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BRANDS AND DESIGN, a presentation at DMI's research conference
 

BRANDS AND DESIGN, a presentation at DMI's research conference

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The slides of Marie Catherine Mars and Nicolas Minvielle's presentation at DMI' research conference. Based on 40 interviews with international design managers

The slides of Marie Catherine Mars and Nicolas Minvielle's presentation at DMI' research conference. Based on 40 interviews with international design managers

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    BRANDS AND DESIGN, a presentation at DMI's research conference BRANDS AND DESIGN, a presentation at DMI's research conference Presentation Transcript

    • Design and brand… managing the relationshipMarie catherine MarsNicolas Minvielle
    • 2. Research question and study objectives3. Literature review4. Research methodology5. Analysis and results6. Conclusion1. Interest of the research
    • 1. Interest of the research• The consumption experience• Major field of research in the consumer behaviour (Carù et Cova,2006)• The design as a key variable of the company’s product experience Innovation and competitive advantage (Berlowitz, 1987;Gemser et Leenders, 2001; Olson et al., 1998; Ulrich etEppinger, 2004) Source of differenciation (Bora de Mozota, 2007) Emotionnaly and aesthetically more attractrive supply More structured and coherent supply ( Montaña et al. 2007)• Two important things happening in brand design management• Internationally: increased collaborations with designers and brandmanagers• In France : limited integration of designers in the brand development• Marketing : Understand what can design bring to acoherent brand management• Organisation: Determine the variables facilitating asuccessful collaboration between designersand brand managersManagerial implicationsTheoretical and operational interest
    • 1. Interest of the research3. Literature review4. Research methodology5. Analysis and results6. Conclusion2. Research question and objectives
    • 2. Research objectivesRESEARCH PROBLEMATICEvaluate the potential cohesive role of design in the development of a differentiated brandexperienceOBJECTIVES OF THE RESEARCH• Explore the design manager’s discourse• Understand their perception of their mission and the role of the design function• Update the organizational conditions enhancing the designers-brand managers collaboration• Analyse the contribution of design to the brand management
    • 1. Interest of the research2. Research question and objectives4. Research methodology5. Analysis and results6. Conclusion3. Literature review
    • 3.Theoretical framework: from branding management to thedevelopment of a brand experience• Brand personnality, brand community, trust,attachment, love for a brand• Aaker, 1997; Carroll et Ahuvia, 2006; Delgado –Ballester et al. 2003; McAlexander et al., 2002;Thomson et al., 2005• Subjective reactions, internal and behaviouralInfluenced by all the brand’s attributes• Linked to brand design and touch points• (Ponsoby-McCabe et Boyle, 2006; Brakus et al.,2009)• Creation of adequate stimulus• Organisation of the brand’s experienceconditions• Collaboration with designers• (Carù et Cova, 2006)• Brand Manager as a central coordinator of allmarketing activities related to the brand ( Hehman,1984)• Establishing a strong identity via the brand’s narrativediscourse and social links ( Lewi & Lacoeuilhe, 2007)Brand-consumer relationship studiesBrand management•Brandasanintangibleandcrucialassetforcompanies•Attheheartofcompanies’valuepropositions(Aaker,1996,KelleretLehman,2006,Keller2008)Understanding of the brand’s experienceExperiential perspective
    • 3.Theoretical framework: a brand design management perspectiveBrandmanagementDecisionlevelBrand Design Design’s objective Design toolsCreation Strategic ExpressionPositionningExpressionIntentionNarrationBrand’s philosophyMissionVision : Idea, History, Experience etc.Competition’s auditDesign benchmarkingScenariosIdentity Tactical Brand conceptValuesArchitecturesupply/demandConcept Aesthetical universe and permanentprinciplesVisualized architectureConcept boardsGraphical chartDesign briefImage Operational Formalisation Creation Foral specifications through thedefinition of : emotion, cognition,relationApplication rules onall touch pointsBrand’scapitalStrategic Repositioning Intention Mission audit and aesthetical codesevolutionContinuedadjustment of thebrand’s characteristicsBrandDesign(BorjadeMozota,2007):•Strategic:Brandcreation&Constructionbrandcapital•Tactical:brand’sidentitydesign•Operational:longtermmanagementofthebrand
    • 3.Theoretical framework: adequate organizational conditions forbrand design management• Top managers’ implication• Efficiency of the design process• Link between design and strategyInternal culture and design orientation• Minor role• Implication in the innovation process• Design leadership in the processDesign strategy• Important role and commitment of design managers• Critical role of the designers in the translation of ideasinto concepts for their communicationProcess for generation of innovativeconcepts• External Vs Internal design, mixed teams• Creation, usage and protection of internal knowledge• Management of innovation processDesign resources management• Execution and finalisation of the design process• Measurement of the degree of innovation of the design process• Evaluation of design and its resultsSetting up of the design process
    • 1. Interest of the research2. Research question and objectives3. Literature review5. Analysis and results6. Conclusion4. Research methodology
    • 4. Methodology Members of the Internal Design Association then friends andrecommendations 45 Design Managers interviewed, 37 companies and 6 design firms Perception of the design function in the firm, the orientation anddesign strategies in place Innovation process Management of design resources, design in the organisation,collaboration marketing-design Design management process and execution, evaluations of designand its contribution to the brand Codification Thematic approach Horizontal and vertical analysisSample studiedSemi-directive interviews:• In the companies• Recorded• 90 min in average• Dec 2010 – August 2011Content analysisObjectives Replicate Montanà and al (2007) in a French context Take a deeper look on design management, brand identity anddesign tools
