Pe & Vc Presentation 230909


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Pe & Vc Presentation 230909

  1. 1. The Growth Catalysts QR/LDPL/MKTG/01-03
  2. 2. This presentation and its contents contain information which is confidential and legally privileged and the same shall not be used or dealt with by any third party in any manner whatsoever without the specific consent of Lokus Design Pvt. Ltd. Pune, India C Lokus Design Pvt. Ltd., Pune
  3. 3. “ It’s my money, and if I am investing into a venture - it better work!!!” - A typical investor
  4. 4. Our 4 levels of engagement Level 0- Risk Assessment Level 1- Proof of Concept Level 2- Sustenance & Growth Level 3- Maximize Exit
  5. 5. Level 0 Risk Assessment
  6. 6. We want to reduce risk
  7. 7. Sources of risk Most organizations & investors form their strategy based on analysis of traditional risks. But more the deep one goes it is seen that other non –traditional risks are the biggest culprits for failures. Core to any business is its product or the brand or at times the packaging. Either these areas are not analyzed fully or ignored. Many business have failed because they didn’t fully analyze risks that were involved in a Brand, Product & Packaging. Razr initially took off & hopes of resurrecting Motorola were high but it eventually bombed
  8. 8. Top line risk Top line risk Product Promotion Pricing Strong Brand Equity
  9. 9. Bottom line line risk Bottom line risk Competent vendors Efficient processes Gross margin Profitability
  10. 10. Reducing risk of the brand (giving value to stake holders & consumers) Effective advertising & media planning <ul><li>Great product experience </li></ul><ul><li>Packaging </li></ul><ul><li>Efficacy of the product </li></ul><ul><li>Results </li></ul><ul><li>Revenue </li></ul><ul><li>Profit </li></ul><ul><li>Value to stake holders and satisfied consumers </li></ul>
  11. 11. Real Value Vacuumizer: Is it a technology in search of a solution? When you do that funnel filter, you do need to ask the question , &quot;Can we make it?&quot;, but the first hurdle to pass is &quot;Will she buy it?&quot; Remember the Real Value Vacuumizer - a clunky, expensive contraption that sat on that piece of high-valued real estate - the housewife's crowded kitchen counter, and helped her &quot;keep namkeens fresh&quot;? Ziplock did the job just as well, thank you . Life may soon be extinguished out of Maharashtra-based Real Value Appliances Ltd (RVAL), manufacturers of Ceasefire brand of fire extinguishers and vaccumizer cooking equipment, with the Board for Industrial and Financial Reconstruction (BIFR) confirming its prima facie opinion of winding up the company. Radhika Chadha, Karate-gy, 2006
  12. 12. Reckitt Finish: Does the market suffer from a &quot;fraction of a fraction of a fraction&quot; problem? I felt a frisson of déjà vu when I saw the news that Reckitt has launched dishwasher tablets called Finish . Sorry, that should've been &quot;re-launched&quot;. The number of dishwashing machines is minuscule in India. So, the potential for dishwashing tablets was an infinitesimal percentage of the detergent market that was the used by the tiny percentage of dishwasher users ... you get the idea. Nothing fundamental has changed in the last six years - yes, there is more money sloshing around in nuclear family households, but kitchens are still small, the bai hasn't become redundant, and the number of dishwashers hasn't taken off as yet. I really wonder whether it is worth revisiting this product idea just now. Radhika Chadha, Karate-gy, 2006
  13. 13. Apple Newton Arguably ahead of its time , Apple debuted this PDA device in 1993. Computerworld says it flopped partially because of its high price ($700 or more), bulkiness and the ridicule it received from talk show comedians and comic strips like 'Doonesbury' which focused on the supposed inaccuracy of the handwriting recognition. The Newton faded away in 1998 , but chartered the course for the Palm Pilot in the late 90's and the popular BlackBerry & iPhone today.
  14. 14. Cosmopolitan Yogurt Cosmopolitan has 58 international editions, is published in 36 languages and is distributed in more than 100 countries, making it one of the most dynamic brands on the planet. You could say it's got this &quot;magazine thing&quot; down pat. All the more reason why it should stick to what it does best. One thing Cosmo does not do best is brand and sell yogurt. Yes, yogurt. From the time of its release, the yogurt was supposedly off of the shelves in 18 months.
  15. 15. Sony Betamax The Betamax video recorder hit stores in 1975. A year later, Sony's rival released another video recorder -- the VHS. By early 1977, four other companies were selling VHS machines . Meanwhile, Sony chose not to license Betamax technology. Because the two formats were incompatible, consumers had to choose between the two. As Sony was the lone Betamax producer, you can guess which system they chose.
