The eclectic house The power of complementary cross-selling products, and why using them to enhance revenues and keep more of our network within the Orangebox loop is important.
Complements / com-ple.ment(s) 1. a thing(s) that contributes extra features to something else in such a way as to improve or empasize its quality.
Network Landscapes
Network Landscapes Cubb
Ergonomic Task Seating
Light-Touch Task Seating
Moving Away from the Desk
Library
Perch
Why Build Walls?
Woods
®
Essential Smartworking
®
B.A.E
Hospitality Hospitality
The Eclectic House
Fielding Tables
The eclectic house “ Make things as simple as possible, but no simpler.” Albert Einstein
manufactures furniture, something that demands an “ Orangebox enormous investment in terms of time, resources and money. We’ve spent a decade building our reputation, and in the process have become an increasingly respected and envied brand that prides itself on being pretty nimble and having a large portfolio. Yet we’re increasingly getting caught out because the product bandwidth we offer isn’t broad enough to satisfy the desires of our rapidly evolving market, in which, thanks to the vast number of suppliers out there, clients are spoilt for choice. In contemporary business, your power lies in your unique story, your networks and your specialist knowledge. What can you as a brand offer and deliver to your clients, and how can you make their life easier and more rewarding? Innovation and great ideas give us a strong brand platform, and as our ideas gain traction, clients increasingly value the Orangebox brand. Our income, however, is limited to sales of the items we feature in our price list. Is there a way to exploit the power of our ideas more fully? Can we better leverage Smartworking ? ®
I take the 4 cornerstones map as a clear guide for our product developments through the next three to five years and The Eclectic House Collection can sit within this perfectly.
”
Gerard Taylor for Orangebox Spring 2018
p.01
Lessons from tech companies. “ Today, five of the world’s top six companies are tech companies. One big advantage they have over manufacturers is the benefits they gain from network effects once their platforms take control, enabling them to exploit complementary products (complements) to enhance revenues. I think we need to consider how Orangebox as a manufacturing company can learn from this enviable success, and from the ways in which tech companies leverage new value chains from their platforms. These lessons are already being learned by others: why else would WeWork be spending gazillions trying to convince the market that they’re a tech company rather than a real estate company? ‘The property mogul who thinks he’s a tech entrepreneur’ FT 27th January 2018.
”
The importance of being an open platform with a broad range of contributors and complements. July 2008, 800 external apps finally went on sale in the App “ InStore after two years of procrastination on the part of Steve Jobs. Within three days they’d been downloaded 10 million times, and by 2015 Apple was earning $6 billion in additional revenue from external apps. This shows how: 1 Opening your platform brings greater sales volumes and traction, increasing consumer visibility and raising the demand for complementary cross-selling products 2 Symbiotic relationships such as those of hamburger/bun, steel/concrete, pasta/tomato sauce, table/chairs, sofa/fabric can massively increase traction and sales. Why not be more like Apple, and leverage our network with complementary products? Like Apple, we don’t know what will fly and what won’t, but that doesn’t matter. The point is to offer clients greater choice while keeping everyone within our loop, adding depth to their experience of our brand and creating new revenue streams.
”
p.02
The eclectic house
Can we learn from Angry Birds; a free download with 2015 revenues of $142M? “ Enabling and promoting the sale of complements would also: 1 Provide valuable data on what kinds of products are preferred and the ways in which they’re being combined, and also how this is changing over time 2 Let us enhance our customers’ experience of and loyalty to Orangebox, through the delivery of a consistently innovative, always developing and positive ‘one stop shop’ experience, in a different class to that offered by our competitors 3 Enhance our digital values and lowers our analogue dependence on the price list.
