This document provides biographical information about Susan M. Bernard, a Masters of Arts candidate in Design Management at SCAD in spring 2013. It outlines her educational and professional background, including receiving her Bachelor of Architecture degree from Howard University and working as a registered architect in Jamaica. It then lists the courses she has taken as part of her MA in Design Management program at SCAD from summer 2012 to spring 2013. The document consists of Susan Bernard's biographical information and course schedule as part of her MA in Design Management program at SCAD from 2012-2013. It outlines her educational background and professional experience as an architect in Jamaica before pursuing her MA degree.

1. SCAD Design Management 15 Hr Graduate Review
Winter 2013
Masters of Arts candidate spring 2013 Susan M. Bernard 001398080

2. I received my Bachelor of Architecture degree from Howard University, and am a registered Architect in Jamaica. Since 1989, aside from
internships, I’ve worked with two Architects, Mr. Marvin D. Goodman, FJIA, FAIA in 1994, and Mr. Hugh Newell Jacobsen, FAIA in 2002.
In 2008, I moved to Jamaica and worked on a one year contract with the University of Technology as part time assistant instructor and
desk critique in the Third Year Design Studio of the Architectural Department. I began the Masters of Arts Degree program in Design
Management in the Summer quarter of 2012.
Working on this degree along with my previous experiences, has provided me with the ability to synthesize the Business and Design
aspects of management and has shown me the importance of iterative thinking as it relates to innovation and the design practice.
Susan
DMGT 720 - OL Design
Innovation Development
and Marketing Strategies
BUSI 710 - OL DMGT 702 - OL History IDUS 711 - OL Methods of DMGT 732- OL Facilitating
Principles of Financial and Interpretation Of Contextual Research Creative Thinking
Management Innovation
Summer quarter 2012 Fall quarter 2012 Winter quarter 2013 Spring quarter 2013
SDES 704 - OL DMGT 706 - OL Idea WRIT 743 – OL DMGT 748 – OL
Applied theory in Visualization Businesses and Design Management
Design Professional Writing M.A. Final Project
M.A. Design Management Program

3. The role of the Design Manager 1
Culture of Innovation:
Innovation and it’s role in the growth of commerce and society, and its implications for design and 2
entrepreneurship
Application of Theory to Design Practice:
Partnership of theory and design to inform and prepare the way for frame-changing points of view that can be 3
acted upon by the enterprise development team
Visualization of Complex Ideas:
Community of ideas through sketching and diagramming in order to display and summarize issues, and foster
collaboration through shared imagery 4
Applied Research and Contextual Inquiry:
Observation, record, and model data from primary research activity in order to diffuse contextual issues among 5
Collaborative enterprise teams
Business Acumen:
The fundamental principles of finance and accounting in the preparation and analysis of a project or 6
organization’s balance sheet

4. WHO
WHAT
WHERE
WHEN HOW 1
WHAT’S NEXT
2
3
4
NEED
5
6
The role of the Design Manager

5. The Client is an integral part of a team, and as such, understanding their goals is
vital in 1
providing them with the guidance required to bring their project to fruition.
To do that the Design Manager must be able to understand and participate in the 2
financial as well as design aspects of business in order to communicate and
coordinate the team’s needs effectively.
3
4
5
6
The role of the Design Manager

6. “We approach our craft with the dedicated idea that it is most
important in life, as in commerce, to make a difference; profits
make an enterprise run, but purpose is its reason for being”
Planning for long-term growth
1
The Financial Analysis Pro. Robert Fee
Design Management Value Proposition
C o m m KNOWLEDGE
u n i c
a t i o The Marketing Analysis
n o f Economics
t h e End User demands
C l i e
Culture, Politics, Environment
n t ’ s
N e e d s
1
2
3
4
“…the design manager must have practical working
Knowledge of the financial, intellectual, temporal
and human capital that makes the organization successful.” 5
Pro. Robert Fee
Design Management Value Proposition
6
The role of the Design Manager

