be linked through DCCoI and networked into all regional Design Centres, LEOs and other stakeholders.

Programme Timeframe Feedback from some of the applicants and Design Strategists was that a longer timeframe was required for project implementation and subsequent capture of the programme impacts. However, from a Programme Management perspective it was felt that it would have been difficult to get the required time commitment from the companies upfront if the programme had been lengthened.

Instead, it is recommended that continued support should be available through: • • •

Other LEO programmes (for example, BUCANIER, Catalyst, Lean etc.) after the completion of the Design4Growth Programme.

An increase the time allocation for Design Strategists to undertake design mentoring with participating companies is required. Design Strategists spent double the time allocated with each participant on the South-East Design4Growth Programme.

Continued mentoring support with the assigned Design Strategist would maximise the project impacts and outputs from a long-term perspective. Ongoing mentoring of up to 12 months should be considered through LEOs and/or DCCoI via the Design Strategist panel.

Positioning of the Programme The SME and larger enterprise sector are in the early stages of recognising and understanding the benefits of adopting a strategic design methodology. This means that basic understanding of what

30

Design4Growth: South-East Programme the programme entails and the value it brings is limited. Recruiting companies for Design4Growth in the South-East was a challenge. To address this the following actions should be considered: • • • • •

Achieving buy-in by both LEO and Enterprise Ireland will assist to validate the value of Design4Growth.

Training for LEO staff and mentors to foster greater understanding of the strategic design model.

Engagement and training with Enterprise Ireland (EI), to ensure that medium-sized companies with ambition to scale can use this methodology as a tool for growth.

Development of a dedicated website, Design Strategist Panel and overall branding and marketing strategy will assist in raising awareness and in driving demand.

Consideration by LEOs and EI to position Design4Growth as a pre-requisite programme prior to accessing significant additional funding or voucher schemes.

Design4Growth Programme Structure and Delivery Partners Department of Business Enterprise and Innovation (DBEI) The Department of Business, Enterprise and Innovation aims to make Ireland the best place to succeed in business, delivering sustainable full employment and higher standards of living across all regions of the country.

Design4Growth aligns with DBEI strategic priorities which include: • • •

Implementation of policy to enhance the enterprise environment leading to the start-up and growth of competitive firms in Ireland and sustainable development for enterprises of all sizes.

Access to services and supports (provided through Government Agencies) to enable small and medium enterprises to scale and access international markets and for businesses to prepare for Brexit Cultivating the conditions to maximise national and regional jobs.

DBEI provided funding for the development and implementation of Design4Growth in the South-East of Ireland.

Design & Crafts Council of Ireland (DCCoI) Design4Growth is a key design focused development programme for SMEs that was first piloted during Irish Design 2015. DCCoI plays a central role in advising Government on the development of design-related policy and Infrastructure through the National Design Forum.

DCCoI led the development of Design4Growth in partnership with DBEI and LEOs. DCCoI was responsible for all aspects of the management, co-ordination and oversight of Design4Growth from inception to completion. This included: the procurement of design and project management services; input on recruitment of design strategists with Lead Design Strategist; reporting to all partners and stakeholders; budget management; oversight of programme approach and methodology. Actions recommended for future programmes include: •

Maintain current relationships relating to the Design4Growth programme between DBEI, EI, LEOs and key stakeholders for the rollout of a National Programme subject to available funding.

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Design4Growth: South-East Programme • •

Ensure that the quality of the programme is maintained and developed going forward.

Ensure that participating companies are benchmarked and that impacts of Design4Growth are tracked over time.

Local Enterprise Offices (LEOs) Engagement with LEOs was central to the rollout of Design4Growth in the South-East region. LEO clustering (Carlow, Kilkenny, Wexford, Waterford and Tipperary) allowed for shared insight and learnings and helped to avoid duplication of existing support mechanisms. It resulted in high-level stakeholder participation and increased engagement by the LEOs directly with the companies, which potentially will increase the longer-term impacts of the programme. Actions recommended for future programmes include: • High level training for LEOs to enable them to communicate value to clients and differentiate Design4Growth from other programmes.

• Provision of follow-on mentoring in order to maximise impacts.

• Currently there is a gap in provision of supports for micro/small enterprises that can scale to medium/large enterprises. Design4Growth has the potential to support these enterprises with ambition to scale which would result in better quality companies with more robust market value propositions to be fed into Enterprise Ireland’s pipeline.

• Create linkages with existing programmes and initiatives, for example: New Frontiers takes in participants with ideas and brings them through a process of validating an idea, its technology and route to market. To enhance success rates there is a need ensure that the right customer experience, process or product is developed. Design4Growth would be a particularly complementary fit.

Project Management and Lead Design Strategist Design4Growth was project managed by Targeting Innovation, a project management consultancy with offices in Ireland and Scotland. The Targeting Innovation team included a Lead Design Strategist, Sean McNulty (Chair of Dolmen Design), who has significant senior-level experience in developing design products and processes that are central to business needs. A key part of the Design4Growth Programme is its alignment through the Dolmen process with the ISO 56001 guide standard on Innovation Management System. This creates a disciplined, structured framework for systematically undertaking any innovation activities.

The combination of project management and senior-level design expertise was critical to Design4Growths’ successful implementation. Having the appropriate level of strategic design skill and an in-depth understanding of business is essential for the development of future programmes.

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Design4Growth: South-East Programme

Programme Feedback Feedback on the programme captured at the Design4Growth Information Sharing Session included:

“The best thing we have done in our business in the past 45 years”.

[Aileen Barron, Penn Products]

“The structured customer interviews delivered massive benefits. They enabled us to identify the outcomes that our customers were seeking. Lynne (our Design Strategist) brought different thinking, helping us to remodel rather than tweak our business.”

[Bryan Corden, Deycom]

“This programme supported us in looking further afield rather than just having an Irish focus. It provided a different understanding of what created value in our customers’ eyes. It helped us understand the story we need to communicate to scale and how the story needs to be realised.”

[Jack Harte, Harte Outdoor Lighting]

“We started the programme thinking we had a supply chain problem, and this would hinder our ability to scale. When we asked our customers, the opposite was true. We realised we need to address the values we were delivering and identify our key differential over current market leaders. This validated feedback, it has kicked us into gear. It has helped us to work on the business rather than in the business with fresh eyes and ears.”

[Claire O’Neill, LEDspan]

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Design4Growth: South-East Programme

Conclusion Internationally, design is the fastest-growing creative industry, having grown by 34% in the five years between 2008 and 2013 and is worth over £70 billion per year to the UK economy. In Ireland research undertaken by The Department of Jobs, Enterprise and Innovation (DJEI now DBEI) in 2016 values the sector at €37 billion5. This indicates the significant opportunities to be realised in Ireland for job creation and increased competitive advantage. Design is a key enabler of international business success and a vital source of competitive advantage being adopted by the fastest growing, most innovative companies in the world, (Design-led companies such as Apple, Coca Cola and IBM outperformed the Standard and Poor’s 500 by 219% over the last 10 years). It is seen as one of the key drivers in new start-up companies, particularly those who aim to disrupt existing market norms.

DBEI’s Project Ireland 2040 | Investing in Business, Enterprise and Innovation 2018-2027 clearly sets out an agenda to develop a “comprehensive and integrated programme of measures that strengthen growth and employment potential with a particular focus on balanced regional development by building competitive and innovative enterprises.” 6 The 2017 report by The Expert Group on Future Skills Needs (EGFSN) ‘Winning by Design’ highlights that ‘developing a strong design capability and increasing engagement in design-driven innovation in the wider enterprise base will not only help to retain, attract and nurture design talent in Ireland but more importantly will attract and retain foreign direct investment and grow indigenous enterprise. A key element in achieving this will be to ensure that the appropriate skillsets are being developed to help the industry to thrive.”7 Design4Growth has demonstrated its potential to work across Ireland’s micro and small enterprise base to build enterprise capability. It delivers sustainable competitive advantage through service and product innovation and by allowing companies to identify and validate customer needs. Going forward, the programme has scope to address key training challenges identified by the ‘Winning by Design’ report through the development of a strategic design expert panel to service business development needs in Ireland. Through programmes such as Design4Growth there are significant opportunities to be realised for companies operating in Ireland to develop new consumer segments and markets and to compete more effectively in international markets.

5

The ‘Irish Design Footprint’: Economic Value and Characteristics, Strategic Policy Division, Department of Jobs, Enterprise and Innovation, January 2016, p vii.