”
“ No single company, even one as innovative as Apple, could have come up with both Shazam (listens to music in the room you’re in and tells you the song that’s playing) and Angry Birds (a game where you help angry birds get their eggs back from the pigs that have stolen them).”
p.03
What happened yesterday doesn’t automatically happen tomorrow. “ Uber drivers now get ‘heat maps’ showing them where to position themselves to maximise the chances of a pick-up. At the same time there are signs of a decline in car ownership among younger city dwellers. I think these two things are connected. ”
We need to create our own ‘heat map’, always positioned where “ our clients want us, offering just what they’re looking for. To do this, we need to shed a bit of our ‘manufacturer’ mindset, and position ourselves to better understand and exploit the constantly shifting demands of our fast-paced marketplace. Clients today constantly surprise us with how different and individual they choose to be, making it impossible to secondguess their preferences and needs. They’re under pressure to justify their role, and if insisting on ‘different’ is their means to this end, why don’t we flip this into an Orangebox asset?
We need to be in a position to say to our clients,
“ No problem: you
don’t need to leave the building to get that.” We can’t expect to achieve the same contribution from all our products. By leveraging an expanded portfolio (sales of which will generate a percentage for Orangebox), we can both keep clients within our loop and increase sales of our core Smartworking products. ®
”
“ Apple makes revenue from both hardware and software… The value of our brand is made up of more than just our products, but while Orangebox has great networks, we aren’t fully leveraging their potential. We need to be confident that Orangebox is offering the key ‘killer’ products, continually enhanced by diverse complements. ”
p.04
The eclectic house
p.05
Handmade
p.06
The eclectic house
Being different, unique & individual is now critical
p.07
Orangebox’s Eclectic House Collection. ®
“ ...a super smart business experience, making walking into Smartworking
(building /web) a smarter experience focused on always expanding product insight, intelligence and pluralism, delivering unmatchable products in a new and interesting way. ”
offices strive to look like hotels and hotels increasingly perform “ As some of the functions of offices, the market is converging. Hotels, offices, co-working spaces, members’ clubs – what’s the difference? And what does this mean for our business? As those in our network increasingly seek to, ‘make my office look like a hotel’, why not introduce proven expertise in the realisation of hotels as part of the Orangebox offer? This would reaffirm the innovative, forward-thinking nature of our brand. And it would provide a super smart business experience, making walking into Smartworking (building /web) a smarter experience focused on always expanding product insight, intelligence and pluralism, delivering unmatchable products in a new and interesting way. ®
As discussed in, That’s not a stick, that’s a log the design language of the office is bedding down into a recognisable typology, but within this everyone will want to have their personal take, and be able to express their individuality. The Eclectic House Collection reflects the fact that diversity is essential, recognising that everyone has a different notion of what’s complementary. It also responds to new market conditions that mean we can’t second-guess a client’s taste. So, how can we best respond to this? Within our new product development map, we are not (nor will we ever be) short of key archetypes or killer new and innovative products. So why divert our design resource and culture into developing complementary products, when these are individually (client) selected, numerous, diverse and continuously changing? It’s no longer enough to make money only from what we can manufacture ourselves. In a fast-changing market we have to accept this new and continually evolving pluralism. We need to exploit both our brand’s intelligence and our networks to develop and grow new complementary revenue streams. Enhancing our clients’ choice with complementary products sourced via an extensive, robust and continually evolving supply chain of proven quality would expand our product bandwidth beyond the constraints of our price list.
p.08
“ We want this project to look and feel more like a hotel.”
“ We need our hotel to have a bit of the function you guys put into offices.”
p.09
Chairs
p.10
The eclectic house
Armchairs
p.11
Sofas
p.12
The eclectic house
p.13
Stools
p.14
The eclectic house
Tables
p.15
The eclectic house
冎
“
The point of realising The Eclectic House Collection is to demonstrate to the market and our network that Smartworking is no longer defined by our analogue price list. Demonstrating that Smartworking is focused on creating the best, most individual products (at scale) in response to our designers and clients’ needs, and making shopping for complements elsewhere unnecessary and pointless. ®
®
”
“ Great Brands are the ones that do all my thinking for me.
” “ Orangebox has enough credibility and desirability that our clients will respect and listen to our judgement calls. ”
The saying is... “ the best way to predict the future, is to invent it! ”