BC PTC ID Report 2008

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    Supplement to the 11th Report 2008

    The British Columbia Premiers Technology Council Presents

    The Industrial Design Advantage

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    Index

    1.0 executIve summary of the Id advantage. . . . . . . . . . . . .1

    2.0 IntroductIon to the Id advantage . . . . . . . . . . . . . . . 3

    2.1 What is Idus tria Desig? . . . . . . . . . . . . . . . . . . . . . . . . . 3

    3.0 the Id advantage . . . . . . . . . . . . . . . . . . . . . . . . . . 4

    3.1 Uderstadig the ID Adatage . . . . . . . . . . . . . . . . . . . . . 5

    3.2 Beefts Measurig the ID Adatage . . . . . . . . . . . . . . . . . . 6

    3.2.1 Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

    3.2.2 Prots. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

    3.2.3 Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

    3.2.4 Stock Perormance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

    3.2.5 Other Benets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

    3.3 The ID Adatage ad Desig r the Eirmet (DE) . . . . . . . . 12

    3.3.1 Drivers o DE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

    3.3.2 DE Principles and Methodologies . . . . . . . . . . . . . . . . . . . . 13

    4.0 managIng the Id advantage . . . . . . . . . . . . . . . . . . . 17

    4.1 Aua Iestmet i ID . . . . . . . . . . . . . . . . . . . . . . . . . 17

    4.2 Maagig the Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

    4.3 Maagig ID r Succes s . . . . . . . . . . . . . . . . . . . . . . . . . 19

    5.0 the Id advantage for bc. . . . . . . . . . . . . . . . . . . . . . 21

    5.1 Status ID i BC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

    5.2 Ptetia r ID i BC . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

    5.3 Where t G i BC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

    6.0 bc case studIes the Id advantage In actIon . . . . . . . . . 24

    6.1 Agstrm Pwer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

    6.2 Greeight Iati. . . . . . . . . . . . . . . . . . . . . . . . . . . 26

    6.3 StemCe Techgies . . . . . . . . . . . . . . . . . . . . . . . . . . 276.4 Xatrex . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

    6.4.1 Xantrex GT3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

    6.4.2 Xantrex Powerpacks . . . . . . . . . . . . . . . . . . . . . . . . . . 31

    7.0 references . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

    8.0 contact detaIls. . . . . . . . . . . . . . . . . . . . . . . . . . . 37

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    1 / Executive Summary

    1.0 executIve summary of the Id advantage

    Design is not just what it looks like and eels like.

    Design is how it works. Steve Jobs, Apple

    (The New York Times, November 30, 2003)

    The Premiers Technology Council has identied Industrial

    Design (ID) as an important aspect o successul technology

    commercialisation. Currently underutilised in BC, ID oers

    tremendous advantages that could make companies here

    more competitive.

    According to the Industrial Designers Society o America

    (IDSA), Industrial Design is the proessional service o

    creating and developing concepts and specications that

    optimise the unction, value and appearance o products and

    systems or the mutual benet o both user and manuacturer.Industrial design, which sometimes overlaps with other design

    disciplines, is about marrying precision and accuracy with

    the look, eel and utility o a product. It would be a mistake

    however to think o ID as just making another pretty product;

    it is about ensuring the product is user riendly and operates

    eectively as well.

    Around the world companies are using industrial design

    and other design disciplines. Positive impacts include

    increased product utility, usability and user experience, betterenvironmental sustainability, dierentiation in the marketplace

    and improved business perormance. Due to this wide range

    o benets, design has been recognised as one o the key

    methods or companies to gain a competitive advantage. This

    is particularly true in mature sectors where most competitors

    have the same technology.

    The economic benets that accrue rom ID are distinct and

    measurable. These include increased revenue, improved

    prots, better stock perormance and higher market share.

    In general, industrial design helps companies gain increased

    margins through higher prices and lower costs. Higher prices

    can arise rom designing products and services with superior

    eatures, usability, aesthetics or quality compared to those

    o competitors. Costs can be lowered by designing productsand services that maintain quality and unctionality but

    have lower development, materials, manuacturing

    and transportation costs.