6 7

Project Ireland 2040 | Investing in Business, Enterprise and Innovation 2018-2027, p.21

Winning by Design , The Expert Group on Future Skills Needs (EGFSN), 2017, p.15

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Design4Growth: South-East Programme

Appendix I Company Case Studies Design4Growth Case Study

MyBio Projected Cost Savings Annualised Cost Savings Removal of the sales team from selling tasks to customer experience servicing and targeting and onboarding new customers.

Projected Output Increase % Output Capacity Increase 25% freed up resources internally 66% increase in PhD Researchers engaging with MyBio. Other KPIs Increase in employment Projecting 4 new employees

Cost Savings as a % of Sales â‚Ź100,000 per annum and resource re-focused.

Potential impact on turnover Focused on onboarding new customers and growing turnover.

Increase in profitability

Notes

Potentially doubling sales over the next three years due to focus onboarding new customers.

There is a change required in the structure of the company, moving away from traditional sales to subject matter experts and customer servicing.

Other

Notes Review application for LEO Feasibility grant and also Agility program fund.

Encourage new sales channels of products to PhDs - est. 25% increase in sales.

New product offering(s) developed Loyalty app platform with a range of new services

New Customers and Markets Targeted New customers targeted Entry into new markets (national / international) Other agents and International Markets resellers of this new tech platform.

New service offering(s) developed 1. Ask the expert 2. Price match 3. Online customer support 4. Other services to be added over time

Notes

Other

Notes

New business and product offering

Game Changer for MyBio’s Business Model

This service and product are under technical development.

Internal organisation training and support and external supports are needed to deliver the final product and service.

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Design4Growth: South-East Programme

Design4Growth Case Study Company Name

MyBio

Address

Kilkenny Research and Innovation Centre, St. Kieran's College Road, Kilkenny

Website

https://mybio.ie/

What we do

MyBio is Ireland’s leading supplier of cutting-edge technologies into the Life Sciences Market. Their customers are scientists in Quality Control Labs as well as Life Science Research and Drug discovery research centres.

Who we are

MyBio was established in 2009, by founder Linda Nolan, 6 full-time and 1 parttime staff, 4 consultants. Turnover circa €3m.

MyBio have experienced exponential growth due to the bold new business model they created.

Design4Growth Develop an application that builds loyalty with our existing and future Project customers.

Objectives

Key Challenges

Key Changes

The MyBio testing kits are not unique in the market, a researcher can purchase a similar product at a similar price from another supplier. MyBio need to create a differentiation through added services to capture these sales.

Customer interviews indicated there was an appetite in the market for a loyalty scheme, ‘ask the expert’ functionality, test kits and price matching. With the introduction of a chat bot on the MyBio website, it was able to address 3 of the 4 new features that had been highlighted by the customer research and interviews process undertaken through a LEO Lean Start program.

This was a move away from My Bio’s original idea on what they wanted to create, customer interviews showed a preference for an alternative web-based solution.

Results / Outcomes / Outputs

Phase 1 of the loyalty app was activated in September 2018 on the website to capture the influx of new PhD students into research programs nationwide. This was a test to learn from and then refine a full roll-out of this service and campaign.

The learnings will inform the features, usability, style and technical specification for the loyalty application that is rolled out to all customers.

Feedback so far:MyBio targeting 50% of all the new PhD students, already 66% of these have engaged with the campaign through the chatbot (see images).

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Design4Growth: South-East Programme Verified that there is real opportunity in this market where MyBio have less than 10% of this market currently.

Quote

“Engaging in the Design for Growth enabled us to quickly access the most effective mentors and designers appropriate for our Innovative Design idea. The programme is structured in such a way that small businesses can overcome the challenges of limited time and resources to keep momentum in a project. For MyBio specifically we finally found a dynamic systematic approach in this programme and with a team of professionals accurately matched to the talents we required that delivered true mentoring, guidance, assistance and brilliant ideas that developed our project rapidly. Without this programme our vision for this Innovative tool that we are creating for our business would most certainly have had many pain points. We have already delivered one aspect of the project, thanks to the Design for Growth programme with speed and precision and would recommend this route for project thinking design and structure.

Design thinking was the force that delivered the best collaboratively challenged ideas which streamlined the specifics of plans that would be actioned thereby offering the best chance of product success before embarking on bigger spend.

We enjoyed every minute!� Linda Nolan, MD.

Images

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Design4Growth: South-East Programme

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Design4Growth: South-East Programme

Design4Growth Case Study

Penn Products Projected Cost Savings Annualised Cost Savings Efficiency of pricing both domestic and commercial jobs Projected Output Increase % Output Capacity Increase 15% extra time capacity based on time reduction on internal costings and design process Other KPIs Increase in employment

Cost Savings as a % of Sales 14% saving and directly effects the bottom line

Potential impact on turnover €20,000 - €30,000

New product offering(s) developed Success of Greenway Strategic planning has retail R&D trials and framed the need to product development develop a product will necessitate one new range. An Innovation employee and one part Voucher has been time to service the applied for to work with growth and ongoing Design + Technology development within Gateway to design the next 6 months for 2019 first product. Work will season. commence in November 2018 New Customers and Markets Targeted New customers targeted Entry into new markets (national / international) 1. Families utilising the This opens a new Waterford greenway. channel. When 2. Broader geographical successful products have reach of clients for been designed and furniture products manufactured, they can through e-commerce then be marketed, sold and exported online.

Increase in profitability

Notes

€20,000 - €30,000 increase profitability expected

Achieved through optimised process for project pricing and delivery

Other

Notes

Business has time that will be focused on following new sales leads.

Roadmap produced to ensure their LEO mentor can follow through on the change of habits needed and the implementation of this roadmap.

New service offering(s) developed A retail outlet at the Waterford Greenway will be designed and developed.

Then a range of unique small furniture products will be tested with customers.

Design Registration will be captured on these 3D designs.

Notes

Increase in Sales

Notes

250,000 person footfall on Waterford Greenway 1% capture at average of €30 spend will leverage €75,000 in sales per annum

Achieved through new retail offering – through EI Innovation Voucher and LEO feasibility grant

Important to link this strategy into any future programs and any mentoring that Penn Products part take in.

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Design4Growth: South-East Programme

Design4Growth Case Study Company Name

Penn Products

Address

Kilmacthomas, Co. Waterford

Website

www.pennproducts.com

What we do

Penn Products designs, manufacture and fits high quality bespoke furniture for both Domestic (40%) and Commercial (60%) Customers.

Aileen and Gerard Barron, in total 4 full-time employees, situated on the Waterford Greenway, Penn was established 1973 and now is 45 years old as a family business. Turnover circa â‚Ź0.25m.

Who we are

Design4Growth Project To grow our sales figures and strengthen the pricing process to make it more efficient.

Objectives

Key Challenges

The initial challenge was based around pricing. Penn Products needed to develop a fit-forpurpose pricing model that captured all costs and differentiated between commercial and retail customers.

1. Markets were clearly delineated between commercial and domestic groups. This ensured a more direct and user centred approach to meet the specific needs of both markets.

Key Changes

2. Activities were mapped and measured (up to 9 unpaid hours was being spent on quotation/design/consultancy). As a result, Penn have produced tools to assist them in understanding and communicating to their customers, their value in design and consultancy work as opposed to just build and fit-out.

3. Develop retail offering. Penn are devising a pricing structure based around the development of a new product range. This brings us from totally bespoke work to developing a product-based retail range. It gives Penn the opportunity to access a new market at their current base in Kilmacthomas. A range stock will be built up initially and as demand grows, further ranges considered.

40

Design4Growth: South-East Programme 4. The new retail opportunity has been framed and begins with R&D trials of product range.

This will ultimately tap in to the success of the Waterford Greenway and open directly on to the Greenway with products/crafts and coffee/refreshments. This marks a continuing appetite for R&D within the company identified and stimulated through the Design4Growth programme.

1. Creation of a strategic roadmap which marks the short, medium and long-term strategy for the company’s growth. This includes the steps to implementation, timescales, milestones, critical factors, resources required.

Results / Outcomes / Outputs

2. A new visual identity reflecting the Penn Product brand has been created. This will be used on all brochures, signage, vans and for the new Greenway retail outlet.

Current Graphic logo and proposed new graphic direction.

