IDEO is the largest design consultancy firm in the United States. Marketing Excellence consumers actively want because

IDEO is the largest design consultancy firm in the United States.

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Marketing Excellence consumers actively want because they offer a superior experience and solve a problem. In order to achieve these consumer-friendly solutions, IDEO tries to uncover deep insights through a variety of human-centered research methods. These studies help the firm better understand how consumers purchase, interact with, use, and even the United States. The dispose of products. This customer-focused approach company has created has run counter to the prevailing wisdom of many high- some of the most tech firms that focus more on their own capabilities when recognizable design designing products. David Blakely, head of IDEO's tech- icons of the tech- nology group, explained, "Tech companies design from nology age, including the inside out, whereas we design from the outside in so >>IDEO IDEO is the largest de- sign consultancy firm in the first laptop com- puter, the first mouse that we can put customers first." IDEO employs a number of other observational meth- (for Apple), the Palm ods to conduct "deep dives" into consumer behavior. The V PDA, and the company's "human factors" team shadows consumers, TIVO digital video takes pictures or videos of them during product purchase or recorder. Beyond use occasions, and conducts in-depth interviews with them to further evaluate their experiences. Another method is called "behavioral mapping," which creates a photo- has designed household graphic log of people within a certain area like an airline items such as the Swiffer Sweeper and the Crest Neat departure lounge, a hospital waiting room, or a food court Squeeze toothpaste tube, both for Procter & Gamble. at a shopping mall over a period of days to gauge how the IDEO's diverse roster of clients includes AT&T, Bank of experience can be improved. A third method relies on "camera journals" that participants keep, in which they record their visual impressions of a given product or category. IDEO's success is predicated on an approach called IDEO also invites consumers to use "storytelling" techniques to share personal narratives, videos, skits, or even anima- tions about their experiences with a product or service. its high-tech wiz- ardry, the company America, Ford Motor Company, PepsiCo, Nike, Marriott, Caterpillar, Ei Lily, Lufthansa, Prada, and the Mayo Clinic. "design thinking" based on a "human-centered method- ology." The company strives to design products that Prototyping has also contributed to IDEO's success. It warm, comfortable, and inviting. The hotel added ad- takes place throughout the design process so individuals can test out, experience, and improve upon each level of lounges, such as flat-screen TVs and free Wi-Fi. Marriott development. IDEO encourages its clients, even senior ex- ecutives, to participate in the research so they get a sense of the actual consumer experience with their product or drink and healthy bite to eat any time. And Courtyard cre- service. AT&T executives, for example, were sent on a scavenger hunt designed to test the company's location fire pits. After the renovations, Courtyard by Marriott software for its mMode mobile phones. The executives changed its tagline to "Courtyard. It's a New Stay." soon realized the software was not user-friendly. One resorted to calling his wife so she could use Google to help to countless success stories and awards for its clients and him find an item on the list. IDEO helped AT&T redesign for the firm itself. The most important result for IDEO's de- the interface to be more intuitive for the average user. IDEO helped apparel-maker Warnaco improve sales company goes "broad and deep" to achieve this goal. Since by having its designers shadow eight women as they its founding, it has been issued over 1,000 patents, and in shopped for lingerie. The "shop-alongs" revealed that 2008 the company generated $120 million in revenues. most consumers had a negative buying experience. They had difficulty locating the lingerie section in the department store and finding the right size in the overcrowded display, and they felt the fitting rooms were too small. IDEO devel- oped a new six-stage merchandising environment that in- cluded larger fitting rooms, "concierges" to give shoppers information, and improved displays. Warnaco imple- 2. In the end, IDEO creates great solutions for companies mented this plan with the help of the department stores. In another example, Marriott hired IDEO to help make its Courtyard by Mariott hotels more appealing to younger guests. IDEO conducted interviews and observed guests in the hotel's lounges, lobbies, and restaurants. Its research revealed that younger guests were turned off by the lack of activity in the hotel's public places, the lack of technology offered, and the poor food options. As a result, Courtyard by Marriott changed its furniture and decor to be more vanced technology options throughout its lobbies and converted the breakfast buffets to 24/7 coffee-shop-style cafés, where guests can quickly grab a gourmet coffee ated new outdoor hangout spots with sound speakers and IDEO's novel consumer-led approach to design has led signs is that they solve a usability problem for clients. The Questions 1. Why has IDEO been so successful? What is the most difficult challenge it faces in conducting its research and designing its products? that then receive all the credit. Should IDEO try to cre- ate more brand awareness for itself? Why or why not? Sources: Lisa Chamberlain, "Going off the Beaten Path for New Design ideas," New York Times, March 12, 2006, Chris Tayior, "School of Bright ideas," Time, March 6, 2005, p. A8; Scott Morison, "Sharp Focus Gres Design Group the Edge." Financial Times, February 17, 2005, p.8 Bruce Nussbaum, The Power of Design" Businessileek May 17, 2004, p. 86; Teressa lezi, "nnovate, But Do t for Consumers Advertising Age September 11, 2006; Barbara De Lolis. "Maritt Perks ip Courtyard with