    Another advantage provided by ID is its ability to measure,

    validate and improve the environmental sustainability o a

    product. Design philosophies such as Lie Cycle Assessment

    and Cradle to Cradle can minimise materials, waste and energy

    in the production phase, and decrease the negative impact

    o products on human health and the environment. Thesesustainable practices are particularly important to BC where

    we believe in an environmentally conscious liestyle and are

    trying to capture market share on clean technology products.

    The key to maximising the design advantage is ensuring it

    is used eectively. The benets o design run through the

    product development and production cycle so applying it only

    to add veneer to a nished product will not be as eective as

    integrating design throughout the entire process.

    index < >

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    2 / Executive Summary

    Products designed in BC

    In British Columbia the economy has been driven by the

    resource based industries with little use o ID. Our technology

    sector consists primarily o smaller companies that have a low

    awareness regarding the benets o ID. As a result, investment

    in ID has been relatively small. BCs potential in this area is

    demonstrated in some o the early success stories among BC

    companies using ID and working with the BC design service

    sector. These companies are mainly in outdoor equipment,transportation, lighting, advanced manuacturing, and high

    technology sectors. Other BC sectors that the PTC believes can

    benet rom greater use o ID include the broad technology

    sector, the clean technology sector, and the resource

    industries sector, orestry in particular.

    To learn more about the ID Advantage and how to benet

    rom it companies can investigate the websites o the British

    Columbia Industrial Design Association (BCID) and the

    Association o Canadian Industrial Designers (ACID).

    index < >

    http://www.bcid.com/http://www.bcid.com/http://www.designcanada.org/http://www.designcanada.org/http://www.bcid.com/http://www.bcid.com/
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    3 / Introduction

    2.0 IntroductIon to the Id advantage

    In its recent 11th report the Premiers Technology Council

    examined the eect industrial design (ID) can have on the

    growth o local industry. That report highlighted the benets

    that would accrue to BC i it should make a conscious eort to

    promote ID and presented some options to government as to

    how it might eectively encourage increased usage o ID.

    The PTC is quite conscious however, that although government

    does have a role to play it is ultimately the business

    community and local industry that need to embrace industrial

    design. Individual businesses need to understand the benets

    o ID and invest in it. This paper claries those benets and

    provides examples.

    2.1 What is Idustria Desig?

    According to the Industrial Designers Society o America

    (IDSA), Industrial Design is the proessional service o creating

    and developing concepts and specications that optimise

    the unction, value and appearance o products and systems

    or the mutual benet o both user and manuacturer.1

    Industrial design, which sometimes overlaps with other design

    disciplines, is about marrying precision and accuracy with the

    look, eel and utility o a product. This can be demonstrated

    through a recent example o successul ID, the Apple iPod.

    This product not only employed cutting edge technology tocreate an ecient device or storing and playing mp3s, it did

    so in an attractive and easy to use orm.

    It would be a mistake however to think o ID as just making

    another pretty product; it is about ensuring the product is

    user riendly and operates eectively as well. In order to

    achieve this, the designer undertakes a number o dierent

    activities. They can do qualitative research to dene market

    opportunities and create a range o ideas to capture that

    opportunity. They can gather inormation on customer

    behaviour, user preerences and market trends. Once they

    have developed the overall concept, they consult with the

    client, engineers, or production specialists to establish product

    requirements. But they also consider the cost, properties o

    production materials and the methods o production. ID is inact a complicated eld where technical analysis meets look

    and eel where science meets art.

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    4 / The ID Advantage

    3.0 the Id advantage

    Around the world companies are using industrial design and

    other design disciplines to gain an advantage in the market

    place through superior customer experience. Companies use

    ID to dierentiate rom competitors. It helps companies to

    create more competitive products that t with the needs o the

    target customers and communicate desired brand values. As aresult ID improves business perormance in all key metrics.

    We call this the ID Advantage and evidence o its benets

    continues to mount rom both academic and industry

    studies.2 3 4 5 Positive impacts include increased product

    utility, usability and user experience, better environmental

    sustainability, dierentiation in the market place and improved

    business perormance. Due to this wide range o benets,

    design has been recognised as one o the ew means let or

    companies to gain a competitive advantage regardless o thecompetitive strategy (cost, dierentiation, or market ocus)

    pursued by the company.

