Case study

1. EXNOVI
GROUP:
Emma
Berlese
839160
Emmanuele
Berto
838951
Alberto
Bragagnolo
832517
Enrico
Chiaranda
832173
Silvia
Geromel
836763
Beatrice
Pistellato
836242
Gabriel
Pressman
982118
Angelo
Zhou
855075

2. Lighting industry analysis
THE
GENERAL
LIGHTING
MARKET
THE
AUTOMOTIVE
LIGHTING
THE
BACKLIGHT
MARKET
MARKET
All elements of the
lighting system
in cars
Lamps markets: the
actuallight
source
such as LED’s and
the
linear
lamps
typically used in
ceiling fixtures
Electronics market: units that
regulate the
electric current in
lighting
equipment and
in
the
LED
light
sources
Consumer
&
professionalluminaires:
the
piece of
equipment that combines the
fixture and
the
electronics to
create
a
usable
end
product
Lighting used in
devices such
as TV’s,
smartphones and
tablets

3. Some
data
Industry turnover
in
2014:
$
112
bl
North
America
and
Europe:
45%
of
the
total lighting market

4. Italian industry overview
No.
1
export
partner
($225ml)
Most interesting market
($
58
ml)
Untapped market
($
24ml)
2.1
bn euros turnover
(+0.3%
compared
to
2013)
+3.5%
exports (70%
of
turnover)
Direct
relationship with
the
customer
Contract industry(hotels,
restaurants,
museums,
etc.)

5. Italian Competitors
Founded in
1961
160
m
euros turnover
in
2014
(+3,9%)
Founded in
1960
60
brandstores in
the
most important cities of
the
world
125
m
euros turnover
in
2014
(70%
export)
Founded in
1981
on
Murano
island
42.5
m
euros in
2014
youngstyle
(Diesel
collection)
Founded in
1945
3.4
m
turnover
in
2014
Bespoke tailoring

6. International
competitors
The Italian sector of design furniture is the
world leader, with a market share of 30% that
in 2014 reached 29 billion euros
In
the
lightingand
living
sectors,
the
percentage
has risen to
50%
The expected growth rate until 2017 is around
2-­‐3%
The global design market could even triple in
the next ten years

7. Xuberance
Founded in
Wiern in
2008
and
moved to
Shanghai
in
2014.
Collaboration
with
the
Digital
Design
Laboratory of
Aalto University (Finland),
Southern
California
Institute of
Architecture,
Vienna
University of
Applied Arts and
many other top
US
and
European Universities.
The
products are
completely designed in
China
but they are
globally produced,
so
there is not
a
fixed place where the
products are
made
It organizes also 3D
Printing
Training
and
workshops.

8. The
company
applies the
3D
Printing
Technique not only
for
lighting products but also for
jewelleries and
accessories.
In
the
last
March
they have also
presented their 3D
printed
wedding dress to
the
Shanghai
Convention
&
Exhibition Centre
of
International
Sourcing

9. Todayit is one of
Europe’s leadinglightingcompanies.
The
business
model
is
characterized by
the
decentralization of
control
and
the
autonomousdecision making
process in
each of
the
five business
areas.
R&D
processes are
both internal and
external.
Swedish
Founded in
1945
2,400
employees
20
countries
412
m
euros turnover
Listed on
Nasdaq
Stockholm

10. Since
2010
Since
2013
Engineering,
tooling and
moulding
Applications
for
high
performance
vehicles,
airplanes and
wind tunnel
models
Advance
prototyping

11. Economic
crisis
30/10/2015
.exnovo:
+43.63%
of
turnover
+30.33%
of
sales
How
and
how much they invest in
innovation?
848k €

13. SWOT
Analysis

14. HOW
does .exnovo commercialize
its products?
Direct
contact with
customers
3D
printing is misunderstood:
Ignorance
Output/qualityproblem:
fragile
and
not resistant products
Workflowmisconception:
human
software
design
and
computer
elaboration
Target:
conceived as prototyping
Technological/production
standards:
no
possibilityof
improvement
m

15. Sales
target
90%
of
sales
abroad →
Country
of
origin effect:
MADE
IN
ITALY!
Customers:
Professionals:
architects,
designers,
contractors,
vendors;
they chose .exnovo because of
its fast
service,
quality products,
ad-­‐hoc
service
Private:
through intermediaries

16. Production
criteria
The
strategy has been adapted in
order to
fit as much as they
can
with
the
target
of
reference.
Personal
collection:
created with
the
help
of
some
designers
utilizingan
extremely lean production
Ad-­‐hoc
production:
used when customers express
particular requests.
.exnovo offers engineering +
production
services

17. Sales
strategy
1. Global
Fairs and
Sector
specific events
2. Commercial
Agreements (contracts)
-­‐ 33
selected retailers in
24
Countries (physicals and
online)
3. Individual commercial
activities
…what about e-­‐commerce?
It could be
a
paradox for
such an
innovative
company…
…But two problems occur:
The
lack of
the
material presence of
the
product
The
lack of
seller
(phisical person)
They opted for
an
info-­‐commerce approach

18. Marketing
strategy
They rely on
fairs and
expositions:
Direct linkage with potential customers
Communicate their mastery of the activities
Make the customerappreciatethe product
Apply proper payment conditions
Target
=
TRUST
However thisis notthe
only way
they
communicate to
the
customers...

