Introduction to innovation & design tools for social organisations in Luxembourg by Luxinnovation, Jan Glas

1. Entre méthodes conventionnelles
et pistes nouvelles - dynamique de
l’innovation sociale
Centre écologique à Hosingen - 9 Octobre 2014

2. Jan Glas
Ingénieur en design industriel - Designer - Design manager
Département pour la gestion
de l’innovation, le design & la créativité

4. White Logistics
Transport company - Case Design Council
Expressed needs
- Differentiate from competitors
- Change hidden skill, knowledge and dedication
to service
- Communicate White’s “drive & passion” and put
it on the map

9. White Logistics
Transport company - Case Design Council
Result
- In the nine months after re-branding:
Generated £500,000 worth of new business opportunities

10. AT Véranda
Vérandas & pergolas sur mesure au Luxembourg - Case Luxinnovation
Expressed needs
- Better web and online presence
- Improve understanding of the needs of the clients
- Differentiation from competition

14. AT Véranda
Vérandas & pergolas sur mesure au Luxembourg - Case Luxinnovation
Result new website (after one year)
- Improved understanding about various types of clients and their specific needs
- 2013 Best turn-over since existance
- 2014 Started very well & employing 2 more staff

15. Eppelpress
Fruit juices and marmelades
Expressed needs
- Differentiate from competitors by offering new products/service to its customers
- Provide more choices for customers
- Provide a sustainable service
Proposed solution
- Development of new products
- Propose a new, strong and differentiating brand image
- Direct sales

17. pommes-sureaux

19. Eppelpress
Fruit juices and marmelades
Design impact
- New visual identity
- New customers
- Increased competitiveness

20. Metal construction
Metalstep - Design, manufacture and installation of custom metal stairs
www.metalstep.be
Business Model Innovation

24. Metal construction
Metalstep - Design, manufacture and installation of custom metal stairs
www.metalstep.be
Results of the process Innovation via a new business model & design
- A new concept of stairs to mount/install yourself ...
- Innovative design ...
- A new service ...
- A new distribution ...
- Market extension ...
- Increased competitiveness ...
- Less dependent on regional market

25. Every business needs to credible...
...to its investors/ sponsors,
to its supply chain and associates,
to its staff
but most importantly to its customers and clients.
Source - AndyCripps

26. Suppliers
Source - AndyCripps
Brand
Marketing & communications
Customers
Product & service

27. How can Luxinnovation help?
- Business & design diagnostic
- Workshops for idea finding
- Support in the innovation(change) process
- Getting in touch with (design) experts
- Brief - (design) project
- Various tools & aids for the creative process
- Assistance for co-financing requests

28. How can Luxinnovation help?
Tools
- Business Model Canvas
- Design Thinking
- Persona tool
- Customer journey mapping
- When is design “good”? Ten principles of good design.

29. The Business Model Canvas On:
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Customer Relationships Customer Segments
Channels
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
channel phases:
1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support?
Revenue Streams
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
examples
Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
Key Partners Key Activities Value Propositions
Key Resources
Cost Structure
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
categories
Production
Problem Solving
Platform/Network
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial
motivations for partnerships:
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
is your business more:
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven ( focused on value creation, premium value proposition)
sample characteristics:
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope
www.businessmodelgeneration.com
Iteration:
Designed for: Designed by:
Day Month Year
No.
types:
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising
fixed pricing
List Price
Product feature dependent
Customer segment dependent
Volume dependent
dynamic pricing
Negotiation( bargaining)
Yield Management
Real-time-Market
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31. Design thinking
Source IDEO

33. Persona tool

36. Customer journey mapping

37. Customer’s needs
Attract
Choose
Use
Support
Retain

38. Graphical journey mapping 2 - appréciation du client (exemple)
Appréciation du client
négative positive
actions dans le temps
client renvoie
la marchandise
moment de vérité expérience positive expérience négative
appel hotline
commandes
attends confirmation
d’envoie de la commande
client recoit
la marchandise
client recoit
la marchandise
client réclame
par téléphone
nouvel attente
de la marchandise
débit du montant
de la facture
confirmation
par email
5
3
0
3
5
Clients cible
Processus d’analyse
Clients qui commandent par la hotline
Commande d’un client par téléphone

39. 10 principles of good
design
Dieter Rams

40. “Good design” is...
innovative Makes a product
useful
aesthetic makes a product
understandable
unobstrusive
Source - Dieter Rams

41. honest long lasting thorough environmentally
friendly / sustainable
as little design
as possible
“Good design” is...
Source - Dieter Rams

42. It is not the strongest of species that
survive, nor the most intelligent, but it is
the one most responsive to change.
— CHARLES DARWIN

43. Jan Glas
T 43 62 63 - 847
M 621 159 677
jan.glas@luxinnovation.lu
www.luxinnovation.lu