  16. 16. Type of risks Top Line Risk Brand User/ Consumer/ Stake holders Product Packaging Positioning & Placement Strategy Media Retail Others Bottom Line Risk User/ Consumer/ Stake holders Manufacturing Assembly Vendors Processes Capabilities/ Capacities Competition Costs Others
  17. 17. <ul><li>Brand </li></ul><ul><ul><li>Vision & Values </li></ul></ul><ul><ul><li>Aims & Objectives </li></ul></ul><ul><ul><li>History </li></ul></ul><ul><ul><li>Management/ promoter vision </li></ul></ul><ul><ul><li>User/ Consumer/ Stake holders </li></ul></ul><ul><ul><li>Portfolio/ Architecture </li></ul></ul><ul><ul><li>Promise, Personality, Tone of voice </li></ul></ul><ul><ul><li>TG Understanding & issues </li></ul></ul><ul><ul><li>Connect </li></ul></ul><ul><ul><li>Trust, Equity, lineage, expectations </li></ul></ul><ul><ul><li>Non focused messaging </li></ul></ul><ul><ul><li>Positioning & Competition </li></ul></ul><ul><ul><li>Media </li></ul></ul><ul><ul><li>Product & service connect </li></ul></ul><ul><li>Product </li></ul><ul><li>Top line </li></ul><ul><ul><li>User/ Consumer/ Stake holders </li></ul></ul><ul><ul><li>Needs, demands & Aspirations </li></ul></ul><ul><ul><li>Functionality & Aesthetics </li></ul></ul><ul><ul><li>IPR </li></ul></ul><ul><ul><li>Product/ Contents/ Features </li></ul></ul><ul><ul><li>UI & Ergonomics </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Timing & Positioning </li></ul></ul><ul><ul><li>Competition </li></ul></ul><ul><ul><li>Bottom line </li></ul></ul><ul><ul><li>Pricing </li></ul></ul><ul><ul><li>Manufacturing </li></ul></ul><ul><ul><li>Assembly </li></ul></ul><ul><ul><li>Parts </li></ul></ul><ul><ul><li>Vendors </li></ul></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><li>Skills/ Capabilities </li></ul></ul><ul><ul><li>Placement/ retail </li></ul></ul><ul><li>Packaging </li></ul><ul><li>Top line </li></ul><ul><ul><li>User/ Consumer/ Stake holders </li></ul></ul><ul><ul><li>Needs, demands & Aspirations </li></ul></ul><ul><ul><li>Functionality & Aesthetics </li></ul></ul><ul><ul><li>IPR </li></ul></ul><ul><ul><li>Product/ Contents/ Features </li></ul></ul><ul><ul><li>UI & Ergonomics </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Timing & Positioning </li></ul></ul><ul><ul><li>Competition </li></ul></ul><ul><ul><li>Bottom line </li></ul></ul><ul><ul><li>Pricing </li></ul></ul><ul><ul><li>Manufacturing </li></ul></ul><ul><ul><li>Assembly </li></ul></ul><ul><ul><li>Parts </li></ul></ul><ul><ul><li>Vendors </li></ul></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><li>Skills/ Capabilities </li></ul></ul><ul><ul><li>Placement/ retail </li></ul></ul>Three types of risks
  18. 18. Importance of design <ul><li>Design plays a critical role in </li></ul><ul><li>Analyzing and understanding risks </li></ul><ul><li>Innovating on opportunities or problems </li></ul><ul><li>Faster turn around and time to market by ensuring products/ packs are designed for manufacturing and assembly </li></ul><ul><li>Ensuring that the last mile of implementation & placement is achieved </li></ul>
  19. 19. <ul><li>The first priority of an investor is to protect the investment. The question is how to achieve this in a complex business environment that is becoming more fast-paced & unpredictable every day? </li></ul><ul><li>These problems may arise out of change in </li></ul><ul><li>Inappropriate Product / Service </li></ul><ul><li>Low Brand efficacy or Low Recall </li></ul><ul><li>Incorrect Target Audience </li></ul><ul><li>Intellectual property abuse </li></ul><ul><li>Social habits </li></ul>Level 0 – Entry Level – Risk Analysis
  20. 20. Conducting a detailed and focused risk assessment for new investments can mean the difference between success and failure. Research and analysis; Risk assessment We conduct Design research to get insights from Customers, Market, Retail, Competition & Counterfeiters etc. which helps us analyze the risks involved. We facilitate Businesses to Counter-Combat these threats, which otherwise would have been a substantial loss & thus reduces investment efforts in bringing better products to market Develop Strategies We develop Brand/Product/Service strategies for competitive advantage and sustenance Level 0 - Understanding, monitoring and preparing for risks
  21. 21. <ul><li>The new tool </li></ul><ul><li>Strategic design helps </li></ul><ul><li>understand nature of risks involved in brand, product & packaging </li></ul><ul><li>define their relationship with other factors & stake holders </li></ul><ul><li>identify possible intervention areas </li></ul><ul><li>laterally & holistically look at the macro picture and connect the dots </li></ul><ul><li>mitigate risks </li></ul>
