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工業 設計
The document discusses the value of industrial design for B&PE Industrial Design. It outlines design's mission to deliver the right brand drivers and consumer experiences. It describes the industrial design process, roles, and how design can be a key part of new product development. The document provides an overview of B&PE's visual design language strategy to build brands that matter through recognizable, differentiated and relevant product solutions.
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工業 設計
- 1. B&PE Industrial DesignUpdate The Value of Design Tim McKeown Feb 21, 2011
- 2. Overview » Design’s mission and value proposition » Process ▪ NPD Roles & Responsibilities (CDI) ▪ Design as a function ▪ VDL Design Strategy » Deep Dive on Teutonia VDL ▪ Process ▪ Toolkit » Vision ▪ Position of Design ▪ Higher Design Average ▪ Driver of Innovation ▪ Experience Design /Perceived Quality » Q&A 2
- 3. Design’s Mission »Vision of Newell Rubbermaid – Brands That Matter » Values – Growing Brands That Matter to Consumers » Strategy ▪ Create Consumer Meaningful Brands ▪ Drive Consumer Relevant Innovation ▪ Achieve Best Total Cost ▪ Win with Customers/Consumers – Beat Competition » Key Initiative ▪ Building Brands ▪ Best in class insights, innovation, brand building capability 3
- 4. Design’s Mission »Design is more than about Style BRAND DRIVERS n Br tio an va d no Design In Strategy 4
- 5. Design’s Mission »Design delivers the right balance BRAND DRIVERS Competition Consumer Differentiation Relevance Design Brand Authentic 5
- 6. Design’s Mission » Experiencing Brand BRAND DRIVERS COMMUNICATIONS A&P ENVIRONMENTS RETAIL EXPERIENCE SERVICES PRODUCTS 6
- 7. What is IndustrialDesign? » The professional service of creating and developing concepts and specifications that optimize the function, value and appearance of products and systems for the mutual benefit of both user and manufacturer. » ID exists within the context of cooperative working relationships with other members of a development group. Typical groups include management, marketing, engineering and manufacturing specialists. The industrial designer expresses concepts that embody all relevant design criteria determined by the group. Source: IDSA 7
- 8. Value Proposition ofID at B&PE For… Baby & Parenting Essentials business; Graco, Aprica, Teutonia target customer brands Who… Need to build brand and gain share by leading the market with customer need consumer driven innovations We Provide… Consumer empathy and industry understanding, creative problem solving offering skills and frameworks, the ability to synthesize multiple inputs/constraints and visualize/prototype multiple compelling solutions that inform a team of development partners/disciplines and delivers to a co-created design brief. That… Are recognizable branded product solutions which are relevant to target delivered benefits end consumer needs and expectations and are clearly differentiated from competitors on both a functional and emotional level. Unlike… Following competitive or existing offerings in the market alternatives available We … Provide solutions that connect target consumers to our brands through distinguishing advantages designed product experiences that are desirable, usable, and unique. We of the offering deliver better perceived quality that is measurable and noticeable. 8
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- 10. Process »NPD Roles and Responsibilities Overcome perceptual gaps ID Engineering among team members of different disciplines Marketing Fashion Use understanding of consumer to maintain Marketing interests-based negotiations Eng. Design Soft Prioritize design, cost, goods functionality POP Focus on team Packaging Supply empowerment and discipline understanding Source: Cagan & Vogal 2002 10
- 11. Process » NPDShared Dimensions Su pp ly Ch m er a in Marketing nsu Co Eng. Design Technology Source: Cagan & Vogal 2002 11
- 12. Process » Designas a function is fragmented in BPE Fashion / Graphics/ User Manual ID / UX Soft Goods CMF Packaging Labels R&D R&D Region Brand R&D 12
- 13. Process » Designhas a key role in CDI 13
- 14. Process » VDLStrategy – Building Brands that Matter 14
- 15. Process » VDLStrategy – Benefits ▪ Make it easier for the consumer to BUY – Create relevant design solutions that are differentiated ▪ Make it easier for the sales team to SELL – Communicate company’s unique values ▪ Make it easy to BUILD BRAND equity – Increase awareness, preference, and loyalty by connecting with consumers on an emotional and functional level 15
- 16. VDL: Visual DesignLanguage » Save time and $ …….increase customer loyalty 16