    There are several ways to map the benets o design. For

    companies, the most useul is the Four Powers o Design

    which outlines the ollowing: 6

    Design as dierentiator:1. Design as a source o competitive

    advantage on the market through brand equity, customer

    loyalty, price premium, or customer orientation.

    Design as integrator:2. Design as a resource that improvesnew product development processes (time to market,

    building consensus in teams using visualisation skills);

    design as a process that avours modular and platorm

    architecture o product lines, user-oriented innovation

    models, and uzzy, ront-end project management.

    Design as transormer:3. Design as a resource or creating

    new business opportunities; or improving the companys

    ability to cope with change; or (in the case o advanced

    design) as an expertise to better interpret the company

    and the marketplace.

    Design as good business:4. Design as a source o increased

    sales and better margins, more brand value, greater

    market share, better return on investment (ROI); design

    as a resource or society at large (such as inclusive design

    and sustainable design).

    The rst two in particular are used or gaining a competitive

    advantage. In the rst case the external, market based

    advantage is derived rom the design driven dierentiation

    o the companys product or service. The second set ismore internal and enables a company to gain a competitive

    advantage rom a unique and dicult-to-imitate combination

    o organisational processes and resources driven by

    design thinking.

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    5 / The ID Advantage

    Recognising these benets, several global companies

    include design as part o their core strategy. These include

    Apple, Philips, Google, DeWalt, Nokia, P&G, Xerox, Sony, LG

    and others.7 8 The impact o a strong design program is

    demonstrated by success stories rom these companies. For

    example, the iPod was redesigned or larger capacity and

    smaller size. It was launched in spring 2004 and increased

    Apples brand value by 24% rom 2003 to 2004.9 10

    3.1 Uderstadig the ID Adatage

    Design helps to dierentiate and dene premium products in

    an era when most competitors have the same technology.11 12

    In general design helps to dierentiate the company through

    three key areas.13

    Competitive Products and Services1. : ID helps companiesto make products more competitive through improved

    usability and ergonomics, aesthetics, higher sustainability

    or superior quality compared to those o competitors.

    It can decrease production costs and ensure that the

    products meet increasing quality constraints. To gain the

    greatest competitive advantage ID should be used rom

    the beginning o the development process right through to

    the release o the nal product. Introducing ID in the nal

    stage as a mere styling o the end product has a relatively

    minor impact.14 15 16

    Enhanced User Experience2. : ID also helps exceed user

    expectations through the application o good design in

    product categories where users have low expectations

    or visual appeal, unctionality or usability. Companies

    have used ID to humanise technology and create customerloyalty among customer groups that merely expected to

    have their unctionality expectations ullled. It also oers

    a means to customise products or local markets.17

    Strengthened Brand3. : Design is critical in ensuring that

    products and services are aligned with the company brand.

    Companies see product design as a mechanism to deliver

    a consistent message about the company to customers.

    Products represent the brand in consumers homes so

    brand values are integral aspects o the design process.18

    One o the true strengths o design is that, while it can help a

    company reduce the price o a product or service, it provides

    so many more advantages than just price. An annual survey

    among UK companies reveals that the majority o those

    who hold design as integral to their strategy do not need to

    compete on price. Where design is integral, less than hal o

    businesses compete mainly on price, compared to two thirds

    o those who dont use design.19 20 21 Although data rom the

    UK is the most comprehensive it is supported by studies rom

    other jurisdictions. Finnish manuacturing companies orexample, ranked the ability to dierentiate rom competitors

    products and services as the most important aspect o design.