  22. 22. Level 0 - Understanding, monitoring and preparing for risks: Vehicles <ul><li>Research: </li></ul><ul><li>IPR </li></ul><ul><li>Brand </li></ul><ul><li>Product </li></ul><ul><li>Consumer </li></ul><ul><li>Customer </li></ul><ul><li>Competition </li></ul><ul><li>Design </li></ul><ul><li>Retail </li></ul><ul><li>Objective Definition: </li></ul><ul><li>Meetings with senior mgmt to understand the strategy & objectives </li></ul><ul><li>Competency mapping: field studies, meetings with various levels in the organization </li></ul><ul><li>Brand & product position matrix: positioning & re-positioning </li></ul><ul><li>Categorize Information: stake holders wise </li></ul><ul><li>Defining broad brand strategy or objective </li></ul><ul><li>Presentation to mgmt for approval of broad product/ brand strategy & communication/ signoff </li></ul>
  23. 23. Some of our tools
  24. 24. Evolution mapping & planning: only half the game is known to the most… rest of it is a day to day fire fighting situation Sony Now everyone is a Master Competition Breakthrough R&D IPR Funding Infrastructure 1 st Go-to-market Incrementalism
  25. 25. Eco- System Modeling To map existing business, stake holder & product interactions & point out potential failure modes/ risks involved in these interactions Most of the times businesses miss these interactions & latent issues thereof, causing a model to fail
  26. 26. Stake Holders Analysis DREAMERS SATISFIERS EXPERIENCERS Interface Web Portal Retail Franchisee Front Desk Telecon Exhibitions Others Interface Promise Service Hotels Food Transport Hospitality Reliability Publicity Publicity Publicity Publicity Publicity Influencing Factors Influencing Factors Influencing Factors Influencing Factors
  27. 27. Scenario Mapping Dream Journey Started Does Enquiry Unmatched Dream Have to browse on their own Knowing Not Knowing Attends Inappropriately NO Confidence NO Reliability NON Responsible Indecision Not Happy Unsatisfied Doesn’t Confirm/ Confirms Booking done Not glad Compromise Others Tickets Forex No Reconfirmation No Guidance No Reconfirmation No Reconfirmation No Reconfirmation Chaotic Space Planning Outside Influence Reconfirmation WAIT Low on Experience
  28. 28. Future Forecasting Risk Analysis
  29. 29. Gap Analysis Buyer Segmentation
  30. 30. Market Opportunity by Decision Map Communication Strategy based on Decision Maps
  31. 31. Buying Decision Matrix
  32. 32. QFD Analysis Risk Analysis
  33. 33. Product Competition Analysis
  34. 34. The Graphical representation of all the Governing factors Failure Mode Analysis
  35. 35. Product Positioning: Competition Landscape Friendly Medical devices Communication devices Vibrant Colours Accents complicated Smooth Soft Flow Simple Sterile Selected area Techno
  36. 36. Negative feed back Positive feed back <ul><li>Important words: </li></ul><ul><li>Big screen </li></ul><ul><li>Big numbers </li></ul><ul><li>Sleek </li></ul><ul><li>Decent </li></ul><ul><li>User friendly </li></ul><ul><li>Simple to use and carry </li></ul>Feed back in terms of look & feel Psychographic & Form Studies Product Universe Styles Forms
  37. 37. Virtual Assembly for hardware components right at the initial stages to avoid costly iterations later
  38. 38. Ergonomic Research
  39. 39. Ergonomic Research
  40. 40. Problem Enactment Processes Empathy Approach
  41. 41. Thorough stake holder involvement in Design process
  42. 42. Level 1 Proof of Concept
  43. 43. Level 1 – Proof of Concept – Stage One Investment in Potential Ideas Design Intervention & Research Tangibles Funding Imagine if you had invested in Option 2 or 3 or worst in Hopeful Ideas Confidence Validated Innovation Lokusdesign’s Proprietary Design Process Hopeful Ideas/ Abstract Thoughts/ IPR Option 1 Option 2 Option 3 Testing Option 1 Option 2 Option 3
  44. 44. Level 1 – Proof of Concept : Vehicles <ul><li>Design </li></ul><ul><li>Design Research: IPR, product, consumer, customer, competition, design, etc. </li></ul><ul><li>Product design </li></ul><ul><li>Packaging design & product graphics </li></ul><ul><li>Prototyping </li></ul><ul><li>IPR documentation </li></ul><ul><li>Cost optimization: product, packaging, operations </li></ul><ul><li>Marketing communication design </li></ul><ul><li>Presentation design </li></ul>
  45. 45. The Design Difference
  46. 46. Break away from the Red Ocean… The Blue Ocean Create entry barriers through Design Design Research Identifies implicit needs rather than explicit needs: ensuring appropriateness & sustainability of products and services Design before Technology to fit the product to the man and not man to the product Design for Disruption… Break through Design for Competitive Advantage Design at the stage of inception will create more value and create Blue Oceans What does Design do?