3. Plans have been framed to begin the building modifications required to open to the Greenway during 2019.

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Design4Growth: South-East Programme

4. Templates have been created to optimise the existing bespoke work.

5. Commercial and domestic markets have been separated and work is underway to communicate to the customer the needs in each sector independently.

6. Further funding is been applied for to begin work on the first product design (Innovation Voucher and R&D feasibility study). The aim is to gain assistance with creating an innovative product which can be developed into a range.

Quote

“This was the best programme this company has been involved with in its 45 year history“ Aileen Barron, Penn Products

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Design4Growth: South-East Programme

Design4Growth Case Study

Deycom Computer Services Ltd Projected Cost Savings Annualised Cost Savings

Cost Savings as a % of Sales 20% increase in 12mts 35% increase over 24mts

Projected Output Increase % Output Capacity Potential impact on turnover Increase Operation Manager 20% increase in 12months 35% increase in 24months New RMM system Potential to x 3 turnover service Other KPIs Increase in employment New product offering(s) developed One new Operations Potential sub products in the Manager has already RMM system. been recruited, with set role and responsibilities.

Expected increases in turnover will require one more full-time support person within 2019 and second in 2020.

New Customers and Markets Targeted New customers targeted Entry into new markets (national / international) The first stage of the Deycom now consider broader introduction of the new geographical markets. Work has system will be through begun with a medium size the existing customer company in Donegal. base. Once this has been completed, additional capacity will be utilised to engage new customers.

Increase in profitability Delivering â‚Ź160,000 Delivering â‚Ź280,000

Notes 2019 2020

Other

Notes Q4 2018

Expand nationally

2019- 2022

New service offering(s) developed Exploration, evaluation and implementation of a Remote Monitoring and Management system.

Customised for their customers.

Notes

Other

Notes

BC to lead evaluation and implementation of RMM Q4 2018 and Q1 2019.

LEO funding required for full implementation.

BC and PC to lead this activity initially Q1 & 2, 2019.

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Design4Growth: South-East Programme

Design4Growth Case Study Company Name

Deycom Computer Services Ltd.

Address

Unit 3, Askea Business Park, O’Brien Road, Carlow

Website

www.deycom.ie Deycom provide IT support and products to businesses and the educational sector.

What we do

Who we are

Founded in 1995 and managed by Bryan and Paula Cordon, Deycom now employ 8 full time staff. Turnover circa €1m.

There was a significant reduction in sales of hardware due to online and global supply Design4Growth chain competition. The service offering of the business has not revised its pricing and there Project is a fear that it could impact Deycom’s customers and some maybe lost. Initial thinking is Objectives to restructure the service offering and potentially enable a price increase or more work throughput.

1. Key challenge at the start of the programme was that our current model was limiting potential growth. Deycom need to overhaul or change either their service or the way their services are provided.

Key Challenges

44

Design4Growth: South-East Programme 2. Then utilise the additional capacity created to secure new customers, so what value proposition would attract new customers to Deycom.

3. Move from hourly rates to charging for a service delivered.

Key Changes

•

Remote Monitoring Management was identified as the means to do this. The challenge now is to manage the transition within operations and to communicate the value of the transition to existing customers.

•

Identified the need for an operations manager role within the company.

•

Deycom have devised and begun implementation of a scalable new service offering and business model.

•

Testing new pricing structures for both existing and new customers.

Deycom have already employed a new Operations Manager. This role is intended to create more efficient logistical operation of the engineering teams’ activities and associated helpdesk activity. This will reduce fallout from the helpdesk and create more time for senior management to focus on strategic goals and the implementation of 2-3month trial of new RMM system before a proposed larger roll-out.

Results / Outcomes / Outputs

Agreement on a strategic roadmap to provide clarity around the initial roll-out of the new system and services and aligned with the longer-term goals of Deycom.

Completed a graphic visualisation of the strategic roadmap for the system to assist in communicating internally and to their customers (see below).

Deycom have had a facilitated meeting with their LEO Senior Enterprise Officer, Aileen McGrath, who is now aware of the developments within Deycom and can support our future growth.

45

Design4Growth: South-East Programme “Design4Growth has had a significant impact on our business by enabling us to review the way we provide our current support services and by facilitating the move to a new support business model.”

Quote

“It let us see what our customer’s real needs are and then creatively looking at how to deliver on their required outcomes” (from networking session 1st Oct 2018.)

Bryan Cordon, MD, Deycom Computer Services Ltd.

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Design4Growth: South-East Programme STRATEGIC ROADMAP FOR DEYCOM

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Design4Growth: South-East Programme

Design4Growth Case Study

REL Group Projected Cost Savings Annualised Cost Savings for REL Customers

Cost Savings as a % of Sales

â‚Ź250,000* for medium size customers

From 10% to 20% for different size of customers

Increase in profitability

Notes

Directly feeds to bottom line!

Speed to market and key competitive advantage for REL Group.

Ensuring R&D delivers an MVP by Q2 2019 with a market-fit MVP product ready for trial and marketing (via usage/savings proof points). Reduce the risk of developing a non-viable product.

Projected Output Increase % Output Capacity Increase

Potential impact on turnover

Over next 5 years could see REL Group significantly grow their business by a factor of 3.

Other

Notes

Sales on new product can commence much earlier Q2 2019, earlier than originally planned, estimating 2 years earlier but also crucial to been first to market!

REL are now focusing on the end-user/ stakeholders and what value they directly get from the system in order to design digital and eventually augmented reality controls.

This is distinctly different to the majority of buyers who (as detailed) require hard facts on energy consumption & savings.

New product offering(s) developed

New service offering(s) developed

Notes

First to market with a smart Glycol System (MVP).

Augmented Reality User control and monitoring system (for clear control and usage statistics)

AI capability and on-going product software updates and additional recurring yearly revenue stream.

Other KPIs

New Intellectual Property Assets for REL. New Customers and Markets Targeted

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Design4Growth: South-East Programme New customers targeted

Entry into new markets (national / international)

Other

Notes

Global (starting with Ireland pilot, followed by NI & UK)

Scaling the Business Model to deliver potential growth globally.

Speed to market crucial.

Design4Growth Case Study Company Name

REL Group

Address

O'Brien Rd, Rathnapish, Carlow.

Website

www.rel.ie

What we do

The core business is Dispense and Refrigeration for which the company won the UK’s RAC awards in 2013 for the product of the year. REL Group’s customer base spans across Ireland and the UK, examples include Diageo, Guinness Storehouse, Irish Country Meats, Britvic Ireland, Dalata Hotel Group and JD Weatherspoons.

Employing 32 people and with a turnover in excess of €2.5m.

The REL Group has four operating divisions; ● ● ● ●

Mechanical and Renewables Dispense & Refrigeration Water Filtration Asset Management

REL have seven hundred clients, spanning four thousand sites.

Who we are

49

Design4Growth: South-East Programme REL Group has been focused on R&D of an energy efficient refrigeration system based on Glycol as the main refrigerant. This is been done under an Innovation Partnership with IT Carlow.

This innovation can be applied to many sectors ranging from pharmaceuticals to factory/industrial settings where cooling is a core component of a process or environment. Based on our primary expertise and customer base, we are focusing our first launch on the HORECA (Hotel & Recreational) sector.

Design4Gr owth Project Objectives

In summary a Glycol system dramatically reduces energy consumption by creating revolutionary efficiencies in the refrigeration process. Our innovation, currently underway with Carlow IT, allows a facility to control the heat exchange to ensure cooling (and energy consumption) is only occurring when needed. An example being that a large hotel will currently have refrigeration technology cooling beer pipes and fridges 100% of the time, 24/7 regardless if there is a large reception being held, or if it’s an idle, slow Wednesday afternoon. Our innovation using Glycol will allow for automated regulation and from one central location. While other glycol systems suggest a 25% reduction in energy consumption, our innovation, we are close to proving in the laboratory environment that a 50% reduction can be achieved.

Key Challenges

Key Changes

1. Explaining a complex, disruptive technology to prospective audiences – educating them on the benefits for all sizes and types of operations.

2. Early stage research and technical development means that REL have no real market-based usage/savings data, required to market and sell high-investment systems to established businesses.

3. To identify a pilot customer and define what a Minimal Viable Product (MVP) specification should be. Then package existing technology and install and monitor in a real customer’s environment.

4. Work with the pilot customer to identify what data and alerts have the most value. Also use AI to monitor and run the system to achieve maximum efficiency, minimum maintenance and greatest energy efficiency and cost to client.