7. “We approach our craft with the dedicated idea that it is most
important in life, as in commerce, to make a difference; profits
make an enterprise run, but purpose is its reason for being”
Planning for long-term growth
1
The Financial Analysis Pro. Robert Fee
Design Management Value Proposition
C o m m KNOWLEDGE
u n i c
a t i o The Marketing Analysis
n o f Economics
t h e End User demands Innovation development process
C l i e Understanding the end users needs
Culture, Politics, Environment Idea Visualization
n t ’ s
N e e d s Communication
2 PERSUASION
Teamwork
Consideration of client’s identity in design
1
2
3
4
“…the design manager must have practical working
Knowledge of the financial, intellectual, temporal
and human capital that makes the organization successful.” 5
Pro. Robert Fee
Design Management Value Proposition
6
The role of the Design Manager

8. “We approach our craft with the dedicated idea that it is most
important in life, as in commerce, to make a difference; profits
make an enterprise run, but purpose is its reason for being”
Planning for long-term growth
1
The Financial Analysis Pro. Robert Fee
Design Management Value Proposition
C o m m KNOWLEDGE
u n i c
a t i o The Marketing Analysis
n o f Economics
t h e End User demands Innovation development process
C l i e Understanding the end users needs
Culture, Politics, Environment Idea Visualization
n t ’ s
N e e d s Communication
2 PERSUASION
Teamwork
Consideration of client’s identity in design
1
3 DECISION
2
3
4
“…the design manager must have practical working
Knowledge of the financial, intellectual, temporal
and human capital that makes the organization successful.” 5
Pro. Robert Fee
Design Management Value Proposition
6
The role of the Design Manager

9. “We approach our craft with the dedicated idea that it is most
important in life, as in commerce, to make a difference; profits
make an enterprise run, but purpose is its reason for being”
Planning for long-term growth
1
The Financial Analysis Pro. Robert Fee
Design Management Value Proposition
C o m m KNOWLEDGE
u n i c
a t i o The Marketing Analysis
n o f Economics
t h e End User demands Innovation development process
C l i e Understanding the end users needs
Culture, Politics, Environment Idea Visualization
n t ’ s
N e e d s Communication
2 PERSUASION
Teamwork
Consideration of client’s identity in design
1
3 DECISION
Communication
2
Design codes, policies
Project Management
4 IMPLEMENTATION 3
4
“…the design manager must have practical working
Knowledge of the financial, intellectual, temporal
and human capital that makes the organization successful.” 5
Pro. Robert Fee
Design Management Value Proposition
6
The role of the Design Manager

10. “We approach our craft with the dedicated idea that it is most
important in life, as in commerce, to make a difference; profits
make an enterprise run, but purpose is its reason for being”
Planning for long-term growth
1
The Financial Analysis Pro. Robert Fee
Design Management Value Proposition
C o m m KNOWLEDGE
u n i c
a t i o The Marketing Analysis
n o f Economics
t h e End User demands Innovation development process
C l i e Understanding the end users needs
Culture, Politics, Environment Idea Visualization
n t ’ s
N e e d s Communication
2 PERSUASION
Teamwork
Consideration of client’s identity in design
1
3 DECISION
Communication
2
Design codes, policies
Project Management
4 IMPLEMENTATION 3
Measuring the
4
5
success of the
“…the design manager must have practical working design
Knowledge of the financial, intellectual, temporal
Reviewing the 5
and human capital that makes the organization successful.” strategy
Design
Pro. Robert Fee
Design Management Value Proposition
6
The role of the Design Manager

11. IDEA
REFLECTION
THINKING
EXPLORING DISCOVE 1
RY
CONCLUSION
2
3
4
CREA
5
6
History + Interpretation of Innovation

12. 1
Innovation is the constant development of an idea or practice, that
considers culture, technology, economy and the environment, that 2
meets the needs of it’s users
3
4
5
6
History + Interpretation of Innovation