    • Conclusion: do not trust designers when they ask you what you thinkof “this” ?1. Interest of the research2. Research question and objectives3. Literature review4 Research methodology6. Conclusion5. Analysis and results
    • 5. Results : the role of design in organizationsDesign independenceLine reportingInternal culture and design orientation Legitimacy• Commitment from leaders : “Design has direct access to CEO”, “There is adesign hub placed between CEO and thebrands department”• Important• Strategic vision from top management(Montanà et al 2007) “Its is highly dependent upon theCEO’s vision and commitment”• Marketing department (kallish, 2007) Strategic (Tessarola, 2007), “the only expert”,“enhance consensus”, “project manager” Design thinking ( Goffin et Micheli, 2010),“concept doing”, “idea laboratory” Functional specialist in NPD (Perks et al,2005)• R&D department Focus on technological innovation Emotional aspect, differenciation• Source of tension for designers(Kallish, 2007) “Hard to make them understandthat our practice is somethingthat can be invoiced”, “we haveto push internally to have themunderstand our work”• Discussed• Common technical grounds “We have a common languageand techniques”, “we haveworked on product lifecycle”
    • 5. Results : the place of design in organizations (designstrategies)• Keeper of the brand’s identity “not a minor role”, “identity and brand DNA are definedwith the marketing, design team is then in charge oftranslating them into aesthetical codes for the conservationand development of the brand terrotory”Mainly a role of functional specialist• Manages all stakeholders of the design process and definesdirections “Each innovation manager is in charge of a technique or amarket with a vision that has to be as large of possible interms of potential applications. He has to sculpt the field onwhich he is working, while keeping in mind his currentportfolio”Central role for innovation• Continued justification of theworks being done and their business and financial potential (Kallish, 2007) “potential risk of having our work non funded”Smaller implication as a leader of theinnovation process
    • 5. Results : the role of design in organizations (design resourcesmanagement)• Keep and value inside the company the brand’s creation and its identity• Design team with few freedom Limited autonomy: “few creative freedom”, “limited creativeexpression”, “marketing has decision” Looking for an increased collaboration: “brief not clear and inputsare too vague”, “no clear understanding of the target”, “having toreuse existing products”• Rejection of signature designers (Starck etc.) “few inputs on our brand identity”, “risks of lacking coherency onthe long term”, “not pertinent, not adapted”, “too expensive”Increased internalization• Decreasing costs and managing heavy workloads (Quinn, 1999) “When workload is too important”, “for non crucial tasks”• Acquisition of expertise and internal knowledge (Bengtsonn et al,2009) Packaging”, “style”, “communication”• Enhance creativity with mixed teams (Dell ‘Era et Verganti, 2009) Fresh and new look », « exchange with an external designer onthe inside team’s roughs »• Stable relationship with the agency (expertise, size etc.)• Variability of the selection criteria• “word of mouth”, “personal relationship”, “selection by a jury ondifferent criteria”Externalization being traditional
    • 5. Results :From an innovative product development role...• Consumer focus• Innovation initiated and managed by marketing Classical marketing approach : “brief comes from market analysis,consumer needs” Design functionally under marketing : “product development withinthe constraints defined by marketing”, “cost, technology and licensingpossibilities”, “commercial focus”• Design team with few freedom Limited autonomy: “few creative freedom”, “limited creativeexpression”, “marketing has decision” Looking for an increased collaboration: “brief not clear and inputsare too vague”, “no clear understanding of the target”, “having toreuse existing products”Market oriented companies• Design management focus• Innovation initiated and managed by design “brief comes from our perception, the understanding that we haveof the market”, “project if fully managed by the design team”• Iterative process, with many stakeholders taken intoaccount• “exploratory studies, benchmark and usage analysis”• “brainstorming”• “prototyping and development with test and fail approach, donewith production, R&D and buyers”• Test done with lead users, in collaboration with marketing”• “Validation by top management”Design oriented companiesDesign seen as a functional expert Central and cohesive role of the design function
    • 5. Results… to a design oriented brand management?DecisionlevelStrategic brand management Tactical and operational brand managementDesign roleToolsDesign’scontribution• Facilitates the appropriation and internalunderstanding of the brand• Develops identity platform• Formalizes the brand design attributes• Major role of sensorial and experiential aspects ofproduct design• Structured set of tools: Benchmarking, internal design guides, brandbooks etc.• Managed by marketing and/or outsourced• Creation Pushing forward the brand’s differentiation andpositioning• Brand’s asset management Refreshing and managing the positioning• Image: Lack of coherency, discontinuedformalization• Holistic experience: Not looked upon, difficult to set up
    • 1. Interest of the research2. Research question and objectives3. Literature review4 Research methodology5. Analysis and results6. Conclusion
    • Conclusion• Enrichment of works on design Enhanced integration for strategic brand management Confirming the preceding works made in a French context Highlighting the most favourable organizational conditions A brand design approach that is still incomplete• What would be more experiential brand designmanagement Independence of the design function Increased legitimacy Mixed teams (internal/external according the functionsneeded)Contributions• Replication on other group of companies• Make a cross analysis by looking at the marketing’spoint of view for the same companies• Reintegrating the consumers’ co-creation problematic• Developing a tool for analysing the company’sorientation in terms of brand designFurther work