Recently, Alison Hemphill interviewed with me and posted an article at ANEW organization. We discussed how Koreans reduce, reuse, recycle, repurpose, reclaim, and/or restore items. In general, these green activities are not widely popular in Korea probably because disposal cost is relatively low. Note that, however, Korean moms reuse and recycle baby/kid items.
The article presents research focusing on the development of design thinking in business context. It utilizes balancing intuitive and analytical thinking to determine the exploitation of design thinking in organizations. It explores the decision making processes of two electronic corporations including Apple Inc., and Samsung Electronics Co. Ltd. to offer practical implications to executives who are interested in implementing design thinking in their organizations.
… Samsung is a good example of a “technology push” firm. Samsung has been a late mover in the electronics market. Responding to unparalleled business challenges, the company first expanded its design team from 200 designers in the late 1990s to 1000 designers in 2012. Samsung has made noticeable debuts in winning several international design awards. However, the company’s intuitive and analytic teams needed to work closely before they were able to deeply understand and appreciate each other’s way of working. The forced collaboration produced challenging decision-making conflicts—the types of conflicts that are difficult to resolve without a moderator. Instead, decisions were made exclusively by the intuitive team or exclusively by the analytic team. This issue explains why Samsung has performed well in design awards, but has not yet introduced an iconic product like the iPhone…
… Apple approaches design thinking differently from Samsung. Its design team does not communicate with its manufacturing team. Instead, an independent team (consisting of Steve Jobs and his supporters) made most of the firm’s business decisions. In the process, Jobs limited the decision-making power of the analytic teams in order for them to be comparable with the power of the intuitive team. Note that although Steve Jobs was often criticized for his assertive decisions, he did free the intuitive team from the analytic team. As a result, Apple products are welcomed by a massive number of consumers—even though their individual features do not necessarily outperform the products manufactured by their competitors …
Jenny Xie wrote A Potentially Brilliant Idea to Keep Escalator Obstructors to the Right at the Atlantic Cities. In her article, a London-based designer called Yoni Alter made an interesting proposal to signal “stand on right, walk on left.” Although his idea has not been implemented yet, he proposed to paint two different foot prints on the escalator so that people standing in the right side stay and those standing in the left side walk.
Recently, I have met another brilliant idea about escalator. Escalator users are supposed to hold the handrail while using the escalator because, although rarely happens, it might go in reverse, injuring them seriously. This safety instruction, however, is often ignored.
As escalator accidents increase recently, someone who is not identified but works at the Seoul subway system came up with a brilliant idea: painting hand prints on the handrail. These visible cues nudge people to, at least, place their hands on the handrail.
Besides improving the safety for public transit, visual cues are used for improving store traffic. When a store is crowded, store visitors are often recommended to enter and leave in a specific way. One store manager painted foot prints to nudge the visitors follow them.
At the Dong-A Business Form, Richard D’Avneni, Bakala Professor of Strategy at the Tuck School of Business at Dartmouth University, gave an interesting talk about Hypercompetition, which is the term that he coined about 20 years ago arguing that there is no sustainable competitive advantage. In this talk, he emphasized the dynamics of market by telling us that Sears or the retailer with 90-year successful business history cannot help but leave the industry within only 15 years. Thus, he made a persuasive argument that well-known strategy/marketing tools such as SWOT analysis do not work anymore.
According to him, firms use the SWOT-based strategy for multiple times and, therefore, “learning” takes place. Imagine a firm uses the SWOT analysis and then selects a specific strategy based on some combination of Strength, Weakness, Opportunity, and Threat. In this case, the firm is highly likely to win over its competitors. However, those losing competitors learn what strategy the winning firm will select in the next round (e.g., when launching different products or when entering different markets) and they are able to respond to the same strategy smartly. This suggests that a single-shot SWOT-based strategy works but it does not work in the multiple contexts.
Then, what is an alternative tool that marketers could use when they want to conduct 3C analysis (understand consumers, companies, and competitors)?
People often go to cafe not for coffee but for work. According to Mehta, Zhu, and Cheema (2012), an appropriate ambient noise (e.g., cafe noise) enhances work performance. Their five studies showed that people performed creative tasks better when surrounded by the moderate ambient noise (70db) than the low one (50db) or the high one (85db). They argue that when people are surrounded by the moderate ambient noise, people cannot process information easily and thus they focus on their work harder and think more abstractly and creatively.