REL have changed their approach to new product development, now focusing our efforts away from the ‘full product’ and towards an MVP that can be trialled in situ.

When working to articulate and market the forthcoming product it became apparent that new product development could end up too developed before getting market validation.

Through the Design process REL gained understanding that actual market specific data is needed to pitch this new service and product successfully to future customers.

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Design4Growth: South-East Programme Refocused our efforts from ‘full’ R&D prototype to an MVP product.

Process applied by Design Strategist: Workshop held 30th October with all key stakeholders to identify and clarify:•

Results / Outcomes / Outputs

Target trial markets sector and customer types for best statistical outputs.

Agree on who REL’s bullseye customers are.

Bring the New Product Development (NPD) to Minimal Viable Product (MVP) stage in order to place into a real working environment for customer feedback/approval.

Outputs: 1.

Agreed buy-in from stakeholders ensuring that REL and the technical development team at IT Carlow and REL marketing are working in tandem.

2. Agreed roadmap with milestones and roles and responsibilities.

3. Ensure REL are developing a product fit for market penetration.

4. Identify clear data and proof of effectiveness and customer cost savings required to market the product in Ireland, UK and beyond.

2. REL have also realised opportunities in marketing relevancy, including predicting upcoming Government levies and/or penalties regards commercial CO2 benchmarks in the UK & beyond, adding to REL’s product USP. "Design4Growth has opened up the door to many exciting opportunities for our company which would have been a more difficult task to achieve without the support we received along the way. The hands-on involvement of the Design4Growth team ignited a refreshed motivation to achieve our goals." Liam Bryne, CEO Quotes

"Our company received a great deal of insight which we have been able to apply throughout our business function as a result of taking part in the Design4Growth programme. We felt understood and supported at every stage, enabling us to approach our strategic goals with more confidence and in a smarter way." Sandra Weinberger, Strategic Marketing Manager

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Design4Growth: South-East Programme STRATEGIC GO-TO-MARKET ROADMAP:

IMAGES: Partial Glycol system in Guinness Storehouse, Dublin

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Design4Growth: South-East Programme

Design4Growth Case Study

ACI Security Ltd Projected Cost Savings Cost Savings as a % of Sales

Increase in profitability

Circa 3%

€11,000

% Output Capacity Increase

Potential impact on turnover

Other

Notes

Sales recruitment increases the immediate market opportunity and sales increased by 50%+ Will also increase the capacity of the Managing Director by 25%, increasing MD time committed to growing existing client accounts.

Increase turnover to €660k + within 18-24 months – due to sales cycle of acquiring and uploading new customers.

Additional market opportunity of circa €250k per annum in 2 years in regard to target new service and product for forecourts.

Turnover based on recruitment of qualified salesperson and brand marketing to build qualified prospects and increase market awareness for ACI.

Increase in employment

New product offering(s) developed

New service offering(s) developed

Notes

Recruitment +3 in next 2 years.

New brand vision and marketing strategy been rolled out and managed internally with external support.

Simplification of method of scoping projects (for both business and client benefit).

Need for support from LEO on employment and expansion plans.

Annualised Cost Savings Social media influence to reduce cost of job posting/recruitment fees reduced by €5k

Notes

Local press advertising eliminated saving €6k Projected Output Increase

Other KPIs

Sales manager & progressively adding 2 team members based on demand generated – 3 years.

Potential to deliver new forecourt product in 12 months' time.

Ongoing mentoring for James and Ciara Walshe to support them on the delivery of these goals and transformation of the business.

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Design4Growth: South-East Programme New Customers and Markets Targeted New customers targeted

Entry into new markets (national / international)

Other

Notes

Specifiers and other B2B contacts involved in tendering projects, where they can subcontract to ACI.

While some of ACI’swork to date has been in the Dublin region, they are targeting more users in higher density areas such as the Carlow, Kilkenny and Waterford, work they can service remotely.

Consideration for the forecourt product includes its requirement to be wholly monitored online remotely, ensuring no limitation on a nationwide adoption.

Through ACI’s social content strategy, they are beginning to make businesses aware of the need for expert security measures (rather than just trying to compete by selling to current, active demand).

Business community not yet seeking a full monitored security service.

Design4Growth Case Study Company Name

ACI Security Limited

Address

Rathnapish, Carlow

Website

www.acisecurity.ie

What we do

Installation and monitoring of security systems including CCTV, Intruder Alarms, Access Controls & Intercom for commercial and domestic clients in Carlow and surrounding counties.

Who we are

Since 2009, founded by James and Ciara Walshe, ACI Security has been managing the installation, maintenance and connect monitoring of on-premise security systems for organisations in the south-east and Dublin region.

ACI now employs a team of 6, primarily in the areas of scoping, installation and maintenance. Turning over â‚Ź0.36m the organisation aims to significantly increase their profile and grow their customer base in the Irish marketplace.

Design4Growth To develop our brand marketing, in order to attract qualified prospective customers and new Project recruits including a dedicated, experiences sales manager to grow their customer base.

Objectives

Key Challenges

Security installation & provision is a crowded marketplace with new business acquired largely via reputation and word-of-mouth.

To date, James Walshe, Managing Director has been responsible for business operations and growth, while it has been difficult to attract top sales talent given our growth-stage status.

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Design4Growth: South-East Programme

Having the opportunity to work on, rather than in the business via the Design 4 Growth Programme ACI have: 1. Taken time to better understand ACI’s competitive position (and USP) in the market.

Key Changes

2. Realised the need to increase the profile of ACI and communicate trust confidence in the brand as part of extending the geographic reach.

3. Reviewed the sales cycle, particularly relating to how we engage and nurture prospective customers – customer profiling and targeting.

4. Started amplifying ACI’s brand and the ‘category’ requirement for security services using digital channels to put ACI Security on the radar in their target commercial customer segment.

Comments from James and Ciara Walshe “This program has significantly changed how we view the business and the market in which we operate. Focusing on the end user/customer has allowed us to consider who to target and now new methods of growing our customer base and team vs. previous and stop/start attempts to grow business beyond our existing avenues such as local press and advertisements.

Furthermore, the programme has us thinking about and planning future innovations that will add to our business offering and further our recurring revenue stream, with a product/service specifically engineered for petrol station forecourts currently in consideration.”

Results / Outcomes / Outputs

Creation of a Digital Marketing Roadmap In test and optimising phase for a 2-3 month period, ACI are trialling types of ‘market leadership’ and ‘knowledge’ based content designed to engage prospective audiences. This includes mechanisms for measurement and will be passed to ACI’s team for self-management after 3 months.

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Design4Growth: South-East Programme

New Product Development Plans to start researching the market opportunity for a forecourt monitor/record system that will add to ACI’s recurring revenue stream and provide a new USP. Brand Development Commenced a social media/marketing campaign to kickstart a process where ACI will continue to explore new marketing opportunities through which they can target qualified prospective customers, while also raising the ACI brand as a security expert and trusted business. This process includes how best to engage specifiers and tendering contractors to secure new business contracts.

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Design4Growth: South-East Programme

BEFORE

AFTER

“Design 4 Growth helped us focus our mind on where we want to be with our business and strategize how best to get there. We are currently implementing the strategies taken from the course. We have started on a social media marketing campaign and have a new sales manager starting with us at the beginning of November.

Quote

We would expect with the sales and marketing strategy to increase our turnover by 50% - 75% or in money terms to €660,000 - €770,000 in year one. If we are successful in achieving those numbers we will look to have employed and other two technicians (one experienced and one trainee) by year 2.

This should see us increasing our turnover to between €800K and €950K by year 3. If we are achieving these kinds of targets we will look to relocate to a bigger commercial premises.

These are all realistic achievable goals that were always somewhere in the back of our heads but participating in the Design4Growth process helped us focus our minds and address many of the natural apprehensions associated with changing our business model” James and Ciara Walshe, ACI Security Systems

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Design4Growth: South-East Programme

Design4Growth Case Study

Dublin Herbalists (Claire Brett T/A) Projected Cost Savings Annualised Cost Savings

Cost Savings as a % of Sales €40k retailer mark-up savings on all products purchased online.

Increase in profitability

Notes

38%

Assumptions based on online strategy and expected outcomes for this sector.

Other

Notes

Projected Output Increase % Output Capacity Increase

Potential impact on turnover

Sales opportunity in UK estimated at €100k+ in year one.

Double turnover in 12 months to €210K and reaching €500k within 36 months.