  47. 50. Design is the thread that ties companies to growth.
  48. 51. Good design is a source of competitive advantage Companies that invest in design can avoid competing on price alone. Research has shown that design is a significant source of competitive advantage. Companies that invest in their design capability and develop a reputation for innovation can avoid competing on price alone. In the UK, 45 per cent of firms that don’t use design compete mainly on price; only 21per cent of firms where design is significant do so. Design Council, UK
  49. 52. What can a business do to rapidly increase turnover growth? Invest in design, then measure the return on design investment (RODI) in terms of the time it takes to recoup the investment. Businesses that take design seriously are more likely to measure its impact. Rapid turnover growth was four times more likely for businesses that did this. ‘ On average, it takes 20 months for design projects to pay back the investment.’ Develop new products and services. This also nearly doubled the chances of rapid growth, which increased by a factor of 1.9. Design Council, UK
  50. 53. Design in the downturn Over half (54%) of firms believe design will help them stay competitive during the economic downturn The role of design Large firms were twice as likely (69%) to have developed new products and services than micro businesses (33%) Over a third (35%) of large firms say design is integral to their operation and almost a further half (47%) describe it as having a significant role. Design Council, UK
  51. 54. A group of 63 companies identified to be effective users of design outperformed the FTSE 100 index over the full period by 200% , and also beat their peers in the recent bull and bear markets Design Council, UK
  52. 55. The companies are grouped into two portfolios – the ‘Design Portfolio’ and the ‘Emerging Portfolio’ The chart summarizes the performance of these two portfolios over the ten-year period of the analysis
  53. 56. The table below shows, both the Design Portfolio and the Emerging Portfolio outperformed the FTSE indices at all stages in the cycle. This outperformance included the bear market period, from which no companies are immune, but during which both portfolios sustained much lower losses than the general UK stock market. Design Council, UK
  54. 57. How can a business use design to increase turnover growth? If you’re designing new products and services, use design to lead and guide the process. The chances of design contributing to turnover growth rose more than threefold (by 3.3) Use design in all stages of developing new products and services. Businesses that did were twice as likely to see design contributing to growth (by 2.1) Use design in business planning. Doing so doubled the chances of design contributing to turnover and profit growth in the businesses we surveyed. Use design in internally facing functions (such as workplace interior and internal communications). This increased the chances of design contributing to turnover growth by 1.8 times Design Council, UK
  55. 58. What design can do for your figures? Design can have a positive effect on all business performance indicators, from turnover and profit to market share and competitiveness. For example, for every £100 a design alert business spends on design, turnover increases by £225 Design Council, UK
  56. 59. By how much can design increase market share? On average, design alert businesses increase their market share by 6.3% through design Design Council, UK
  57. 60. Level 2 Sustenance & Growth
  58. 61. Are you able to cope with the slow down? How does one succeed with minimal change? OR Are you able to increase the market share and grow year on year? Are you able to tap the hidden potential of your Brand / Product / Service? Level 2 – Sustenance & Growth
  59. 62. We believe that Brand / Product / Service is the core and with changing economic, social and political scenarios it demands a change, which typically may not be an easy choice to make. The inertia to change is further aggravated when owners or promoters are deeply attached with the Brand / Product / Service   We provide this change to help the brand catapult and emerge out of the darkness by identifying factors responsible for deterioration and infuse new life or offer unmatched competitive advantage to the Brand / Product / Service through our Proprietary Design Innovation Processes Level 2 – Sustenance & Growth