One website picked up their findings and enables its visitors to play a pre-recorded coffee shop noise at your computer (Coffitivity).
Many other space attributes beyond sound are discussed on how to create the ideal workspace. According to the Psyblog run by Jeremy Dean, for instance, there are six tips to do so: (1) avoid open-plan, (2) the great tidy-messy debate, (3) curvy is beautiful, (4) room with a (picture of a) view, (5) plants, and (6) decorates. When it comes to coffee shop chains, Starbucks seem to meet many tips while other competing Canadian coffee shop chains such as Second Cup or Tim Hortons seem to meet only few.
However, more space attributes (in a coffee place) will affect work performance. Two example attributes are whether a coffee place is indoor or outdoor and whether it is brand-new or run-down. Interestingly, most local coffee shops in Seoul are indoors and brand-new while many local coffee shops in North American cities are outdoors and relatively run-down. Since I generally worked more productively when I was at the local coffee shops in North America than when I was at those in Seoul, I expect [outdoor] and [run-down] might be extra critical attributes for a coffee shop to be an ideal workplace.
Designers will benefit from BDT (Behavioral Decision Theory) or Behavioral Economics in two ways. First, they could improve the effectiveness of their design outcomes by finding users’ psychological errors and then creating designerly solutions. Secondly, they could enhance the efficiency of their own design process by identifying and correcting the psychological mistakes that they often make.
When people visit a historical place, they wonder what happened long time ago. They sometimes enjoy watching an exhibition such as changing royal guards in Seoul (above). In the historic place at the Colonial Williamsburg in Virginia, however, young visitors go beyond watching an event; they march in the parade with soldiers. This immersive experience will give the visitors an unforgettable piece of memory.
[youtube=http://www.youtube.com/watch?v=3JpWEr7WbLA]
Color determines food judgment. According to Hoegg and Alba (2007), for instance, the brightness of an orange juice affects people’s taste discrimination more strongly than its brand name (e.g., Tropicana or Winn-Dixie) or its price information. Food judgment is probably influenced by the hue and saturation of the food as well.
Recently, I find some stores selling blue-colored iced tea. This unexpected color may attract significant attention among those who do not drink teas or who is visually attentive such as kids. However, most adults around me infer it as a poor-quality fake beverage because, they believe, tea is supposed to be orange rust or brown regardless of its temperature. This suggests that changing the color of a given product enables designers and marketers to pursue a new market by sacrificing their traditional market.
Surprisingly, there exists a green wine called Vinho Verde in the world! 🙂
Perceptual discrimination is fundamental to rational choice in many product categories yet rarely examined in consumer research. The present research investigates discrimination as it pertains to consumers’ ability to identify differences—or the lack thereof—among gustatory stimuli. Three experiments reveal systematic bias resulting from the presence of common visual and verbal product cues. Particularly noteworthy is the finding that the amount of bias induced by a subtle, nonevaluative cue can far exceed the bias induced by overt and well‐established evaluative cues. In addition, the effects these cues have on perceptual discrimination diverge from the effects they have on preference.
Street people are the people who live a public life on the streets of a city. Some ask us to view them as our community members (e.g., Homelessguide) and others consider them as business opportunities (e.g., Fortune at the Bottom of the Pyramid). Regardless of our objectives whether we want to help them or make money from them, we need to understand street people more deeply.
From the psychological point of view, their behavior differs depending on where they live. Most street people whom I have seen in Seoul have avoided interacting with me; they hide themselves from public. In contrast, many street people I have met in Toronto have tried to interact with me; they ask passers-by for change and sometimes chat briefly. It seems that social issues (e.g., losing faces or keeping distant from people) are more critical to relatively passive, Asian street people whereas economic issues (e.g., making money) are more desperate to relatively active, North American street people.
If their behavioral difference comes from how WE treat them, we should not ask street people to change their behavior: Instead, WE may need to change the way we treat them. In particular, Asians including me may need to invest social resources (e.g., smile) rather than economic resources (e.g., money) to befriend street people.
The Design Society and the Organizing Committee of ICED13 invite young design researchers and designers, including design students, to participate in this discussion on the future of design and to join the networking of international young design community. Please send an email to dinstitute@skku.edu with your name, affiliation and contact information by August 16th (Friday) to join this free of charge special event. For more information, please visit ICED13 website, www.iced13.org, or send your inquires to the Creative Design Institute, dinstitute@skku.edu.