Growth assumptions based on online strategy outcomes for this sector.

Online turnover increase based on significant increase in online sales from existing low base of <10%, supported by increase brand recall led retailer sales.

Increase in employment

New product offering(s) developed

New service offering(s) developed

Notes

+4 staff within 24 months.

Baby box product.

New Point of Sale (PoS).

Investigating opportunities for online ordering and facilitation via e- commerce & chatbots.

Other KPIs

Additional baby products NPD. New Customers and Markets Targeted New customers targeted

Entry into new markets (national / international)

Gift (for Mom) purchasers (allowing us to target by keyword/search specific to the occasion of buying - unlike generic ‘skin care’ terms)

UK + others based on success

Other

Notes

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Design4Growth: South-East Programme

Design4Growth Case Study Company Name

Dublin Herbalists (Claire Brett T/A)

Address

The Square, Mullinahone, Co. Tipperary

Website

www.dublinherbalists.ie

What we do

Dublin Herbalists is an Irish skincare company based in Tipperary specialising in allnatural skincare products.

Stocking in over 120 luxury, healthcare and gift stores nationwide, the company is now primed for overseas trade through both a retail and online sales model.

Who we are

Currently employing 3 people with turnover in the last financial year exceeded €105,000 through the introduction of new products and increasing the retailer portfolio.

Design4Gr owth Project Objectives

Less than 10% of sales are conducted online - an area Dublin Herbalist’s see as vital to international expansion starting with Ireland & the UK.

Key Challenges

Brand is unknown in this highly competitive (skincare) market.

In Ireland, our existing direct customer (the retailer) has expressed a nervousness of us promoting own-store on-line sales.

Dublin Herbalists have been reticent to date to fuel this issue given that retailers also represent an opportunity for growth as the brand evolves and gains further recognition with the consumer.

Through the Design4Growth programme Dublin Herbalists: ●

Key Changes

Results / Outcomes / Outputs

Worked to identify and communicate a marketable USP versus their direct competitors. ● Examined the buying cycle and behaviours of their customer in both offline & online environments.

This has shifted Dublin Herbalists’s mindset regarding how they portray the ‘brand story’ and the USP of their products.

1. Dublin Herbalists are developing an online strategy with particular focus on penetrating the UK market.

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Design4Growth: South-East Programme

2. Dublin Herbalists have identified their ‘mother & baby’ box as a unique opportunity to create on-line sales and to build brand profile in the UK market.

OLD MOTHER-BABY GIFT SET

NEW MOTHER-BABY GIFT SET

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Design4Growth: South-East Programme

3. Using design thinking and looking closely at the ‘friends of female’ buying behaviour Dublin Herbalists have re-designed their packaging and are working to secure on-line listings as well as PR opportunities to drive sales. This will introduce new audiences to the Dublin Herbalists brand generating brand recognition and sales uplift across their wider portfolio.

5. Dublin Herbalists are developing plans to improve how they communicate the story and uniqueness of their product range.

“It has been fantastic to get to know where and how to access help for our business. We have benefitted from the time taken to step out and look in.

Quote

The course has been very helpful, especially on shaping our digital strategy and the online marketplace.

Thank-you for all the effort involved in running a course like this, it has been invaluable, and we look forward to working with you in the future, and other people and organisations that have been pointed out to us through this process.” Glynis Bubenzer, Marketing Manager

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Design4Growth: South-East Programme

Design4Growth Case Study

LEDspan Projected Output Increase % Output Capacity Potential impact on Increase turnover Expecting a larger increase in turnover once LEDspan get specified in tender calls.

Other KPIs Increase in employment New product offering(s) developed 2 people to support Aware of need for other manufacturing related lighting products at some future stage.

Other

Notes

Architects and specifiers will be more aware of the flexibility LEDspan can deliver

Will be able to quantify % after trialling the new battle kit material/ content for 3 - 6 months.

New service offering(s) developed CPD training for specifiers and installers.

Notes

Tender ready specifications.

New Customers and Markets Targeted New customers targeted Entry into new markets (national / international) Large engineering firms, National expansion and Dublin, Cork, Limerick also grow sizes of jobs been quoted for from â&#x201A;Ź30k to higher levels.

Other

Expect to increase conversion rates for tenders â&#x20AC;&#x201C; currently 30% conversion rate for tenders

Notes

Support services and better messaging.

Communicate differential LEDspan can deliver on customer specs.

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Design4Growth: South-East Programme

Design4Growth Case Study Company Name

LEDspan

Address

The Prince, Castlecomer, Co. Kilkenny, Ireland R95 X8ER

Website

http://www.ledspan.com LEDspan is a dynamic bespoke LED Lighting Design company, who build design and manufacture lights in Kilkenny.

What we do

LEDspan customers operate in very hygienic facilities that require special, easy-toclean, dust free luminaires that meet all applicable lighting requirements and norms. They provide bespoke lighting solutions for Hi-end Cleanrooms in the Pharmaceutical, BioPharma, Laboratories, Semi-Conductor, Medical Devices, Healthcare, Kitchens, Food Industry, Cold Room & Food Preparation Applications, along with other industrial and commercial sectors.

LEDspan employ 4 people and have a turnover of circa €0.6m and have been in business for 5 years.

Who we are

LEDspan’s strengths are experience, design and technical knowledge, as well as proven manufacturing credentials. This results in guaranteed low operational cost and excellent financial return. When it comes to innovative pharmaceutical and food industry lights, LEDspan are leading the way.

Initially LEDspan entered the project with the objective of solving a supply chain issue. During the in-depth customer interviews, this did not emerge as an issue for customers.

Design4Growth The teams focus switched to getting specified on contracts rather than competing Project as the “or equivalent” option. There is a need to communicate with customers the Objectives brand differential and story of LEDspan with the focus on Irish designed and assembled product, benefits of previous installations and education re the quality of their products.

LEDspan need to portray a consistent professional brand experience, as they enter the competitive market of being specified on tenders. To do this they are embarking on a brand exercise to include branding the following assets – CPD training, Tender documentation, Data sheets, Website, etc.

Key Challenges

The first step on this journey, is to establish their brand as part of CPD training for specifiers and installers, and its roll out to all target customers.

LEDspan, although they are part of a larger company are in a start-up mode. Their brand awareness is very low, so they have to communicate their LEDspan service and product benefits and technical experience in the market.

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Design4Growth: South-East Programme *CPDs are continuous professional development training sessions that engineers are required to complete to maintain their professional qualification.

Key Changes

Based on their customer interviews, a roadmap highlighting challenges to be addressed was developed for LEDspan. For this project they have chosen to focus on creating a consistent brand experience starting with the creation of CPD sessions and enhancing the service and product differentials of the brand.

LEDspan need to communicate a complex and technical subject, design is essential in this case to bridge the gap from technical specifications to bite sized nuggets of key information without losing the technical elements.

Results / Outcomes / Outputs

Quote

A roadmap of tasks to be undertaken but LEDspan’s focus is to approach big engineering firms to start educating them on the LEDspan products and service.

Additionally, the brand assets created as part of this process can then be applied through to data sheets, website, word docs etc.

“I really enjoyed the programme. It was great to get away from the office and assess the company with no interruption and see where we had some issues and how we could improve in these areas and help grow our business.” Claire O’Neill, General Operations Manager

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Design4Growth: South-East Programme

LHS - Before and above the â&#x20AC;&#x2DC;Afterâ&#x20AC;&#x2122; visual communication of LEDspan differentials to make them more impactful as part of the sales battle kit.

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Design4Growth: South-East Programme

LHS - Before and below the ‘After’ visual communication of LEDspan Payback calculations.

Communicating the energy savings and life time value of LEDspan products.

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Design4Growth: South-East Programme Roadmap of opportunities identified as part of the customer interviews

1

2

3

4

5

6

Idea

Impact

Process improvement - There was some inconsistencies in the output of specification of lights. 3d modelling was included sporadically.

Tender specification - Lights have a wiring choice, side access or back access. Agreed to choose one for tenders, and on client request this can be changed in the tender process saving time post tender award.

Training - To add value to specifiers, LEDspan will offer training to new joiners.

Irish designed and manufactured - This is a differentiator in the Irish markets, and should be highlighted in tender materials, promotion communications and the website.

New product - A gap in the market has been identified, there is a cleanroom product that only has one supplier in the Irish market, and this product has a very high retail price, and multiples are required for each order. Further research needs to be complete to verify this opportunity.