- 17. Process » VDLStrategy - Situation ▪ Sea of Sameness – Subtle Brand Experience CHICCO GRACO BABY TREND Contemporary Traditional Value Smart Value Cleaver Features Simple Safe 17
- 18. VDL Dashboard 2004-2008 Geometric Organic, Bio-Mimicry Soft & Usable Contrast of Hard & Soft (W.I.P.) Design Position Hard Goods Usable & Intuitive by Design Precision & Quality you can feel Inspired by Purity of Nature Soft Goods Uncompromising Luxury Honest & Pure Comfort, Cushion, Cleanable Color / Material Collection Based Influence Serious About Precision & Detail Serene & Simple & Finishes On Product Subtle, Elegant , Iconic Clear & Present-Easy to Spot Performance Branding Branding Accessories Collection Based Express Your Individuality Tools to Help Parents Design flexibility Reflects Target User Design You Can Customize Color & Fashion Only 18
- 19. Process » VDLStrategy – Project Structure APPEARANCE INVENTORY A B BEST PRACTICE BENCHMARKING C SITUATION ANALYSIS VISUAL POSITIONING LANGUAGE DEVELOPMENT 19
- 20. VDL: Visual DesignLanguage » Strategy Architecture Physical or interface details in combination with the Principles, Positioning and aligned to Signature the Core Values are the makeup of the Design Elements Tangible element Language – These are updated over time. Design philosophy attributes that help define form, Design Principles relationships, interfaces, etc Physical/Digital attributes “dynamic rhythm” for example Positioning that is relevant to the Visual Positioning target consumer. Unique visual personality Determines the visual tone of a brand in the context of other brands This is the DNA or heritage Core Values of the brand - the consistent Enduring aspects of the brand relationship with consumers – it rarely changes 20
- 21. VDL: Visual DesignLanguage » Strategy Architecture Physical or interface details in combination Design Application with the Principles, Positioning and aligned to Signature the Core Values are the makeup of the Design Elements Tangible element Language – These are updated over time. Design philosophy attributes Design Theory that help define form, Design Principles relationships, interfaces, etc Physical/Digital attributes “dynamic rhythm” for example Positioning that is relevant to the Unique Position Visual Positioning target consumer. Unique visual personality Determines the visual tone of a brand in the context of other brands This is the DNA or heritage Built on the Brand Core Values of the brand - the consistent Enduring aspects of the brand relationship with consumers – it rarely changes Fixed 21
- 22. Deep Dive onTeutonia VDL » Project Activities Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Identify Analyze brand A: Create strong brand Concepts Competitive strategy elements Toolkit Analysis & Product & functional Creation attributes B: Refine key platforms elements 4 weeks 2 weeks 3 weeks 9 weeks 3 weeks 22
- 23. Deep Dive onTeutonia VDL » Phase 0: Competitive Analysis 23
- 24. Deep Dive onTeutonia VDL » Phase 0: Competitive Analysis 24
- 25. Deep Dive onTeutonia VDL » Phase 0: Competitive Analysis 25
- 26. Deep Dive onTeutonia VDL » Phase 0: Competitive Analysis 26
- 27. Deep Dive onTeutonia VDL » Phase 0: Competitive Analysis 27
- 28. Deep Dive onTeutonia VDL » Phase 1: Analyze Brand Strategy and Product Platforms 28
- 29. Deep Dive onTeutonia VDL » Phase 1: Analyze Brand Strategy and Product Platforms 29
- 30. Deep Dive onTeutonia VDL » Phase 2: Identify Strong Brand Elements ▪ The Beauty of German Engineering 30
- 31. Deep Dive onTeutonia VDL » Phase 2: Identify Strong Brand Elements ▪ Superior Comfort 31
- 32. Deep Dive onTeutonia VDL » Phase 2: Identify Strong Brand Elements ▪ Expression of Individuality 32
- 33. Deep Dive onTeutonia VDL » Phase 2: Identify Strong Brand Elements TEUTONIA VDL POSITIONING ELEMENTAL ELEMENTAL CONTROLLED SOFT HARD SOFT ORGANIC ORGANIC 33
- 34. Deep Dive onTeutonia VDL » Phase 3: Create Concepts 34
- 35. Deep Dive onTeutonia VDL » Phase 3: Create Concepts 35
- 36. Deep Dive onTeutonia VDL » Phase 3: Create Concepts 36
- 37. Deep Dive onTeutonia VDL » Phase 4: Toolkit 37
- 38. Vision » Positionof Design Participation with Management Corporate Design Strategies Product Design Strategies Designer Designer is as a Royalty Partner Designer Designer as a As a Service Cop Responds to Management Source: Rob Moore, IIT 2001 38
- 39. Vision » Designeras Royalty APPLE HERMAN MILLER MICHAEL GRAVES PHILIPE STARK 39
- 40. Vision » Designeras Service SUNBEAM / OSTER SHARP FRIGIDARE 40
- 41. Vision » Designeras Cop KENMORE DELL CUISINART 41
- 42. Vision » Designeras Partner OXO HP ELECTROLUX 42
- 43. Vision » HigherDesign Average – Design Reviews 43
