E-Types is a renowned Danish design firm known for edgy designs that wants to remain a leader in the industry. It is deciding whether to pursue more classical or edgy designs for a new client, the Danish Football Team. The document analyzes E-Types' strategy and recommends that it continue focusing on edgy designs to maintain its competitive edge. A three-phase approach is outlined: short-term hiring and culture changes, medium-term profit analysis and positioning, and long-term differentiation through dedicated teams and programs. The conclusion is that E-Types does not face immediate threats and should stick to edgy designs while cultivating employee culture and influencing clients through communication.

1. E-TYPES
CAPSTONE
PROJECT
WHICH DESIGN SHOULD
E-TYPES SELECT?
BY VENKATESH
CHOWDARY NAGANDLA-
23/2/2019

2. Key questions that needs to be answered.
I. What is the strategy of e-Types moving forward? (go with edgy or
classical or both for its new client).
II. How should e-types position itself in its industry as a world-class
design firm?
III. Conclusion
THE RIGHT STRATEGY FOR E-TYPES MOVING FORWARD

3. • e-Types is an established design firm known for its edgy and unusual designs located in
Copenhagen, Denmark. With its prominence growing internationally, the firm is not sure on its
future strategy as how to position itself and be known as a world-leader.
• Now e-Types stands by its claim as a “revolutionary design firm” and founders at e-types are
not happy with everyday design they are observing and have passionately phrased “We at E-
Types want to smash the world of design” sticking to their core principles as an edgy design firm.
Aforementioned, should they cater a broad range of clients or just few ones which believe in what
e-types is doing.
• And which of the following three designs classical, edgy or both, should e-Types implement for
the Danish Football Team.
3
CASE

4. 4
Drivers: Its faith and believe in creating an identity of their clients with a value which
extends and discovers the ‘self’ and ‘soul’ beyond the clients’ capacity or
perceptions about themselves. Also, another strong driver is its reluctance to
compromise with its prestige for earning money.
The above narratives clearly depict the strengths of e-Types, which has been
successful in creating a sense of ‘deep delight’ among its clients. With such a tested
and proven ‘competitive edge’, e-Type is recommended to pursue the following
option.
Strategy Choice: Definitely e-Types should continue to prefer ‘Edgy” work.
SOLUTION:

5. 5
Questions:
a) Should they “grow up” and broaden their approach to appeal to more clients?
b) Can they make money being edgy?
c) Or they just broaden their appeal to grow.
Recommendations:
a) e-Types should keep its product differentiation strategy intact and continue with its work of being
a dominant player serving only those clients who appeal with being classified as edgy.
b) Yes, being edgy gives them a competitive advantage over others and hence they can charge a
premium price for its clients and enjoy larger profits. They can follow the same strategy as other
Danish firm Vipp, which prices its products for higher profit margins.
c) They can adopt Michael porter’s view of “strategy as a position” which positions them as a key
player that follows the idea of design being unique, beautiful and elegant. Options can be
provided for traditional designs with appropriate customizations but they must implement this
with caution and not overdo it as competitors can easily replicate.

6. 6
Questions:
a) How should e-Types implement their strategy going forward?
b) Should they refuse to work on certain kinds of jobs? Should they turn some clients down? If so,
what kind of clients?
Recommendations:
a) e-Types needs to readjust its strategy based on planning of short-term(starting tomorrow),
medium(for few weeks/months) and a full long term(years) outlook. Appropriate pivotal
changes can be done in each stage of strategy moving forward which would help company
make decisions in turbulent times.
b) The company can borrow useful insights based on the principles of Eric Clemmons “Hyper
differentiation strategy” and advanced differentiation strategy or sophisticated differentiation
strategy. The firm focuses on premium designs for differentiation and value creation and
captures a larger market share and completely banishes traditional and conventional designs
that are meaningless. For the price sensitive customers that still adhere to the traditional and
conventional designs, persuading about how company sticks to its core principles can be
suggested for selling its idea, and if still reluctant can be turned down.

7. 7
STEP BY STEP IMPLEMENTATION OF THREE PHASES.
It is evident from video conversations, there is a considerable discord among team members about the
radical design. While few are suggesting for option-3 (go for both and let the client decide), others are
disagreeing that it will remove the product differentiation aspect of focussing on edgy designs and may
even spoil the brand prestige in long run. Hence e-Types should implement each of the plans as
below-
Short term plan: The firm should appropriately hire and train employees based on the firm’s clear
values and objectives that adheres the overall culture of focussing its efforts on ‘edgy’ and
‘catchy’ designs at a premium price for its clients. A constant desire for innovation and a risk-taking
approach should be implemented with a collective mindset
Medium term plan: Evaluating the profit margins and revenue outcomes of short-term objectives, the
company can then appropriately pivot its strategy based on where more effort is needed and if an
entirely new structure and policy should be put in place. Constant detailed analysis of competitors
products, would be useful to position its product accordingly. Quality design standards should be
encouraged and rules that demote creativity should be banished.
Long-term plan: A hyper differentiation strategy can then be implemented based on medium term
plan. This can be achieved deeply focussing on “price insensitive” clients and those who believe in e-
types objectives as a leader in unconventional designs. Dedicated teams for ‘Research and
Development’, ‘Customer Relationship Management’, ‘Storytelling and Customer Engagement
Programs’ , ‘Marketing and Advertisement’ etc can propel the company in right direction.

8. 8
There is no immediate threat to E-Types. It shall continue with its
‘edgy’ designs. It needs to create a supportive structure and
culture in the organization, where every employee must have a
strong sense of belonging, with a collective mind and risk taking
attitude. It shall continuously strive to adapt and influence its
position through effective communication and storytelling to
make prospective clients ‘price insensitive’ and creating a sense
of ‘deep delight’ among them through innovative ways of
value addition to the meaning of designs.
CONCLUSIONS:

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