Get specified on tenders - Currently LEDspan win jobs pricing as the equivalent option, they want to be the specified product on tenders. This will increase their presence in the Irish markets, and also will mean they will be asked to price on more tenders.

High

Time Progress estimate Low Complete

High

Low

Complete

Medium

Low

In progress

High

Low

In progress

High

High

Planning

High

Medium

In progress

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Design4Growth: South-East Programme

Design4Growth Case Study

Harte Outdoor Lighting Projected Cost Savings Annualised Cost Savings €10k saving over traditional marketing actions.

Projected Output Increase % Output Capacity Increase 300% over next three years

Other KPIs Increase in employment

Cost Savings as a % of Sales 1%

Potential impact on turnover €3m 1.25m IRL 2019 – 20 1.75m UK 2019 - 21

New product offering(s) developed Additional 2 employees Subject to UK market over 2019 feedback – expect some product refinements New Customers and Markets Targeted New customers targeted Entry into new markets (national / international) Urban homeowners UK

Increase in profitability

Notes

n/a

Saving resulting from mentoring support and more focused marketing roadmap and budget.

Other

Notes Growth through UK distributors and growth in IRL market through new sales battle kit material and in-store PoS

New service offering(s) developed Support service unit for UK market

Notes

Other

Notes

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Design4Growth: South-East Programme

Design4Growth Case Study Company Name

Harte Outdoor Lighting

Address

Butlersland Industrial Estate, Hewitsland, New Ross, Co. Wexford

Website

https://harteoutdoorlighting.ie Harte Outdoor Lighting has been manufacturing high quality Outdoor & Garden Lighting in Cast Iron for over 30 years.

What we do

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Design4Growth: South-East Programme Harte Outdoor Lighting (HOL) has established itself as Ireland’s leading producer of high quality, cast iron outdoor lighting. With a turnover of €1m and generating employment for 8 people, Harte products are designed and manufactured in Ireland.

They sell to a wide range of customers in both the private & public sector, these include specialist retail stores, contractors and construction related firms in both Ireland and Northern Ireland.

Who we are

Established in 1983 by Willie Harte, HOL has come from humble beginnings to establishing itself as a premium brand in Ireland while remaining a sustainable & profitable business. During this time, their core values have never changed with customer satisfaction remaining their number one priority. Harte are proud to have established themselves with some prestigious brand names over the years including; Mount Juliet, Leinster House, Coolmore Stud, Ashford Castle and Waterford Castle.

Harte have the ambition to extend into new markets. Recently undertook customer interviews to understand and validate what value their service and products deliver to their customers. This was undertaken at House (Trade event at the RDS) and Bloom (Phoenix Park) 2018. It identified that consumers are moving away from Design4Growth ‘cheap value’ and are now interested in products/services that offer value for money Project with approved high quality.

Objectives With growth forecasts of 2% for the European construction sector, they have plans in place to capitalise on both new builds and upgrades, focused on the IRL and UK market for the next 18 months.

•

Key Challenges

• • •

• • Key Changes

• • •

Harte have built a strong rapport with customers in Ireland and are highly regarded among lighting retailers for consistency, service and quality. The key for entering any new market is to communicate these HOL brand values and differentials with a new marketing battle kit, where previously Harte rely on word of mouth.

Harte have identified marketing as a key driver of this push in the UK. In order to optimise their marketing communications, they are looking to refresh their brand story, brand values, brand positioning and process.

Proposed product launch planned in the UK next May 2019 and already talking to some key distributors.

Refine the brand so that it reflects Harte Outdoor Lighting ambition, capability and market position and creates clear differential between their key competitors.

Develop key messaging matrix, this is a tool that serves as the backbone of their corporate communications, that creates a differentiated and compelling reason to choose Harte Outdoor Lighting Increasing visibility and awareness of the brand to a targeted audience.

Communicate Harte Outdoor Lighting expertise, experience and understanding of their customers required and desired outcomes from this premium lighting range.

Communicate the Harte brand values externally and internally.

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Design4Growth: South-East Programme 1.

2.

Commissioned new brand story and visual content for use across all media formats.

Commissioned new photography to better communicate the quality of their products.

Results / Outcomes / Outputs

3.

4.

Quote

Brought in Marketing expertise to coordinate these various activities as none in-house in Harte.

Gathering feedback from potential distributors on their needs and positioning of HOL lighting range.

“From our point of view what Design4Growth has done is taken us away from the day to day managing of the business and helped us put focus and perspective on future growth opportunities. It has also helped frame our export strategy and widen our potential target markets. We’ve been able to have some great initial conversations with distributors in the UK already.” Jack Harte, Director, Harte Outdoor Lighting

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Design4Growth: South-East Programme

Design4Growth Case Study

Rathoe Training Hub Projected Cost Savings Annualised Cost Savings

Cost Savings as a % of Sales

Projected Output Increase % Output Capacity Potential impact on Increase turnover Business Model and Only way to Planning on how to sustainably grow the grow the business and operation and catch new sources of organisation and funding and earned create new value and revenues. revenue streams.

Other KPIs Increase in New product employment offering(s) developed Potential new part time positions.

New Customers and Markets Targeted New customers Entry into new targeted markets (national / international) New training Carers â&#x20AC;&#x201C; local and programmes regional

Increase in profitability

Notes

Other

Notes

Will extend the network and awareness of Rathoe Training Hub.

New service offering(s) developed Currently been explored as part of design and development of Rathoeâ&#x20AC;&#x2122;s Business Model and Plan

Notes

Other

Notes

Focus on a planned approach for growth and networking with state agencies for training

Grow the training with a niche offering regionally and subsidised revenue flow

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Design4Growth: South-East Programme Design4Growth Case Study Rathoe were absent from the programme for 2/3 workshops due to circumstances outside of their control.

Rathoe did not receive a design voucher as part of this project.

Company Name

Rathoe Training Hub

Address

Rathoe, Carlow

Website

http://www.rathoetraining.ie/

What we do

Rathoe Training Hub is a â&#x20AC;&#x2DC;not-for-profitâ&#x20AC;&#x2122; community-based training hub providing social and professional training at a free or reduced rate.

Rathoe Training Hub is a purpose built, not-for-profit childcare facility supporting the local community. They run daycare and afterschool programmes now supporting over 70 children.

Who we are

This year Rathoe Training Hub branched out into other not-for-profit community training.

With support from The Carlow Town and Village Renewal Scheme, they funded a large number of hobby and CPD courses. They offered these courses at a reduced rate with certain restrictions.

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Design4Growth: South-East Programme Rathoe Training Hub has ambitious growth targets for expansion to offer further facilities for the local community.

Rathoe Training Hub currently relies on state funding for training courses. In the first half of Design4Growth this year the funding came with stipulations regarding who could access training. Next year Project there is no re-occurring funding. They need to develop new sources of income to keep the Objectives training hub operational.

Key Challenges

Rathoe Training Hub are not eligible for many traditional streams of funding, so it is essential to find the funding that is available and understand the constraints around it.

At the beginning of the project, Rathoe Training Hub had planned to focus on offering commercial training to the local medium sized companies. We completed a mailshot to over 40 local businesses in various sectors, (healthcare, hospitality, engineering).

In parallel they conducted B2B interviews with other training facilities in the area. From this they learnt that it takes years to build up funding, and to focus on reoccurring funding.

Key Changes

The training hub is in its infancy, it opened in March 2017 with ambitious growth targets to expand to create a campus of facilities offered to the local community.

With the community focus, Rathoe Training Hub pivoted away from offering commercial training to follow their mission as a not-for-profit to offer services to the community.

Following the design process, a roadmap of opportunities was identified to secure additional funding sources for the training hub.

1.

2.

Results / Outcomes / Outputs

3.

4.

Rathoe Training Hub will complete training with the Carlow LEO, in social media, marketing and business plan training. On completion of these courses they will be matched with a business mentor to create a business plan. Once they have a business plan in place, they can target funding from other training providers.

Following in depth customer research, Rathoe Training Hub has identified a new training programme that they could introduce. This is a course to support carers and children (0-18) with additional needs. Support from social innovation fund has been identified to support this. The program called â&#x20AC;&#x2DC;Incredible Yearsâ&#x20AC;&#x2122; is an internationally renowned programme which helps to improve the lives of children with additional needs by providing support and training to the children, parents and teachers.