    This was especially true among SMEs.22

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    6 / The ID Advantage

    3.2 Beefts Measurig the ID Adatage

    Several studies prove that ID has positive eects on business

    perormance measures. These vary rom revenue growth

    and an increase in market share to new products and stock

    perormance. In general, industrial design helps companies

    gain increased margins through higher prices and lower

    costs. Higher prices can arise rom designing products and

    services with superior eatures, aesthetics or quality compared

    to those o competitors. Costs can be lowered by designing

    products and services that maintain quality and unctionality

    but have lower development, material, manuacturing and

    transportation costs.23 24

    The primary impacts o design on business perormance are

    illustrated in gure 1.25

    Customer/ProductInteraction

    CoRPoRATE InPUTS RESUlT/oUTPUT

    CoMPETITIvEPoSITIonInG FInAnCIAl RESUlTS

    FInAnCIAlPERFoRMAnCE

    Design Principles

    Industrial Design

    R&D

    Manuacturing

    Engineering

    MarketingPurchasing

    Increased Utility(beyond unction)

    Aesthetics/Appearance

    Manuacturability

    Product Function

    EquipmentExpenditures

    Perceived Valueby Customer

    Selling Price

    Product Demand(Volume)

    Product Cost

    Development Costs

    Sales Fiacia Perrmace

    Prot/Sales+

    Prot/Assets+

    Cash Flow/Sales+

    Cash Flow/Assets+

    Sales Growth+

    Prot Growth+

    Cash Flow Growth+

    Stock market+returns

    Figure 1. Impact o Industrial Design

    Expenses

    Assets

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    7 / The ID Advantage

    The most extensive annual survey o the eects o ID on

    business perormance is done by the UK Design Council.26

    To complete this survey, interviews are conducted with 1,500

    companies that have 10 or more employees. The results are

    weighted to match the national population o businesses with

    10 or more employees. The survey includes several elds o

    design rom graphic design and industrial design to interior

    design and architecture. In 2005, the survey ound thatalmost hal o the UK businesses believe design contributes

    to increased market share (46%) and revenue (44%) during

    the 12 months beore the study. Additionally one in ten

    companies named at least one area where design made a

    great contribution to business perormance. The ndings are

    presented in more detail in the table 1.

    to some extent

    to a great extent

    Icreased Market Share

    to some extent

    to a great extent

    Icreased Turer

    to some extent

    to a great extent

    Deepmet new Markets

    to some extent

    to a great extent

    Icreased Prft

    to some extent

    to a great extent

    Cmpetitieess

    to some extentto a great extent

    new Prducts/Serices

    Table 1: Extent o contribution o design to business perormance in UK companies27to some extent

    to a great extent

    Icreased Empmet

    7%

    46%

    44%

    6%

    42%

    6%

    42%

    7%

    38%

    7%

    9%37%

    26%

    3%

    index < >

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    8 / The ID Advantage

    3.2.1 RevenueInvestment in design can contribute signicantly to a

    companys revenue. The annual study among UK companies

    measured the impact o design on revenue in a number o

    ways. It revealed that: 28 29

    For every 1 spent by design alert (+ A) companies, revenue

    increased by 2.25.

    Companies that increased their investment in design were+

    more likely to experience revenue growth.

    The chance to experience revenue growth increased by+

    more than threeold i the company used design to lead

    and guide the product or service development process.

    Design alert companies saw an average revenue growth o+

    602,000.

    Similar eects have been noted in other jurisdictions. For

    Finnish metal and manuacturing sector companies, there is

    a positive correlation between companies design investment

    and sales growth.30 In Denmark companies that invested

    in design experienced a 22% greater total increase in gross

    revenue than companies that did not invest in design over

    a ve year period (table 2).31 32 There is also a correlation

    between increased gross revenue and design purchase

    behaviour. While companies using design achieve higher gross

    revenue growth rates than those which do not, companies

    that purchase design services both internally and externallyachieve the highest rate.

    A The design alert businesses are specifc 250 companies out o the 1,500

    businesses thoroughly interviewed in the UK Design Council National Survey

    o Firms. In these companies design had made a direct impact on a number o

    measures, such as competitiveness, market share, turnover and employment.