19. 1. EXTERNALLY
External communication agency
for
printing on
magazines and
specialist journals or
reviews
→
company
doesn’t follow directly
Marketing
strategy
They
pursue
also
digital
and
classical
communication:
In
two
ways

20. Marketing
strategy
2. INTERNALLY
Digital
channels (exception made
for
external blogs)
Social
networks:
Google
Tools
and
SEO
campaigns
→
company
follows directly

21. Collaboration
strategy
.exnovo intertwined relationships:
Technological
and
material
providers
best
technology
available
Artists, craftsmen,
other
companies
partnership
and
know-­‐how
Professional
schools
and
Universities
catch
talents
and
fresh
ideas

22. The
“living
showroom”
concept
real application of
an
interior renovation,
used as a
living
framework to
illustrate
how
products of
Design-­‐Apart’s brands appear in
a
real living
places or
offices in
New
York
or
Venice.
DESIGN
APART
PROJECT
Platform
of
Italian manufacturing
companies
“relationshipbetween people,
ideas and
materials”
Promote Italian design
in
synergy with
different
Italian partners
differentbut complementary sectors.
Collaboration
strategy

23. Technology
innovation
High
R&D:
as the
basis for
their activities.
Addictive manufacturing
technologies allowcustomization and
experimentation
“Continuous
research
of
innovative
and
original
project
solutions
which
allow
us
to
offer
to
the
customers
new
products
and
to
face
with
versatility
and
dynamism
all
the
frequent
changes
on
the
market
in
order
to
reply
quickly
to
the
unpredictable
customer’s
requests,
sometimes
anticipating
them”
by
Giulia
Favaretto
“Technology
is
not
used
as
a
purpose
(as
Americans)
BUT
as
a
tool
at
the
service
of
creativity,
manuality
and
research
of
beauty”
by
Giulia
Favaretto

24. Technologies
adopted
.exnovo uses two types of
3d
printers:
SLS
(Selective laser
sintering):
a
laser
sinters powdered material building
the
material together to
create
a
solid
structure
SLA
(Stereolithography
apparatus):
works
by
focusing
an
ultraviolet
(UV)
laser
onto
a
vat
of
photopolymer
resin

25. Production
process
1.
CREATION
PROCESS:
using 3D
design
programs
Rhino
Grasshoppers
“The
design
is digital but
the
process is combining
material”
2.
PRODUCTION
PROCESS
3
phases using 3D
printers:
Warm up
Printing
Cool
down
(to
not damage
the
objects)
3.
MANUAL
WORK
Decoration
Coloring
Digital
fabrication =
technology linkedto
craftmanship
PROBLEM:
lack
of
high
skilled
craft
people
No
schools
who
build
highly
skilled
craft
designers
(too
focus
on
theoretical
subjects)

26. Pros &
Cons
PROS:
No
limit to
creativity (new
shapes and
continuous
experimentation and
improvements)
Production
just-­‐in-­‐time
(no
inventories)
→
saving money
Products created on
site
Customized products →
bespoke luminaires
Minimize waste
CONS:
Technical
problems (thickness or
durability)
Same materials →
products
perceived as similar
Certification problems (ex:
America)
Costs of
production
still high
→
high
price of
products
Not all the
waste can
be
reused
→
loss of
product’s quality

27. Design
Driven Innovation
HIC
SUNT
LEONES
→
HSL
Challenge:
exploring a
new
territory
DO
NOT
COME
from
the
market
but CREATE
new
markets
Radical
innovation of
meanings
1988
→
3D
printing was
a
breakthrough innovation

28. Innovation
does
not
start
from
the
user’s
insight
Ask
for
profound
changes
in
the
socio-­‐cultural
regimes
It
takes
time

29. Human-­‐centered vision à ideas come
from
users and
their needs
Manufacturing
process allows the
customization and
the
creation of
bespoke products à exploit
the
competitive
advantage
Shift to
Design
Thinking
25 years of excellence in the use of technologies and
knowledge of materials in support of architects, planners
and interior designers for the development, engineering and
implementation of made to measure and ad hoc projects.

30. CUSTOMIZATION
Unique
and
exclusive,
adaptable
in
shape,
size
and
color:
objects
made
to
meet
the
most
different
design
requirements.

31. Sources of
innovation
Elitè Circles
WHO?
new
generation
of
designers
able to
manage
innovative
processes of
the
third industrial
revolution
team
of
Italian and
international designers
with
different educational
backgrounds
WHAT?
recognizable style
that distinguish themselves
from
the
rest
2014
shift →
new
designers,
different styles,
more
creativity
HOW?
Collaborations with
schools and
design
universities (in
Trento
and
in
Venice)
new
combibations of
craft techniques with
traditional materials

32. Our Suggestions
No
e-­‐commerce
for
the
moment
BUT
a
focus
on
brand
awareness
→
use
resources on
brand
recall campaigns (social
positioning,
logo
boosting,
dynamic contents,
homogenity in
online
and
offline
initiatives)
Application
of
multimedia
content in
product page
on
the
website:
-­‐ 360° view of
product redering
-­‐ Creation of
videos (corporate,
making of,
design,
comments and
impressions)
à storytelling
They also need to
boost their
presence on
social
networks
Governments should focus on the basics (better schools for a skilled workforce
and more funds for company with a high degree of innovation)
Involve the community of people in the production process in order to involve
them more (with Workshops and Fab Labs) thanks to the democratization of
technologies → finance the creative ideas