  60. 63. Level 2 – Sustenance & Growth: Vehicles <ul><li>Design </li></ul><ul><li>Market Research: product, consumer, customer, competition, design, etc. </li></ul><ul><li>Strategy: Brand </li></ul><ul><li>Brand Identity & Product design </li></ul><ul><li>Packaging design & Product graphics </li></ul><ul><li>Cost optimization: product, packaging, operations </li></ul><ul><li>Marketing communication design </li></ul><ul><li>Presentation design </li></ul><ul><li>Marketing & Sales </li></ul><ul><li>Marketing Collaterals: Brochures, E-pres, Direct- Mailers, Sales lit., etc. </li></ul><ul><li>Trade fairs participations & visibility </li></ul><ul><li>Participation in exhibitions, seminars & workshops </li></ul><ul><li>Trade association involvements </li></ul><ul><li>Identifying linkages amongst various stakeholders </li></ul><ul><li>Designing Communication for all critical interactions between stake holders for maximum value add </li></ul>
  61. 64. Impact of advertising on brand momentum, Jim Gregory, Core Brand, Business Week Brand Power Indicates very good results for MSME levels
  62. 65. <ul><li>The Next Step </li></ul><ul><li>Momentum is critically important to a winning team- and its just as important in building your corporate brand. Justifying advertising expenditures should be an easier task if management is building corporate momentum. But this is only part of winning at the brand game. In addition to gaining support for the corporate brand, you must remember that consistency is the most important factor in branding your company </li></ul><ul><li>To achieve brand momentum, you must strive to have: </li></ul><ul><li>Consistent strategy or brand positioning </li></ul><ul><li>Consistent message to support the brand positioning </li></ul><ul><li>Consistent levels of advertising support </li></ul><ul><li>If you insist on consistency in your communication efforts, a more powerful brand will result </li></ul>
  63. 66. <ul><li>Building a brand is important, only through a brand that a business can hope to communicate the positive attributes of its products or services to consumers </li></ul><ul><li>Quality and prices affect customer-buying behavior, businesses cannot afford to ignore the merits of building a proper brand for their products or services </li></ul><ul><li>By building a good brand, businesses will also be able to curtail their overall marketing budgets </li></ul>Why Building Brand is Important?
  64. 67. <ul><li>Take two identical, competing products, and the one with the best-executed brand will always win </li></ul><ul><li>Take two other competing products, and even the less feature-rich product can win if its brand is stronger; that is, customers have a better experience using it and interacting with your company than with the other company </li></ul>The stronger Brand always wins
  65. 68. Measuring the brand
  66. 69. Design for Assembly Before DFA After DFA
  67. 70. Level 3 Maximize
  68. 71. Not only is the priority of an investor to earn a certain level of ROI but also to maximize it at the time of exit. It is seen that even though the business has attained a certain envisioned growth and valuation in terms of market share there is a poor response at the time of Initial Public Offering (IPO). One of the main missing link is mindshare. We build mindshare. Level 3 – Maximize - Exit Level – Opportunity Analysis Presence Exposure Visibility Perception Increased Mindshare Increased Brand share
  69. 72. Level 3 – Maximize - Exit Level: Vehicles <ul><li>Visibility & Activation </li></ul><ul><li>Print Ads: trade & non trade </li></ul><ul><li>TVC (if budgets permit) </li></ul><ul><li>Radio </li></ul><ul><li>Internet, SEO & e-banners </li></ul><ul><li>Road Shows </li></ul><ul><li>Hoardings & posters at critical locations </li></ul><ul><li>Promotions </li></ul><ul><li>Marketing & Sales </li></ul><ul><li>Marketing Collaterals: Brochures, E-pres, Direct- Mailers, Sales lit., etc. </li></ul><ul><li>Collaterals for investor relations </li></ul><ul><li>Exhibitions </li></ul><ul><li>Trade fairs participations & visibility </li></ul><ul><li>Sponsor seminars & workshops </li></ul><ul><li>Trade association involvements </li></ul>
  70. 73. Is Corporate Branding Key For IPO? When planning for a successful IPO, a distinct and powerful name with recognition is required. Just like how your latest technology and your other corporate assets are essential to develop great financials for a potential IPO, your corporate image and brand name recognition are equally important to get the word out in the marketplace. Both are critical for real success.
  71. 74. Preparing for an IPO, Kenneth G. Pott, Principal, Morgan Stanley Dean Witter 2000 Analysts/Investors Approach to Valuation Risk attacks almost every aspect of the value chain Design helps every aspect of the value chain through research & innovation ensuring desired results
  72. 75. Uniqueness and distinction Uniqueness and distinction makes a clear path of communication starting from your HQ all the way to the shareholders via the stock markets. A corporate brand with millions of dollars in advertising and promotional support is just a useless brand unless it has a unique position, and a clear name identity, strong enough to place the corporation aside from all the other copycats and look-alike, similarly named companies.