    Table 2. Gross revenue perormance and the purchase o design

    in Danish companies33

    Desig Purchasig

    Behaiur

    number

    cmpaies

    Grss reeue perrmace er 5 facia

    ears (aerage i DKK 1,000)

    Do not purchase design 241 DKK 4,029

    Purchase design internallyand/or externally

    579 DKK 10,298

    Tta 820 DKK 8,455

    The gross revenue growth also links to the level o

    commitment to design within a company. Danish companies

    with greater usage perorm signicantly better than companies

    which only use design or styling. Moreover, companies that

    increased design activity achieved an additional 40% increase

    in gross revenue compared to companies where design

    activity was either constant or decreased. This supports

    the assumption that a more systematic approach to design

    provides better economic perormance.34

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    9 / The ID Advantage

    3.2.2 ProtsData indicates that ID contributes not only to increased

    revenue but also to prots. This perormance ratio is

    particularly relevant because it incorporates expenditures on

    industrial design (industrial design sta salaries, or industrial

    design consultants ees) and so provides clear proo that the

    benets actually exceed the expenditures.

    A seven year study among almost 200 manuacturing

    companies submitting lings to the US Securities and

    Exchange Commission (SEC) demonstrated that companies

    with more eective industrial design (ranking done by

    design managers globally) outperormed their counterparts

    systematically. For eective design companies; the

    EBITDA (Earnings beore interest, taxes, depreciation, and

    amortisation) to Net Sales was on average 75% higher than the

    industry average over the seven years. Companies with less

    eective ID had a 55% lower ratio than the industry average.

    Investment in design can also be measured with Net Income to

    Total Assets (ROA) ratio. The study demonstrated a signicant

    association with ROA and eective industrial design.35

    International Case Study:Small but Growing Technology Company

    JS Humidifers

    JS Humidiers, a well-known player in it s specialist eld, produces equipment that keeps

    humidity stable in critical environments, rom art galleries and pharmaceutical plantsto textile actories and print works. Competition in the industry is intense and manycompetitors have larger resources and more marketing muscle.

    JS sought a competitive edge through a product and brand overhaul. They supplementedtheir own design team with some outside expertise and targeted their important, butdated, JetSpray range o products. The resulting design not only looked more modernbut operated more eectively. Capacity was doubled, energy use was halved and thenumber o controls were reduced and simplied. Equally important was the designimpact on the manuacturing and supply chain where manuacturing costs were

    reduced by 25%.

    t Id a: The JetSpray was launched at a major European trade show, whereit generated 300 sales leads and orders worth over 1m.

    UK Design Council, Designing Demand Program,

    http://www.designingdemand.org.uk/case_studies/js_humidifers

    JS Humidifers, http://www.jshumidifers.com/

    index < >

    http://www.designingdemand.org.uk/case_studies/js_humidifiershttp://www.bcid.com/http://www.bcid.com/http://www.designingdemand.org.uk/case_studies/js_humidifiers
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    10 / The ID Advantage

    3.2.3 CostsThe role o industrial design in creating cost savings is critical

    since up to 90%-95% o the products production costs are

    locked in the design stage.36 Cost savings can be achieved

    through improving the manuacturing o the product,

    developing new solutions to achieve specic unctionality, and

    seeking high-quality and low cost materials. Use o design can

    also decrease the amount o time needed to bring a product

    to market.37 Again the UK design study provides evidence

    regarding the impact o design. In some cases the prots

    increased more than revenue, thus design trimmed costs

    rather than improved sales.38

    Up to 90% 95% of the products production costs are

    locked in the design stage.

    3.2.4 Stock PerormanceAnother key measure o the positive impact o ID is in its

    contribution to the stock perormance o a company. The

    most extensive proo or this is the Design Index created by

    the UK Design Council.39 40 The index includes 61 design-

    led businesses traded on the London Stock Exchange. The

    companies were selected based on design awards and

    included Unilever, Hilton Group, British Airways, EMI Group,

    and Tesco.

    Shares in design-led businesses have outperormed key stock

    market indices (FTSE 100 and FTSE All-Share) by about 200%

    over the past decade. This trend has been constant and the

    Index increased more in good times and decreased less in bad.

    The perormance is presented in gure 2.41 42

    International Case Study: A Technology Startup

    owste

    A startup technology company called Owlstone in the UK had developed a revolutionarydevice about the size o a small coin. It could detect a wide range o chemical agentseven in miniscule quantities. As with many new technologies Owlstones challenges

    stemmed rom trying to explain the new technology to investors and customers and intrying to select the best application or market entry.

