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Samsung Electronics, a successful global company based in South Korea, aspires to "Tier One" status among its competitors through mastering the less tangible, more intuitive qualities of superior design. This case study takes students through Samsung's rise in little more than three decades from a small OEM producer of generic TV sets to a giant in numerous product categories, from components (such as LCD displays) to ubiquitous consumer devices (such as cell phones). During the past decade, this engineering-driven company has given way to an innovative, design-driven company, without any less emphasis on R&D. Nevertheless, despite worldwide design awards and engineering accolades, the "iconic" product (such as Apple's iPod) eludes them. After a detailed introduction to Samsung's design operation, students are asked to develop a strategic direction that will lead Samsung to the next level.

Epilogue to DMI021

Braun is developing a new top shaver that it hopes will reverse its declining market share in mens' shavers. At the same time, another team has been developing a highly innovative automatic cleaning device that could dramatically differentiate the new shaver from the competition's offerings. At issue is whether to "marry" the two projects, with the goal of creating a revolutionary, break-through product. That carries risks, however: the cleaning device is so far from ready that it could delay the launch of the new shaver until the critical window of opportunity has passed. Why not introduce the new shaver on its own, leaving the cleaning device as an optional accessory? The debate generates questions about product strategy, new product design and development, and market analysis.

Two years later, Braun has a revolutionary new shaving system and is struggling over how to communicate its benefits to the market. Its novel feature, an automatic cleaning center, is not quite yet debugged, which adds to the concerns of those who believe that the new shaver, outstanding in itself, should be launched solo, leaving the cleaning center as an attractive accessory. Others believe that Braun needs to offer more than "just" a new shaver at a time of declining market share. How they launch and market this new product around the world may determine the fate of the Braun brand into the 21st century. For a company whose new "brand promise" is "Designed to Make a Difference," a critical challenge is how to position the radically new product both to gain new, convenience-oriented consumers and to keep loyal, conservative customers who want "only a closer and more comfortable shave."

An abstract is not available for this product.

Umpqua Bank is an Oregon-based business that is attempting to revolutionize the banking industry with a creatively nontraditional culture and a radically retail mindset ("stores" not "branches"), supported by an highly innovative environmental design. Umpqua has grown rapidly and faces critical issues, including: (1) How can an organization strengthen and maintain its culture while undergoing rapid growth by merger and acquisition? Specifically, how can this service organization, a quirky bank with a distinctive culture, incorporate and retrain hundreds of new employees from traditional banks? And (2) What role does the design of the total environment ("experience design") play in nurturing and maintaining an organization's culture and its brand expression, and how much should it invest in this form of brand expression? Presents two examples and asks how this bank should deal with the issue of cost vs. value of design in each of them.

Does the Braun plaque removal (electronic toothbrush) product under development have a chance against the dominant American player, Interplak? Under an innovative female project manager, the Braun team has come to a decision point that is made urgent by the recent purchase of Interplak by Bausch & Lomb, a major company with a threatening presence in Europe. Looking at the product development process, the "product semantics" of the current design (does it communicate superior value to the consumer?), the technical problems yet to be solved, and the pressure to follow the Interplak lead, students have to develop a product strategy that fits the competitive situation and the competency and character of the company.

How does one determine the size of a "window of opportunity?" How does one determine what kind of risk is appropriate? Braun's new plaque remover is almost ready to be approved for manufacture and scheduled for launch, but toothpaste is still eating away at the tiny gears in the toothbrush head. Given the imminent launch of its formidable competitor into Europe, Braun wants to enter the market as soon as possible with what it believes is otherwise a superior product. Should Braun launch as planned, knowing that it will correct the gear problem shortly, or should Braun delay the launch until the problem is 100% solved? Some members of management, trusting Braun's engineers, tend toward the former, given the apparently small window of opportunity, whereas Ms. Valiaho, project manager, favors the latter. At this intersection of technology, design, and marketing, students are challenged to struggle with how to make such a decision. They are also encouraged to think about how product strategies, implicit or explicit, influence management decisions.

Follows the Novolin prefilled insulin syringe through its launch decision for the United States.

Novo Nordisk, a Danish company, is the largest supplier of insulin in the world. Using both in-house and outside design services, it has integrated medical research, user-information, and new technologies in team-based projects that have resulted in user-friendly insulin delivery systems, such as insulin pens. These pens have been very successful in Europe and have met varying success elsewhere. The company needs to determine whether its products represent "global design." If not, then how could they? Should they? This case focuses on the use of design in positioning and marketing in the United States an innovative, prefilled, disposable, easy-to-use, pen-like syringe to replace the "drugstore" diabetics conventionally carry. Students are asked to develop a marketing strategy and launch plan to suit local conditions.

Describes the outcome of the project through 1991.

Chronicles three decades of a forklift truck company's industrial design strategy. Having grown rapidly from a small, pioneering niche-company to a leading, full-range, global producer, Crown is reevaluating its design services strategy. Discusses the company's long-term relationship with its design consultants and the pros and cons of establishing an in-house design department at this point in its history. Students need to decide whether Crown should opt for in-house design services, stay with its former design consultants, or look for new consultants.

Discusses the new, in-house design department at Crown and brings the story up to 1991.

Examines the entire product development process at a premier German company, focusing on the role of design as a key player in interdisciplinary teams. Braun is embarking on a strategic shift from exclusively high-end products to products suitable for the upper end of the mass market. At an early stage in this process, the company must decide what kind of plastic material is appropriate for a new coffeemaker by analyzing the myriad of implications surrounding this decision. At stake is its reputation and corporate image as represented by its kitchen appliances.