- 44. Vision » Driverof Innovation ▪ Move Design Upstream to add value, downstream to ensure design quality, communicate added values ▪ Influence and role of Design in CDI / INNOVATION Brand Plan Invent Develop Make Sell MS 0 MS 1 MS 2 MS 3 MS 4 MS 5 Post Discovery Gate 1 Definition Gate 2 Design Gate 3 Development Gate 4 Deployment Gate 5 Delivery Launch Phase Phase Phase Phase Phase Phase Audit 44
- 45. Vision » Experience Design ▪ Attract consumer on both rational and emotional level ▪ Brands that Matter = Meaningful Experiences Emotional connection Attraction, Brand Value, Perceived Quality DESIRABLE User can accomplish User perceives the tasks effectively, functions as useful and USEFUL USABLE efficiently, sense of fit the task satisfaction 45
- 46. Vision » Experience Design ▪ Attract consumer on both rational and emotional level ▪ Brands that Matter = Meaningful Experiences VDL – Brand PQ - Perceived Quality Scenario based design On Trend DESIRABLE Requirements Definition Ethnography USEFUL USABLE Pro Assessments Contextual Research Studies with consumers Participatory Design Field trials Lab studies 46
- 47. Q&A Thanks 47
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- 49. Vision - PQ » Anecdotal evidence and internal knowledge tell us that consumers are great at comparing the level of perceived quality (PQ) of products at point-of-sale, and it can have a significant affect on consumer purchase decisions. 49
- 50. Vision - PQ » Research also tells us that consumers are not great at articulating the reasons for their actions and choices, and that their performance with a product does not always correlate with their preference for a product. ▪ Ease of use is just part of the user experience (UX) story. 50
- 51. Vision - PQ » How can we improve the PQ of our products over our competition (or even different design iterations) if we don’t know exactly how consumers are evaluating PQ? Example: Teutonia Folding Seat Existing Calf Support New Calf Support 51
- 52. Research Objectives User-Perceived Objective Attributes Product Attributes Plastic-y 0.75 Weight 0.25 Flimsy 1.0 Density 0.25 Cheap Texture 52
- 53. Final Output » The output of this assessment is a PQ Scorecard that would be used as a deliverable during the CDI process as part of an overall UX assessment. ▪ Contains specific, measurable, and prioritized guidelines for PQ. ▪ Ensures systematic and consistent application of PQ knowledge across products. » Using the PQ Scorecard is an effective way to benchmark the PQ of our products as well as our Example PQ Scorecard competitors. ▪ It identifies specific focus areas to improve over our competition. 53
- 54. Thank You 54
Editor's Notes
- #50 Graco TS vs. Chicco TS Metrolite and Cortina have a very similar visual appearance and different price points, and Chicco is beating us What exactly makes the Cortina a higher quality product? Fabric? Fit and finish? Ease of use? Other factors? There are lots of reasons why Chicco might be outperforming us but PQ is likely one of them
- #51 In June 2009 we conducted a UX assessment comparing teutonia to Bugaboo, Uppa Baby, and Orbit. All products were unbranded. Teutonia performed best on usability. But Uppa Baby was the most preferred overall and is winning in the marketplace… why?
- #52 Consumers described a new calf support as “plastic-y” and “cheap” even though it has a similar amount of plastic as the existing seat’s calf support. So what does “plastic-y” refer to? Amount of visible plastic? Density? Wall thickness? Weight? Texture and finish? Play in the hinges? Etc.
- #53 To understand PQ in our products, we need to identify and quantify the relationships between the user-perceived attributes that drive quality judgments (e.g. “plastic-y”) and objective product attributes affecting those user-perceived attributes (e.g. “density”). What objective product attributes affect quality judgments? How much does each product attribute affect quality judgments? How do these judgments vary by category, segment, and region?
- #54 We will use this scorecard to supplement existing usability scorecards that measure product performance on ease of use to complete the UX picture of our products. We will be able to compare ourselves to previous design iterations and the competition. Early in the CDI process this scorecard will be completed and monitored by the team, led by UX and ID, and as the product/prototypes become higher fidelity consumers will contribute to it as well. We will be rolling this out over the coming months, starting small as a pilot, and collecting info on a regular basis in different categories and regions until we have built a library of knowledge about PQ over several years.