    To address this Owlstone worked with designers in two areas. They worked to build abrand and corporate strategy. They also worked to devise simple p roducts that woulddemonstrate the applications o the technology beyond the narrow market o domesticmilitary security.

    t Id a: Within two years Owlstone was able to launch the Tourist, arelatively inexpensive yet revolutionary chemical sensor. It is designed so it can be easily

    modied to suit dierent applications. Not only did the product immediately begin togenerate revenue but when combined with the corporate strategy it enabled Owls tone toattract another $2.3 million in investment.

    UK Design Council, Designing Demand Program,

    http://www.designingdemand.org.uk/case_studies/owlstone

    Owlstone, http://www.owlstonenanotech.com/site.php

    index < >

    http://www.designingdemand.org.uk/case_studies/owlstonehttp://www.owlstonenanotech.com/site.phphttp://www.owlstonenanotech.com/site.phphttp://www.designingdemand.org.uk/case_studies/owlstone
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    11 / The ID Advantage

    Figure 2. Design index ten year perormance (1995 2004) 43

    4000

    3500

    3000

    2500

    2000

    1500

    1000

    500

    1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

    Shares in design-led

    businesses haveoutperormed key stock

    market indices (FTSE

    100 and FTSE All-Share)

    b abut 200% over

    the past decade.

    Design Portolio

    Emerging Portolio

    FTSE 100

    FTSE All-Share

    IndexValue

    Year

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    12 / The ID Advantage

    0

    5

    10

    15

    20

    25

    30

    35

    40

    45

    1 1.5 2 2.5 3 3.5

    The same eect was ound in a seven year study o almost

    200 public manuacturing companies submitting lings to

    the US Securities and Exchange Commission. For every year

    o the study, companies with more eective industrial design

    outperormed their counterparts in stock market return.44

    More evidence can be ound among Finnish metal and

    manuacturing sector companies. There is a positive

    correlation between the design investment in companies and

    their P/E ratio (table 3).45

    Table 3. Design investment and P/E ratio in Finnish metal sector companies 46

    3.2.5 Other BenetsThe positive impact o industrial design can be ound in a

    number o other areas. These include:

    New Products:+ In a 2005 UK study, companies where

    design is integral to operations were twice as likely to

    have developed new products and services. Between 2002

    and 2005, 80% o these companies had developed a newproduct or service compared to a UK average o 40%.47

    Market Share:+ ID contributes to the creation o new

    markets and the increase o market share in existing ones.

    Design alert companies in UK were able to increase their

    market share by 6.3% through design.48

    Exports:+ Companies that invest in design have higher

    export rates than companies that do not. In Denmark

    companies that use design export 34% o their revenue on

    average while their counterparts export only 18%.49 50

    3.3 The ID Adatage ad Desig rthe Eirmet (DE)

    A critical advantage provided by industrial design is its

    ability to measure, validate and improve the environmental

    sustainability o a product. Sustainable product design or

    Design or the Environment (DE) has become one o the

    most important applications o design. DE can also improve

    perormance in areas that are not strictly related to the

    environment. The principles o DE will minimise materials,

    waste and energy in production and decrease the negative

    impact products can have to protect human health and the

    environment. These can be cost savers both in the short and

    long term.

    Rocia

    WrtsilKCI Konecranes Metso

    FiskarsPonsse

    Kone

    Rautaruukki

    OutokumpuRaute

    Nordic Aluminum

    Design Investment

    P/E

    Ratio

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    13 / The ID Advantage

    Sustainable design practices are particularly important to

    BC where we believe in a more environmentally conscious

    liestyle and are trying to capture market share on clean

    technology products. The purchasers and users o products

    and technology that serve a green purpose expect these

    products to be designed and developed using sustainable

    design standards.