  73. 76. The Best IPO Name It is absolutely critical to have a great name for the IPO. Very often, corporations convince themselves that they have the best corporate name. For any IPO planning, a clear and distinct powerful name is a prerequisite, and this process must be carried out well in advance of such an undertaking. Park the emotions outside the boardroom and ask some tough questions. How is the name structured and what messages are being emulated by this moniker?
  74. 77. The Best Corporate Image It is absolutely critical to have a proper corporate image to fit your true corporate personality and as name issues are solved, this process only becomes a logical extension. Often corporations have their corporate image diametrically opposed to the subtle message of the name, which was initially supposed to be saying something else, is being read very differently by the market at large. This type of chaos in the communication messages what hurts the young IPO. The creation of an IPO is a fine art, so is the creation of corporate names and corporate image.
  75. 78. The Best Delivery Of Message All is useless, without a clear and a distinct supporting message along with a system to reach the largest targeted audience. Today, cyber-branding plays a critical role, the perfect URL, the website and the navigation. The right content delivered at the right time and the right place to the correct person. Easy and simple.
  76. 79. Some case studies
  77. 80. EXSW (Extended Data Switch) Kaizen Craft., NY, USA US Patent & Design Registration Pending <ul><li>Device to reduce downtime of a switch </li></ul><ul><li>Enables better cable management </li></ul><ul><li>Snaps onto any switch / server system (24 or 48 port system) </li></ul><ul><li>Clip – Snap mechanism releases all 24 or 48 jacks at once </li></ul><ul><li>reducing down time </li></ul><ul><li>Telescopic Main body fits all makes and brands </li></ul><ul><li>Reduces average loss of $250,000 per year per 100 employees </li></ul><ul><li>Costs 6000 $ per min in case of time sensitive data summing to </li></ul><ul><li>175 million $ per year for a credit card company </li></ul>
  78. 81. Mismanagement at the Physical Layer Subsequent Days Day 1
  79. 82. <ul><ul><ul><li>To address the loss of productivity due to Server downtime </li></ul></ul></ul><ul><ul><ul><li>To reduce time involved in switching over to an alternative source </li></ul></ul></ul><ul><ul><ul><li>To enable quick removal of the Rj45 jacks from the switch </li></ul></ul></ul><ul><ul><ul><li>To address the issue of wire clutter and manage it effectively </li></ul></ul></ul>Extended data Switch Business Challenge Patent Pending QR/LDPL/MKTG/01-03
  80. 83. Patent Pending The Process QR/LDPL/MKTG/01-03 Identify : The larger issues involving server downtime and wire clutter, were identified by the Client, who sought redressal of those issues from an effective design solution. Our research and evaluation of the scenario revealed several potential smaller issues that could fail the product. We identified that disengaging the entire EXSW at one motion could save a lot of time. However, there were concerns of orienting or grouping jacks, entry of the cat-5 cables from the side- docking to the front, relay rack mounting, ability to see the side mounting and variation in the distance of the starting point of the jack row. The solution had to address these issues within the given rack dimension We also undertook research in terms of ideas and products that were already under patent, to avoid IPR conflicts. Integrate : Integration involved funneling the entire research into potential solutions. Design had to be integrated with the business strategy. Speed was the critical factor in the design innovation Innovate : The innovation lied in Product Concept & detailing, Mechanism Design and 3D evaluation. The design featured two-telescopic extensions that could be used with any standard make and model of switches. The device could be securely clamped with the relay racks. The clip-snap mechanism released all jacks at once, optimizing on time. The total number of wires were divided along both sides of the switch enabling better cable management. The innovation would reduce average loss of $250,000 per year per 100 employees for a banking, credit card or an online transactions company * Translate : Prototypes were developed to physically check the entire mechanism and further refining was done. We also undertook the IPR documentation for the product Maximize : The design enabled elimination of horizontal management trays Extended data Switch (* According to an independent study commissioned by LeCroy)
  81. 84. Burglar Alarm Product Design, Mechanisms, Ergonomics, Color Schemes, 3D Surface models Zicom Ltd.