Looking at additional sources of funding, Rathoe Training Hub has also identified a need for therapist support in the community. Therapy needs include Occupational, Career Coaches, Physiotherapist and Councillors. Next steps are to interview local families affected by additional needs, to understand what therapy and supports they require locally. Potential funding has been identified to support this, research is needed to confirm the type of training needed. An application will be submitted to Leader to help to pay for a feasibility study.

Rathoe Training Hub is a community driven organisation with a constant focus on finding new community value. The design of the building has always been modular which allows for expansion. They have targeted a piece of land at the back of the property that could be purchased to give the opportunity for expansion. This space could be used to create a space for a covered AstroTurf pitch that would support the childcare arm of Rathoe Community Childcare allowing children to play football all year 74

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5.

Quote

round (currently limited as the current pitch is not playable for over 4 months of the year) and also create a local amenity for the community.

Their website underwent a UX review which provided a roadmap for changes. These will be actioned before the end of the 2019.

â&#x20AC;&#x153;The Design4Growth program has given our company a clear vision of how we want to expand and grow our facility in a professional and informed manner. Our roadmap clearly shows where we want to go and the necessary steps along the way. This will help us to complete strong funding applications with research and finance projections to back them. It also helps me as the coordinator to follow a defined path rather than wandering down several roads that won't lead me to where I need to go". Sinead Donnelly, Training Coordinator.

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Design4Growth: South-East Programme Rathoe Training Hub: Roadmap of opportunities No 1

Opportunity Name Training for Staff

Details

Impact

Timescale

Constraints

Rathoe Training Hub will complete training with the Carlow LEO, social media, marketing and business plan training.

There will be a sign created for outside the training facility to advertise the upcoming classes with a call to action to book. It is estimated that per week over 150 people will see these newly created sign.

Received a UX review and roadmap for changes. These will be actioned before the end of the programme.

Rathoe Training Hub will be matched with a business mentor to create her business plan.

High

Immediately

None

High

1 month

None

Medium

1 month

Availability of web developer

High

3 months

Without the business plan, Sinead cannot apply for support and funding for new courses Without the feasibility plan cannot apply for funding Research and customer interviews to be completed.

2

Marketing of existing courses

3

The training website

4

Creation of business plan

5

Creation of feasibility plan for Astro pitch

This will show the long term changes for Rathoe, to include therapy rooms, the addition of an astro etc,

High

3 months

6

Additional training courses

High

3 months

7

Purchase of land

High

3 months

None

8

Addition of services to community

Medium

6 months

Research and customer interviews to be completed.

9

Expansion of the Training Hub

Following customer research, Rathoe Training Hub have identified a new training programme that she could introduce to Carlow. This is a course to support children (0-18) with additional needs and their carers. Support from social innovation has been identify to support this. Incredible years is an internationally renowned programme which helps to improve the lives of children with additional needs by providing support and training to the children, parents and teachers.

To support the expansion of the training hub. There is more land required, two plots of land adjacent to Rathoe have been identified and investigations into availability will follow.

Looking at additional sources of funding, Rathoe Training Hub has identified a need for therapist support in the community.

Therapist would include OTs, Career Coaches, physiotherapist, courses for teens etc. Next steps is to interview local care givers to understand their needs and what therapy support they require locally.

Potential funding has been identified to support this, research is needed to confirm the offering.

Rathoe Training Hub plans to introduce new training courses and services to the community. It is estimated that after 1 year of running these services Rathoe will run out of space due to demand. Therefore there is a project to plan for that expansion.

High

2 years

Business plan, feasibility plan and land purchase

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Design4Growth Case Study

Fine Framers Projected Cost Savings Annualised Cost Savings

Cost Savings as a % of Sales 16%

€60k to €70k Projected Output Increase % Output Capacity Potential impact on Increase turnover Other KPIs Increase in employment

New product offering(s) developed

n/a

New Customers and Markets Targeted New customers targeted Entry into new markets (national / international) Customer segmentation Offering services locally based on different types and regionally in line of needs. with support of retail Relevant organisations drop in option for and their needs. collection.

Increase in profitability

Notes

n/a

Captured in 2018

Other

Notes

New service offering(s) developed Online service to wider geographical range of customers and relevant organisations.

Notes

Other

Notes

Internal organisational changes and new roles needed to deliver on this new service

Extra senior management capacity to be focused on marketing activities.

Design4Growth Case Study Fine Framers have parked a number of their planned customer focused changes a change of ownership of their premises and the uncertainty this has caused the business.

Fine Framers have not yet spent their Design Voucher granted to them.

As part of Design4Growth over €60,000 - €70,000of savings has been highlighted and have currently been actioned.

Company Name

Fine Framers

Address

Carlow, Co Carlow

Website

https://fineframers.com/

What we do

Design and manufacture bespoke frames and own range of pre-made frames.

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Who we are

Expert framing company with turnover €0.5m and employs a team of 7 persons. Also, have expanded into other sales activities – sheds and gift items.

Design4Growth To communicate and message better their specialist and expert framing service Project online.

Objectives To do this the right way they need to undertake: -

Key Challenges

1. Customer segmentation and needs analysis based on current sales and projected potential.

2. Design and develop a new core messaging and design strategy/ brief.

3. Production of new brand collateral and marketing content/ material.

4. Networking with organisations, influencers and specifiers linked to having quality framing requirements.

Focus on finding out what their current customers value from current services and products.

Focus on specific customer types and identify what would create value in their eyes `refine and modify offerings accordingly.

Key Changes

Design and champion a new on-line service to a wider targeted market and repeat customers.

Define new roles and responsibilities to deliver on this revamp of the business model. Key will be appointing champions for pushing out social media and marketing Fine Framers with relevant networks, organisations and influencers.

Results / Outcomes / Outputs

Quote

Focus on what delivers good margin to the business and how that can be grown locally and regionally.

Identified €60k - €70k cost savings, while maintaining the existing team and focusing extra capacity on the key areas of growth.

“The Design4Growth program has been very valuable to us, got us to refocus on the core business and has already delivered €60 to €70k savings out of our costs. Now we are concentrating on finding and achieving profitable growth”. Tom McDermottWalshe, MD, Fine Framers

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Appendix II Workshop Structure A Masterclass for all companies who submitted application forms for the programme, and a series of three workshops were held between May and July 2018.

An overview of these workshops and workshop feedback is provided below.

Design4Growth Masterclass Venue: 11 Patrick Street, Kilkenny Date: 2/5/18

Overview

Workshop Feedback

All companies who submitted an application form for the programme were invited to attend this event.

Feedback from the Masterclass was as follows: • All the respondents stated that the workshop ‘fully’ met their expectations.

• All the respondents stated that are more aware of the topics discussed in the workshop.

• The main benefits of the workshop included – o ‘The exercise in viewing our business from the outside in as well as some of the feedback/ questions/ comments from other businesses’. o ‘Meeting the other companies and beginning to understand how the process works’. o ‘The workshop was very beneficial to us as we focused more on different parts of the business. Also, it was inspiring to meet other companies with similar problems to ours’. o ‘Designing our Business Model.

Listening, learning and gaining ideas from others. Time to think and focus on what I want for the Business going forward’.

• All respondents rated the presenter as ‘excellent’.

• All respondents rated the quality / relevance of content as ‘good’ or ‘excellent’.

• Additional comments / feedback – o ‘It was a great first, lead-in workshop’. o ‘I loved the interaction and open discussions getting everyone involved. I really enjoyed building the business model as I had time to think

The Masterclass was focussed on introducing the companies to the Design Thinking process.

This involved understanding the companies and how they work and providing them with the opportunity to step back from their business and view it from a holistic perspective. This gave them an opportunity to work on the business, rather than in the business.

Workshop activities included: • Mapping their business model and presenting it back to the group for peer review and discussion.

• Identifying their customer / market segments and mapping out these personas.

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Design4Growth: South-East Programme outside the day job and really review all the areas in the business that are required to make it work and it has highlighted areas where improvement is required’.

Design4Growth Workshop 1 Venue: Raheen House, Co.Tipperary Date: 22/5/18

Overview

Workshop Feedback

Design4Growth Workshop 1 was centred on identifying the companies’ customer segments and mapping their customer journey to identify pain and gain points. This led to the development of interview question-sets to gather more in-depth information from their customers. The companies’ assignment before the next workshop was to conduct a minimum of 5 interviews with their customers.

Through this and the next workshop, the programme aim was to get the companies to focus on a key issue or opportunity for the Design4Growth Programme.