    3.3.1 Drivers o DEThe growth o sustainable product design can be attributed

    to several actors. The most important is that customers

    have become more educated and have come to understand

    the impact o their decisions on the environment. It is these

    customers, whether they are corporate clients or consumers,

    who are driving suppliers to be more sustainable. Their

    expectations create a demand or change in how products

    and services are made and supplied. For example, Steelcase, alarge oce supply company, reports that nearly 85% o their

    client proposal requests have an environmental component

    today compared to just 40% two years ago.51 52 53

    Governments are also beginning to respond to this public

    demand. Up until now, there has been no Leadership in

    Energy and Environmental Design (LEED) type benchmark

    or green products. Although there have been some isolated

    programs that have a producer responsibility component,

    like beverage container or paint recycling programs, there

    have been no laws in North America that make producers

    nancially responsible or waste. That will begin to change

    with the European Union leading the way. Under the WEEE

    (Waste Electrical and Electronic Equipment) initiative producers

    are responsible or recovering and recycling electronic

    products. Similar EU directives on hazardous substances areorcing companies who wish to sell their products in Europe

    to improve their sustainability.

    Thus the designers are increasingly learning how to design

    more sustainable products and services. They are trying to

    educate their clients and consumers. Education institutions are

    in turn beginning to include sustainability as part o their core

    design curriculum. All o this is serving to make DE an ever

    more important aspect o design.

    3.3.2 DE Principles and MethodologiesDesign decisions made in product development aect the

    entire value chain and the environmental ootprint the

    product creates during its lie cycle. It is estimated that 70%

    to 90% o any given products ootprint can be addressed at

    the design stage.54

    Figure 3. Design decisions aect all parts o the value chain 55

    Raw MaterialsProduct

    ManuacturingDistribution

    & SalesUse

    Disposal& Recycling

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    14 / The ID Advantage

    SySTEM BoUnDARyInPUT oUTPUT

    Waterbornewastes

    Airbornewastes

    Solid wastes

    Otherenvironmentalreleases

    Useableproducts

    Energy

    Raw materials

    This does not just apply to consumer products but to all

    products rom wood pellets and hydrogen uelling stations to

    medical devices. The industrial design discipline uses several

    practical strategies and methodologies to ensure DE and

    minimal ootprint. The strategies include: 56

    selection o low-impact materials;+

    avoiding toxic or hazardous materials;+choosing cleaner production processes;+

    maximising energy and water eciencies;+

    designing or waste minimisation; and+

    designing or disassembly and reclamation.+

    The key methodologies or philosophies to ensure sustainable

    design include Lie Cycle Assessment (LCA), and Cradle to

    Cradle design.

    3.3.2.1 Lie Cycle Assessment (LCA)

    Lie Cycle Assessment has become a way o thinking which

    provides specic analysis tools. The objective is to gain insight

    into environmental impacts throughout the entire lie cycle

    o the product or service in order to reduce those impacts.

    It allows designers to link the environmental loads to a

    unctional unit o the product. The analysis encompasses the

    entire product lie cycle including:57

    upstream processes o the product+(raw materials, manuacturing, transport etc.);

    downstream processes (energy and materials+

    consumed by the product in use, re-use, recycling

    or disposal options); and

    inputs and outputs rom these processes.+

    There is an internationally agreed standard or LCA and

    it is documented in the International Organisation or

    Standardisation (ISO) 14000 series.

    Figure 4. Product system rom a lie cycle perspective

    58

    Raw materials acquisition

    Manuacturing, processing

    and ormulationDistribution andtransportation

    Use/re-use/maintenance

    Recycle

    Waste Management

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    15 / The ID Advantage

    3.3.2.2 Cradle to Cradle

    To eliminate the concept of waste means to design

    things products, packaging, and systems

    from the very beginning on the understanding that

    waste does not exist. McDonough and Braungart (2002, p. 104)

    Cradle to Cradle is a philosophy developed primarily by

    architect William McDonough and scientist Michael Braungart,

    who co-wrote the 2002 book Cradle to Cradle: Remaking the

    Way We Make Things.59 60 61 62 63 They believe the principle o

    Reduce, reuse, recycle is fawed because it only minimises the

    damage. Cradle to Cradle would instead create production

    techniques, buildings and even communities that are

    essentially waste ree. The waste rom one area is ood or a

    resource or another area or process. These inputs and

    outputs o a system are seen either as technical or biological

    nutrients. To ensure these can be completely recycled and

    reused, products must be designed or disassembly, so the

    materials can be easily separated.

