Design coordination withorganizational departments of thefirm in conception process

Pierre-Jean BenghoziCentre de recherche en gestion de l’Ecole polytechnique

Design is pushed by demand andpulled by supply

Competitive strategy to conquer or protect marketsDefensive strategy quality vs. priceDifferentiation strategyProtection of creation and innovation resources

Customers willing to distinguish themselves from one anotherDemand for customizationBrand mark effectSymbolic valueergonomics and comfort in use

Design

A ubiquitous place, a difficult job to be defined

Artist, engineer, architect, designer...

A brand or a team To design nice, economic, efficient, practice, solid, original, ecological or feasible products ? To provide an idea or to accompany a creation

Several knowledge and competences required

materialsmanufacture techniques (durable goods, press...)market (clothing) and consumer demandsAesthetics and artistic “tendencies” (furnishing, decoration, luxury)uses (automobile, dataprocessing...)Economic knowledge (manufacturing products. ..)

Engineering

Sales and marketing

Art and aesthetics

ErgonomicsValue analysis

Different structuring and organizational configurations

Relations to the firm Knowledge and competences to be used and specific educational backgroundDifferent contributions: from product to service Highly differentiated Even when design department is incorporated within the industrial firms

… But of common trends Collaborative conception process

between / and with various organizational departments of the firm

Added value in creation Central place in the strategy

from a viewpoint of conception or communication

Innovation under constraints

External differentiated configurations

The model of the designer - creator

The model of the anonymous creator

The model of brand mark distributor as a contractor

The model of brand mark distributor

The manufacturing industrial model

The model of the designer producer

Appropriation modes have been defined through structural specificities according industrial sectors and historical structuring

The model of the designer-creator

Products are signés” (by a designer or a group of designers)On producer initiative

The model of the anonymous creatorProducts branded by producer or distributor (textile, grocery...) On producer initiative designers can be substituted or “hidden”

The model of brand mark distributor as a contractor

Distributor brand mark (Ikea,...) On distributor initiative Subcontracting to producers Designers can be external and substituted, or in-house

The model of brand mark distributor

Distributor brand mark products (Habitat...) On designer or hidden producer initiative Designers can be suppliers with production capacities

The manufacturing industrial modelProduct branded by the producer and the designerDesigner eventually getting production capacityOn producer initiativeDesigner subcontractor or getting access to the market on his own name From product and competence supply toward provision of services

The model of designer-producer

Products are “signés” On designer initiative and production Designer get production resources Distribution (and production) subcontracted

Different integrated configurations

The model of the manufacturer

The market-oriented - model The distribution - oriented model The “design as a resources centre” model

The model of the manufacturer

Style department / identifiable design Integrated to the R & D department Competition between internal / external competencies

The market-oriented - model

Design department / identifiable style Integrated to the marketing department Competition between internal / external competencies

The distribution oriented model

Separation between design and style Integrating conception stage at R & D Integrating "habillage" at marketing Simultaneous use of internal (to keep a good knowledge of the structure) and external (to get news ideas) resources

The “design as resources center” model

Design = resources and competencies centreIntegration in project teamSimultaneous use of internal (to keep a good knowledge of the structure) and external (to get news ideas) resources

Main points to be highlighted :

External star system economy vs. substitutive Contracting and commitments : salary, flat fee,

royalties… “final cut” individual vs. design agency integration level with the manufacturer

Internal technical or commercial oriented internal / external competition integration level within projects

Aspects to be protected

BrandDesignProduction infrastructureStandards and interoperabiityProductDistribution network

Several means to protect property rights and design

Competences and production engaged in design may use specific protection sets of laws Protection of drawings and models Patent Brand names and marks author right - copyright Secret Innovation frequency ...

Which strategy ?

Public and legal basedPrivate Traceability Technical lock in Frequent product renewal Rising quality Secret Exclusive distribution Structuring consortium

Which enforcement ?

Three different segments / markets Legal Illegal Criminal