Feedback from the workshop was as follows: • All the participants stated that the workshop fully met their expectations.

• All the participants stated that they were more aware of the topics discussed in the workshop.

• Some comments on the ‘benefits from the workshop’ included: o ‘…a better understanding of our customer’. o ‘More focus on what we need to do and who we need to talk to.’ o ‘Feedback from the room was excellent – some great insights.’ o ‘Understanding the customer journey.’ o ‘Reviewing the question set and customer journey map confirming who I will be interviewing and confirming what are the right questions to ask.’

• All the companies rated the ‘quality / relevance of the content’ as ‘good’ or ‘excellent’.

• All the companies rated the presenter as ‘good’ or ‘excellent’.

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Design4Growth Workshop 2 Venue: Wexford County Council Offices, Carricklawn, Co.Wexford Date: 13/6/18

Overview

Workshop Feedback

Design4Growth Workshop 2 was focused on identifying ‘needs’ which were discovered through interviews undertaken by the companies with their customers and stakeholders.

These were developed into need statements. The aim of this exercise was to start focusing on specific needs and outcomes for the Design4Growth projects.

Feedback from the workshop was as follows: • All the participants stated that the workshop fully met their expectations.

• All the participants stated that they were more aware of the topics discussed in the workshop.

• Some comments on the ‘benefits from the workshop’ included: o ‘Getting an in-depth look at our business – very practical’ (Tom McDermottWalsh, Fine Framers) o ‘Brainstorming ideas got us new thoughts on our business’ (Aileen Barron, Penn Products) o ‘Growth of the company and how to go about it’ (Ciara Walshe, ACI Security) o ‘Helped us work on our main problem – the front end of the business’ (Gerard Barron, Penn Products)

The small number of companies in attendance allowed the Design Strategists to work on a one-to-one basis with the companies. This proved to be extremely beneficial. In the afternoon session ‘need statements’ were selected, and peer brainstorming exercises were undertaken to bring some fresh and creative thinking to their projects.

This was the starting point for workshop 3.

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Design4Growth: South-East Programme ‘Focused on very specific issues’ (Bryan Cordon, Deycom) o ‘Focus on roadmap strategy for growing the business’ (anon) All the companies rated the ‘quality / relevance of the content’ as ‘good’ or ‘excellent’.

All the companies rated the presenter as ‘excellent’. o

•

•

Design4Growth Workshop 3 Venue: Waterford Marina Hotel, Canada Street, Waterford Date: 4/7/18

Overview

Workshop Feedback

Design4Growth Workshop Feedback from the workshop was as follows: 3 was focused on exploring • All the participants stated that the the ‘needs’ identified in the workshop fully met their expectations. previous workshop. Each • All the participants stated that they company had the were more aware of the topics opportunity to share their discussed in the workshop. ‘need’ with the group, and • Some comments on the ‘benefits from a café style brainstorming the workshop’ included: session was undertaken. o ‘Very focused’. [Bryan Cordon, This brought some fresh Deycom] and creative thinking to the o ‘Created more focus on the needs identified. future. Timeline for progress’.

The companies spent the [Claire O’Neill, LEDspan] afternoon developing their o ‘We have a good plan on how needs into storyboards. to grow our commercial business’. [anon] o ‘We have more focus on our problem solving and know which direction to take’. [Aileen Barron, Penn Products]

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Design4Growth: South-East Programme ‘We have clarified our main target to get moving with this project’ [Gerard Barron, Penn Products] o ‘An opportunity to view my business needs with input from other business owners’. [Paula Cordon, Deycom] o ‘Focus’. [Ella Hutton, FineFramers] o Communication with our customers’. [Yvonne Walshe, Fine Framers] All the companies rated the ‘quality / relevance of the content’ as ‘good’ or ‘excellent’.

All the companies rated the presenter as ‘excellent’. o

• •

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Design4Growth: South-East Programme

Appendix III Programme Team

Lead Design Strategist: Sean McNulty, Dolmen was Lead Design Strategist for the programme. His role was to: • • •

Introduce the companies to the Design Thinking process through the Masterclass and workshops.

Support the Design Strategists in their work with the companies.

Monthly Design Strategy Team meetings with the Design Strategists and Programme Leader.

Design Strategists: Three Design Strategists were selected to provide mentoring support to their assigned companies over the programme duration. This included monthly face-to-face mentoring, remote mentoring and support in implementing their projects.

Programme Leader: Programme Management was led by Eilís McNulty, Targeting Innovation. Eilís was responsible for all aspects of the programme management, ranging from recruitment and event management, to reporting.

Stakeholders: The Programme was led by the Design and Crafts Council of Ireland (DCCoI) and key stakeholders included the Carlow, Kilkenny, Tipperary, Waterford and Wexford Local Enterprise Offices (LEOs). The stakeholders were actively involved in programme delivery from its commencement in March 2018, ranging from company recruitment to assessment of the Design Vouchers.

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Bios for the Programme Team Lead Design Strategist: Sean McNulty, Dolmen Sean is Director and Chairman of Dolmen, which he founded in 1991. Dolmen is a Dublin-based design consultancy which employs 20 design and innovation experts.

Design Strategists Lynne Whelan, Design Strategist at Design+ Technology Gateway, Institute of Technology, Carlow.

Lynne is an experienced Design Strategist bringing together an SME owner/manager background with a demonstrated history of working in the higher education industry. Skilled in Business Planning, Entrepreneurship, Innovation and Renewable Energy Systems.

Adam Clarke. For over 18 years, Adam has worked as a brand/marketing consultant. This has afforded him exposure to most sectors and within various requirements ranging from brand/messaging development, internal/culture, product & platform development (UX/UI) and full marketing/PR. Achievements include launching start-ups, products for known companies and mainframe projects/clients such as the re-branding or eircom to eir (digital/CX perspective).

Lisa Dunne. Lisa has over 10 years experience working on digital projects from utilities, finance, not for-profit, education, retail, entertainment and tourism. With technical knowhow, her projects from CRM integration, e-commerce re-platforming to digital application of brand guidelines. Lisa has experience working with a variety of technical resources including UX designers and developers.

Programme Leader: EilĂ­s McNulty, Targeting Innovation EilĂ­s is an Innovation Consultant at Targeting Innovation with 10 years industry experience. She manages the Targeting Innovation Irish Office. EilĂ­s specialises in programme management, business development, creative problem solving and identifying customers' needs to create and develop innovative business models, products, services and processes.

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Design4Growth: South-East Programme

Programme Management The image below captures the main components of the Design4Growthâ&#x20AC;&#x2122;s Programme Management.

86

Design4Growth: South-East Programme Key elements of the programme management approach are outlined below:

Design Strategist Support Monthly / bi-monthly calls and / or meetings were held with the Design Strategists to get updates on the companies and share progress and to get input on challenges.

Where required the Lead Design Strategist provided 1-to-1 support to the Design Strategist(s) and attended meetings with the companies.

Strong communication and good dynamics between the programme team (Lead Design Strategist, the three Design Strategists and the Programme Leader) resulted in: • • •

The ability to gain support and input from the team, particularly in relation to challenges faced by the companies.

Clarity and alignment in the team’s vision for the programme and approach.

Commitment, enthusiasm and dedication to maximising project outcomes, as well as an overall passion for design.

Reporting Monthly Progress Reports were sent to the stakeholders to update them on programme progress, highlight any issues that arose and share information on upcoming programme events.

The Design Strategists submitted monthly mentoring records to the Programme Leader to confirm that the companies had received their allocated mentoring time, as well as detailed 1-to-1 mentoring session reports which captured the progress and challenges of the companies, as well as actions set. Again, this ensured that the Programme Team were kept up-to-date on project progress and any issues that had arisen.

Project Management Tool Targeting Innovation’s programme management tool Astranet® was used to support the effective and efficient delivery of this programme.

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Appendix IV Design Scorecard As part of the company application process each company completed a Design Scorecard. This consisted of a series of questions relating to the use of Design and Design Thinking within their organisation. Responses were rated on a scale of 1 to 5.

• •

Where 1 = design not considered at all Where 5 = Best in class design undertaken consistently rtaken consistently

The ‘pre-programme average score’ relates to the average score provided by the companies for each question at the outset of the programme.

The ‘post-programme average score’ relates to the average score provided by the companies for each question on completion of the programme.

The equal (‘=’) symbol denotes where the score is the same pre and post-programme.

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