  82. 85. <ul><ul><ul><li>To address the rising costumer expectations from the product (customer are ready to pay for a better looking product) </li></ul></ul></ul><ul><ul><ul><li>Client had tried all technical enhancements to attract customers and gain percentage price hike-up, but couldn’t </li></ul></ul></ul><ul><ul><ul><li>Minimum turnaround time </li></ul></ul></ul><ul><ul><ul><li>Production cost should be similar </li></ul></ul></ul>Business Challenge QR/LDPL/MKTG/01-03
  83. 86. The Process QR/LDPL/MKTG/01-03 Identify : Existing product was non contemporary and didn’t look like the value it asked for. The product looked inferior to competitors products thus reducing overall impact & value. The solution had to be of similar size, volume & cost It should be designed to accommodate existing circuits & internal parts and be manufactured using existing capabilities Integrate : Design had to be integrated with customer preferences, styling trends, overall production and assembly techniques Innovate : The Product design innovation and styling takes the product into the consumer electronic products league thus breaking the electrical hardware product barrier mindset. The design enhanced the overall product image and enhanced perception allowing a approx 10-15% price hike-up. The new design accommodates existing circuits & internal parts and is manufactured using existing capabilities Maximize : The design enabled breaking 3 barriers customer mindset, product positioning in a different league & price band
  84. 87. Old product New product
  85. 88. Cup Holder ITW India Ltd. for Zen Estilo, Maruti Suzuki
  86. 89. <ul><ul><ul><li>To become a preferred supplier of cup-holder to Maruti Suzuki the highest seller of automobiles in India </li></ul></ul></ul><ul><ul><ul><li>ITW had to typically compete on tight price brackets; best quote wins the game </li></ul></ul></ul><ul><ul><ul><li>No competitive advantage for ITW </li></ul></ul></ul><ul><ul><ul><li>No advantage for Maruti Suzuki from either suppliers </li></ul></ul></ul><ul><ul><ul><li>No IPR protection </li></ul></ul></ul>Business Challenge QR/LDPL/MKTG/01-03
  87. 91. The Process QR/LDPL/MKTG/01-03 Identify : Our research and evaluation of the product revealed several cost bottle necks that would eventually add to the cost of the product. The cost bottle necks were total no of parts, tool cost, production & assembly time. The solution had to address these issues within the given specified standards and specifications from the OEM. We also undertook IPR so that the client can potentially protect their product. Integrate : Integration involved funneling the entire research into potential solutions. Design had to be integrated with the overall production and assembly techniques at both ITW and Maruti’s production & assembly lines. Speed of assembly and total cost of product were the critical factors in the design innovation. Innovate : The innovation lied in Product concept & detailing, Mechanism Design and 3D evaluation. The design reduced the total no of complicate tooling components thus reducing per part cost. The mechanisms were designed to optimize assembly time. The total number of wires were divided along both sides of the switch enabling better cable management. The innovation was found to reduce 25% tool cost and around 15% overall cost of product for ITW. Not only did the cost go down but the over all margins improved Translate : Prototypes were developed to physically check the entire mechanism and further refining was done. Maximize : The design enabled elimination of lot of unnecessary parts. ITW also was preferred over other suppliers and has been awarded other cup holder projects ITW cup-holder
  88. 92. Video Door Phone Console Product Design, Mechanisms, Ergonomics, Color Schemes, 3D Surface models Digihome Solutions QR/LDPL/MKTG/01-03
  89. 93. <ul><ul><ul><li>To offer high value perception imagery </li></ul></ul></ul><ul><ul><ul><li>To optimize the per product cost </li></ul></ul></ul><ul><ul><ul><li>Client was a late entrant and a relatively small player into this business </li></ul></ul></ul><ul><ul><ul><li>Builders are the major customers for these devices, a lot of mass cusomization was needed </li></ul></ul></ul><ul><ul><ul><li>Product cost was too high for a low volume item like video door phone </li></ul></ul></ul><ul><ul><ul><li>Low volumes using high volume production technique = higher costs = Low competitive advantage </li></ul></ul></ul>Business Challenge QR/LDPL/MKTG/01-03
  90. 94. The Process QR/LDPL/MKTG/01-03 Identify : Our evaluation of the existing product design & production technique that used was used was adding unnecessary cost to the product. The product looked inferior to competitors products thus reducing overall impact & value. The solution had to address these issues with understanding that the client was relatively new to the market and had lesser financial and manufacturing capabilities Integrate : Design had to be integrated with the overall production and assembly techniques at client’s vendors production & assembly lines Innovate : The innovation lied in Product design and process evaluation. The design enhanced the overall product image and enhanced perception. The new design can now be produced on a far cheaper composite material production technique thus reducing the total cost (which otherwise was Injection molding - investment of about Rs.8-10 lac with a MOQ promise is essential). A composite material mold and prototype for POC were made in as low as Rs.35,000/-. Batch production was made possible. Also, since builders are the major channels for these devices, a lot of mass cusomization was needed, was made possible through design intervention Translate : Prototypes were developed to physically test the product Maximize : The design enabled elimination of expensive manufacturing technique