13. CROSSING THE CHASM
Apple Computers
1
Capturing a niche market
Graphic artists
2
Marketing professionals 3
Other Creative professionals
Successfully crossing the chasm.
By starting off with the Target market of 4
Everyone else Marketing their computers and software to
Graphic Artist, word of mouth gave them
The opportunity to move into other areas
Until they succeeded in becoming a
Leading brand 5
6
History + Interpretation of Innovation

14. 1
2
3
“Diffusion is the process in which an innovation is communicated through
certain channels over time among members of a social system”
Diffusion of Innovations
4
Everett M. Rogers
5
6
History + Interpretation of Innovation

15. 1
2
3
4
5
6
History + Interpretation of Innovation

16. PERSON
WHAT
AS
OBJECTIVES
WHEN GOOD VS 1
EFFECTIVE
PARADIGM
2
SHIFT 3
4
VISUAL
5
6
Applied Theory in Design

17. “Clock Tower”
Kingston Jamaica
Mobile Carts
1
The area chosen for the primary research
is an area loosely called “clock tower”.
Many banks, schools, retail malls, are
located there as well as the Half Way
Tree Transportation Center. This is the
center of public transport in and around 2
the capital city of Kingston.
Approximately
580 buses pass through per hour with
more than 200,000 bus passengers per
day. 3
Knowledge Mystery
Heuristic
Persuasio 4
n
5
Decision Algorithm
6
Applied Theory in Design : The Working

18. 1
2
3
4
5
6
Applied Theory in Design : The Working

19. 1
2
3
4
5
6
Idea Visualization

20. 1
2
3
4
5
6
Idea Visualization : Story Boards +

21. 1
2
3
4
5
6
Infographics poster redesigned by Susan Bernard
Idea Visualization : Group Project

22. PURPO
SHADOWING
SE
CULTURAL
OBSERVATI PROBE SUBMERSION 1
ON
DEMOGRAPHI
2
C 3
4
INTERVI
5
6
Methods of Contextual Research

23. 1
2
3
4
5
6
Methods of Contextual Research :

24. 1
2
FOR yoga studio, owners, teachers, and students WHO are dedicated to the
quality of yoga instruction and the environment provided, THIS STUDY provides 3
insight into the Yoga experience in stand-alone studios and the opportunity to
examine the culture within it’s environment. THIS IS DONE by using contextual
research methods, including Contextual Inquiry, Empathetic Research, 4
Ethnographic Research, Lifestyle Profiling, Interviewing, Questionnaires and a Wall
of Thoughts 5
6
Methods of Contextual Research : Group C

25. 1
2
3
4
5
6
Methods of Contextual Research : Project

26. 1
“Before any “force” can defeat another, one has to define the battle.”
2
3
4
5
6
Methods of Contextual Research : Project

27. Research What do you need to Why do I need to know What kind of data will Where can I find What type of Who do I Tools Timeline
Question know this ? answer this this data ? research? contact
for
Access ?
1 What are the To develop a better Qualitative and Secondary and Qualitative, Studio 2–3
characteristics of a understanding of Yoga Quantitative Primary Research observation, Owners, weeks
Yoga Studio ? studio environments wall of thoughts Teachers,
Yogis
2 Who is attracted to this To map current Qualitative and Secondary and Observation Studio 2–3
studio and why ? demographics of the Quantitative Primary Research and interviews Owners, weeks
studio and user Affinity Teachers,
diagram Yogis
1
3 When is the peak time To map current Qualitative Secondary and Observation Studio 2–3
in the week for the demographics of the Primary Research and interviews Owners, weeks
class ? studio Teachers, Photos, Video,
Yogis Sketching, Notes,
Transcript,
Surveys, 2
4 What are the current To find strengths and Qualitative Secondary and Observation Studio Mapping, Wall of 2–3
marketing techniques weaknesses in the Primary Research and interviews Owners, thoughts (note weeks
they are using ? current marketing Teachers, cards, 2x2
strategy Yogis mapping, image
association)
3
5 How do Yogis interact To find an area where the Qualitative and Secondary and Observation, Studio 2–3
with the environment ? physical environment Quantitative Primary Research interviews and Owners, weeks
could be improved wall of thoughts Teachers,
Yogis
6 How can the Yoga To find opportunities for Qualitative and Secondary and Observation, Studio 2–3 4
experience be the yoga studios Quantitative Primary Research interviews and Owners, weeks
maximized ? wall of thoughts Teachers,
Yogis
5
6
Methods of Contextual Research : Research