Edgier, More Social Style," LSA Taday, April 1, 2008; Tim Brown, "Change by Design," Businessieek, October 5, 2009, pp. 54-56. Marketing Excellence consumers actively want because they offer a superior experience and solve a problem. In order to achieve these consumer-friendly solutions, IDEO tries to uncover deep insights through a variety of human-centered research methods. These studies help the firm better understand how consumers purchase, interact with, use, and even the United States. The dispose of products. This customer-focused approach company has created has run counter to the prevailing wisdom of many high- some of the most tech firms that focus more on their own capabilities when recognizable design designing products. David Blakely, head of IDEO's tech- icons of the tech- nology group, explained, "Tech companies design from nology age, including the inside out, whereas we design from the outside in so >>IDEO IDEO is the largest de- sign consultancy firm in the first laptop com- puter, the first mouse that we can put customers first." IDEO employs a number of other observational meth- (for Apple), the Palm ods to conduct "deep dives" into consumer behavior. The V PDA, and the company's "human factors" team shadows consumers, TIVO digital video takes pictures or videos of them during product purchase or recorder. Beyond use occasions, and conducts in-depth interviews with them to further evaluate their experiences. Another method is called "behavioral mapping," which creates a photo- has designed household graphic log of people within a certain area like an airline items such as the Swiffer Sweeper and the Crest Neat departure lounge, a hospital waiting room, or a food court Squeeze toothpaste tube, both for Procter & Gamble. at a shopping mall over a period of days to gauge how the IDEO's diverse roster of clients includes AT&T, Bank of experience can be improved. A third method relies on "camera journals" that participants keep, in which they record their visual impressions of a given product or category. IDEO's success is predicated on an approach called IDEO also invites consumers to use "storytelling" techniques to share personal narratives, videos, skits, or even anima- tions about their experiences with a product or service. its high-tech wiz- ardry, the company America, Ford Motor Company, PepsiCo, Nike, Marriott, Caterpillar, Ei Lily, Lufthansa, Prada, and the Mayo Clinic. "design thinking" based on a "human-centered method- ology." The company strives to design products that Prototyping has also contributed to IDEO's success. It warm, comfortable, and inviting. The hotel added ad- takes place throughout the design process so individuals can test out, experience, and improve upon each level of lounges, such as flat-screen TVs and free Wi-Fi. Marriott development. IDEO encourages its clients, even senior ex- ecutives, to participate in the research so they get a sense of the actual consumer experience with their product or drink and healthy bite to eat any time. And Courtyard cre- service. AT&T executives, for example, were sent on a scavenger hunt designed to test the company's location fire pits. After the renovations, Courtyard by Marriott software for its mMode mobile phones. The executives changed its tagline to "Courtyard. It's a New Stay." soon realized the software was not user-friendly. One resorted to calling his wife so she could use Google to help to countless success stories and awards for its clients and him find an item on the list. IDEO helped AT&T redesign for the firm itself. The most important result for IDEO's de- the interface to be more intuitive for the average user. IDEO helped apparel-maker Warnaco improve sales company goes "broad and deep" to achieve this goal. Since by having its designers shadow eight women as they its founding, it has been issued over 1,000 patents, and in shopped for lingerie. The "shop-alongs" revealed that 2008 the company generated $120 million in revenues. most consumers had a negative buying experience. They had difficulty locating the lingerie section in the department store and finding the right size in the overcrowded display, and they felt the fitting rooms were too small. IDEO devel- oped a new six-stage merchandising environment that in- cluded larger fitting rooms, "concierges" to give shoppers information, and improved displays. Warnaco imple- 2. In the end, IDEO creates great solutions for companies mented this plan with the help of the department stores. In another example, Marriott hired IDEO to help make its Courtyard by Mariott hotels more appealing to younger guests. IDEO conducted interviews and observed guests in the hotel's lounges, lobbies, and restaurants. Its research revealed that younger guests were turned off by the lack of activity in the hotel's public places, the lack of technology offered, and the poor food options. As a result, Courtyard by Marriott changed its furniture and decor to be more vanced technology options throughout its lobbies and converted the breakfast buffets to 24/7 coffee-shop-style cafés, where guests can quickly grab a gourmet coffee ated new outdoor hangout spots with sound speakers and IDEO's novel consumer-led approach to design has led signs is that they solve a usability problem for clients. The Questions 1. Why has IDEO been so successful? What is the most difficult challenge it faces in conducting its research and designing its products? that then receive all the credit. Should IDEO try to cre- ate more brand awareness for itself? Why or why not? Sources: Lisa Chamberlain, "Going off the Beaten Path for New Design ideas," New York Times, March 12, 2006, Chris Tayior, "School of Bright ideas," Time, March 6, 2005, p. A8; Scott Morison, "Sharp Focus Gres Design Group the Edge." Financial Times, February 17, 2005, p.8 Bruce Nussbaum, The Power of Design" Businessileek May 17, 2004, p. 86; Teressa lezi, "nnovate, But Do t for Consumers Advertising Age September 11, 2006; Barbara De Lolis. "Maritt Perks ip Courtyard with Edgier, More Social Style," LSA Taday, April 1, 2008; Tim Brown, "Change by Design," Businessieek, October 5, 2009, pp. 54-56.