  91. 95. QR/LDPL/MKTG/01-03
  92. 97. Exploded View Conceal Box Sensor PCB CPU PCB Battery Speaker Cover Speaker Inverter PCB Acrylic Antennae Connector Front Cover Emergency Switch Power supply PCB Back Cover Screen USB Connector Bracket Support Plate
  93. 98. Mould Images 1 2 4 3 5
  94. 99. Pull handle for TATA Nano ITW India Ltd. QR/LDPL/MKTG/01-03
  95. 100. QR/LDPL/MKTG/01-03 Business Challenge for the Client ITW Door Pull Handle <ul><ul><ul><li>Design a door pull handle for Tata Nano </li></ul></ul></ul><ul><ul><ul><li>The Challenge was to design the product in compliance with the ARAI standards and yet make it cost effective </li></ul></ul></ul><ul><ul><ul><li>The design had to be tested under extreme conditions, as per the specifications of Tata Motors </li></ul></ul></ul><ul><ul><ul><li>Target cost Rs. 7.50/- </li></ul></ul></ul>
  96. 101. ITW - Tata Nano Door pull handle - from gas injection molding to two part assembly reducing mold costs significantly. A gas injection mold cost was substantially higher and would have resulted into an amortized cost of Rs.15 - 17 per handle. The two part design reduced this to Rs.7.50/-; a qualifying target given by Tata to our client.
  97. 102. Aeronautical Development Agency & NID, Ahmedabad Commonality Analysis Chart Industrial Design Audit
  98. 103. <ul><li>Audit </li></ul><ul><li>Analysis: use case scenarios, ergonomics, design, service, maintenance, manufacturing, assembly, parts, materials, processes, logistics, etc. </li></ul><ul><li>Commonality & Standardization: ergonomics, design, use case requirements, parts, materials, processes, assembly, loads, structure, out sourced items, capabilities, costs, etc. </li></ul><ul><li>Industrial Design guidelines & specifications for designer to take it further </li></ul>From 324 equipments to 180 equipments Reduction in efforts, costs, transportation volume, inventory, storage space, drawing library and management, etc.
  99. 104. Premium Tea Packaging for the European market Weikfield Products India Pvt., Ltd.
  100. 105. <ul><ul><ul><li>To design brand identity and Packaging for a premium organic tea for a European launch </li></ul></ul></ul><ul><ul><ul><li>The identity and packaging to be the main launch vehicles </li></ul></ul></ul><ul><ul><ul><li>Multiple challenges like no brand presence in Europe, low brand promotion spends, entry barriers, competition, retail & packaging requirements, etc. </li></ul></ul></ul>Business Challenge
  101. 106. Identify : How does one create amazing use case experience? How does one create brand recall through packaging? How does one engage & connect longer with the consumer? (traditional touch points are retail & kitchen) Our research suggested that organic tea is perceived more as an experience than a mere beverage. Secondly, time spend with the brand/ pack is very less leading to low brand exposure and low consumer engagement. The pack is confined to kitchen & never makes it to the dining or living areas negating any possibility of brand visibility or exposure to other person or the guests. Lowering word of mouth chances Integrate : The design had to be integrated with the launch strategy, target market, brand positioning, production, costs, logistics, etc. The brand values also need to be reflected through the packaging design The Process
  102. 107. <ul><li>Innovate </li></ul><ul><li>The brand identity is an unique combination of traditional Indian motifs & contemporary European aesthetics. Sophisticated & matured </li></ul><ul><li>The package not only does its primary job of containing but is a central part of the overall presentation. Innovation is in the packaging format, the way the pack opens is like a cigar case, transcending from being a mere container to a presentation format, engaging & connecting with the consumer for longer period. (Pack is offered to the other person/ guest, who then would pick up a tea bag sachet this process ensures longer involvement with the brand & pack) </li></ul><ul><li>Longer the involvement better chances of relationships and word of mouth publicity </li></ul><ul><li>The packaging graphics were designed in a way that the brand visibility & image remained undisturbed in both horizontal & vertical placement </li></ul>The Process
  103. 108. Translate : The innovation translated into a high-impact launch. High-end positioning was achieved due to the strategic design thinking, brand identity and visual graphics Package is extended from a container to a presentation format while maintaining same costs Totally staple less design (reduced cycle time = lower costs) Maximize : The brand success far exceeded the expectations with a first year sales return of 110%. Weikfield was granted one star by international jury of European Chefs and Sommelier The Process
  104. 109. The Growth Catalyst!!!