28. Yoga Stand-alone Studio
Yoga Angels Jamaica
Kingston, Jamaica
Subhadra is the producer of the Yoga Angels children’s yoga DVD and
writer of a teacher’s training manual.
She is currently working in Jamaica certifying yoga teachers via Yoga 1
Angels Jamaica teachers training program.
Since 1997 Subhadra has served at-risk children, while empowering and
inspiring kids and adults throughout schools and corporations.
2
She began her first nine years of yoga studies for both children and adults
at the BKS Iyengar Institute of Los Angeles.
3
Subhadra Bowman
Founder and Owner
4
5
6
Methods of Contextual Research : Yoga Studio

29. ASSETS
FINANCIAL STATEMENTS
BALANCE
STOCKHOLDER’S RISK 1
EQUITY
INCOME
2
3
4
PROFI
5
6
Principles of Financial

30. Strengths Weaknesses
2.5
2.5
• Business is year • The operating margin
round was about 40% as
2 2
opposed to original
product of 23%
1.5 1.5
1 1
Threats
• Business can
be inconsistent Opportunities 0.5
0.5
due to • Continuous work
Association and 0
constant Income 0
intervention • Customers cut Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
• Association -0.5 Jan Feb Mar April May Jun July Aug Sept Oct Nov Dec
middle man
Income
working to To cut costs.
Income Forecast
make it illegal • products are sold
for with a
manufacturer profit this suggests high Sales Net Income
to sell directly growth and potentially Sales Net Income Operating Costs
SWOT Analysis
to consumer lucrative market
Market % of sales Cost/unit Total Units Total
target
($8,199,042
)
Consumers 5 1100 372 409200
Retailers 35 980 2928 2,869,440
This exercise examined a seasonal company where we were to determine, based
Manufacturers
Wholesalers
35
25
900
810
3188
2530
2,869,664
2,049,760 upon information given, the key risks associated with the companies entry into the
1
new market, what the projected monthly income would be based upon the
change, and calculating the operating margin for the new product
Total Sales 8,198,084
2
Total Units 9016
Est. Overhead
Jan Feb Mar Apr
6,312,600
May Jun Jul Aug Sep Oct Nov Dec 3
($700/unit)
Sales
Estimated Profit 1,517,638 1,555,35 359,38 1,823,265
1,885,484 2,108,336 1,984,760 2,018,365 1,750,059 1,665,791 1,435,727 1,653,780 1,496,157
0 7
Operatin
g Costs
1,091,102 1,120,40
3
106,018 654,566 939,014 909,462 996,430 737,563 1,041,538 922,934 1,036,239 962,162
4
NB Chart refers to 6mth slow season
Earnings 426,536 434,947 253,36 1,168,699 1,169,322
before 9
Taxes
5
Less Est.
Int. (Ave)
Earnings
before
6
Projected Monthly
Taxes
Income
Principles of Financial Management: Fin.
Net
Income

31. With this exercise we examined marketing from the perspective of Museums and Art
Galleries. At one time, it was believed that Museums and art galleries didn’t need
marketing, however, much has changed over the years and marketing has been
redefined.
Marketing creates a relationship with the consumer in identifying their needs and wants,
then formulates solutions to satisfy them.
By doing this Companies or Organizations can become more profitable.
We looked at the 5 C’s (Customer, Company, Context, Collaborators and Competitors) ,
STP (Segmentation, Targeting, and Positioning) and
the 4P’s (Product, Price, Promotion and Place).
1
2
3
4
5
6
Principles of Financial Management : The four

32. Thank
You