23 March 2017 share

Design and Companies

Many companies today still have questions about the value and relevance of the use of design. While others invest in design continuously to support and enhance their business. Why approaches so different? For us, this is due to ignorance of the real contribution of design to businesses, whatever their size: Startup, SMEs and Large Groups. Studies to quantify the contribution of design. This large difference between people convinced of the value of design, and the people who are skeptics about it, has motivated several countries to conduct studies to quantify the exact impact of design on business. Two studies in particular caught our attention: -“The value of design factfinder”, a comprehensive British study, made by the British Design Council in 2006. This study was then updated subsequently in 2007, 2008, 2009, and 2010. Link here. -“The economy of design”, a comprehensive French study, conducted in 2010 on behalf of the Directorate General of Competitiveness of Industry and Services (DGCIS). Link here. “Nearly 3/4 of the companies saw their turnover increase after use of design…” (OpticsValley: Study on the keys of design for SMEs in the field of optical instrumentation • September 2011). Design is concerned as much of the market, sales, technical feasibility and cost management than aesthetics and ergonomics. Designers are totally focused on the pulses of the market, and what will want the company’s customers, consumers, users. Because it’s their job! And because their work must result in increased sales and turnover for companies. It’s as simple as that! “Companies who use design have a growth in their turnover of 22% over 5 years, compared to those who do not use it.” (Danish Design Council). Design works upstream with marketing to analyze the market (with different tools). And each discipline brings different kinds of answers, which are totally complementary. Marketing answers to the questions “who” and “how”, by quantifying the market. Design allows the company to define the “who” and “what”. Who is the consumer that the company caters exactly to understand it better? Who are the company’s customers? And what to offer them in terms of products and / or services to satisfy them, and move the business forward. May it be on an absolute way (new concepts, new types of products, etc …), or on a relative way (more attractive offer).
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21 September 2016 share

The real interest of design

Design… We hear it everywhere, it is a buzz word… but what lies behind, exactly? In the same way as Marketing or R&D (Research & Development), Design is a function of the company. Together, they form the 3 base pillars, which allows the company to meet the needs and expectations of consumers. Marketing answers to the question “for whom” and “how much” by quantifying the market. R&D answers to the question “how”, defining how the company will realize what it will sell, and what are the future technical possibilities. But, what about design? What is its role? Design answers to the questions “who” and “what”. Who are the consumer to whom the business is addressing to exactly, to understand them. What to bring to consumers in terms of product and/or service to satisfy them and drive the business forward.
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2 March 2012 share

Purchase motivation and crisis

Crisis hurts everyone, businesses as consumers. Everyone tries to be careful, and do what he can to ensure himself a (near) future the less unpleasant as possible. We must resist the constant aggressions of a deteriorated economic environment and often more alarmist than factual information. Prioritization of needs in perpetual evolution. In the 40’s, Abraham Maslow postulated that a need is a “lack of” and that this lack does not push for action (no more motivation) when it is satisfied. Maslow defined 5 types of needs: physiological needs, safety needs, belonging needs, esteem needs, accomplishment needs. This definition of needs is still relevant today.
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9 January 2012 share

To benefit from crisis opportunities

In Chinese the word for crisis is similar to the word danger, but at the same time, to the word opportunity. And it’s not by chance! E.H Erikson in 1972 said: “crisis is a crucial phase of increased vulnerability and increased potential.” The racing driver who is facing a skid, have the right reflex to accelerate, rather than slowing down, to keep the best grip and the best time. In business, anticipation, management and exit crisis dynamics is just as essential.
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5 December 2011 share

Crisis, danger or opportunity?

Industrial design was born during the 1929 crisis in the United States. Quite by chance? Absolutely not! Raymond Loewe established in his time, in the 30’s, the core of the job of industrial designer. Many industrial design agencies were created during those years of crisis. During this period, companies invest and innovate: the development of plastics, mass radio, popular cinema, television, penicillin, nylon, radar, or even the ballpoint pen or the puzzle. Studies conducted (including Accenture) on the most successful companies, during and after the recession of 1990-1991, show a clear distinction between those who have simply cut costs and those that have strengthened their position. Companies that have focused on reducing costs have certainly experienced faster return on investment, but those who have focused on strengthening their position achieved higher growth and experienced much higher levels of return on investments during the following years.
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