    From a health and environment perspective the benets o

    Cradle to Cradle are obvious. It reduces exposure to toxins,

    improves air and water quality and conserves resources.

    There are also benets rom a corporate perspective. Cradleto Cradle provides a healthier and cleaner environment or

    employees and includes a number o economic benets as

    well. Cradle to Cradle projects that prove economic success

    and sustainability can co-exist have been conducted by

    companies such as Ford, Nike and BASF.64

    International Case Study: Design or Environment

    Steecase *

    Steelcase, a global leader in the ofce urniture industry, designs and manuacturesarchitecture, urniture and technology products. In an industry with such mature marketsSteelcase needed to nd new areas o growth. At the same time, consumers were becoming

    more educated on sustainability as proposal requests with an environmental component roserom 40% to 85% over a two year period. Along with this consumer demand, inormation romthe US Environmental Protection Agency indicated that three million tons o ofce urniture isdeposited in landlls each year, and that many o the components are toxic. Steelcase decidedto design a new environmental product.

    Steelcase spent three years in the development stage working collaboratively with WilliamMcDonough, one o the originators o the Cradle to Cradle methodology, and with the Instituteor Product Development in Denmark, an organisation with expertise in Lie Cycle Assessment.The net result was the THINK Chair, which Steelcase bills as having both a brain and aconscience. The Think chair thinks or the user, anticipating user needs and reacting to them

    by automatically adjusting itsel, moving with the body and providing support in proportion tobody weight.

    The Think chair also conorms to the highest environmental standards. It is comprised o up to44% recycled content, is 99% recyclable by weight and can be disassembled or recycling in veminutes with common hand tools.

    t Id a: The Think Chair has been a hot seller with the green certication being apowerul sales tool, particularly in Europe. The Think chair was the rst ofce urniture productto receive McDonough Braungart Design Chemistrys (MBDC) new Cradle to Cradle ProductCertication (gold). Steelcase has also gained other positive attention, including the prestigious

    gold IDEA design award.

    Nahikian, A. (July 2007), Cradle to Cradle: An Environmental Evolution, Environmental Design and

    Construction Magazine. http://www.steelcase.com/na/ourcompany.aspx?=25852

    Steelcase, http://www.steelcase.com/na/environmental_think_products.aspx?=11845&c=17820

    * Scott, S. (May 2006), Taking Landfll Out o the Loop, Azure Magazine, p.82-86

    index < >

    http://%20http//www.steelcase.com/na/ourcompany.aspx?f=25852http://www.steelcase.com/na/environmental_think_products.aspx?f=11845&c=17820http://www.steelcase.com/na/environmental_think_products.aspx?f=11845&c=17820http://%20http//www.steelcase.com/na/ourcompany.aspx?f=25852
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    16 / The ID Advantage

    Cradle to Cradle certication was launched in 2007. To certiy

    a product, companies must take responsibility or ensuring

    their products are entirely re-usable, as opposed to just

    ensuring sae disposal as in many o the Lie Cycle Assessment

    based concepts. It includes a materials assessment, as well

    as measures o other sustainability criteria including energy

    use, water stewardship, and recyclability. There are almost

    50 companies (as o June 2008) which have had a total o 139products certied. These include Herman Miller, PolyVision

    Corporation, Steelcase, and the United States

    Postal Service.65

    index < >

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    17 / Managing the ID Advantage

    4.0 managIng the Id advantage

    One o the challenges or companies unamiliar with design is

    determining how much to invest and how to integrate design

    into their processes. These issues are intertwined as the

    amount a company invests will vary based on the companys

    competitive strategy, the level o ID integration, and whether

    design is in-house or outsourced to external consultancies.Consequently, how a company invests in ID and incorporates it

    into the product, process and strategy development is just as

    important as the amount that is invested.

    4.1 Aua Iestmet i ID

    Studies done around the world suggest that companies in

    general invest less than 1% o their net sales and 5%-20% o all

    their innovation related costs in ID per year. A survey among

    Finnish manuacturing companies indicated that the design

    costs were low compared to total R&D costs. On average they

    accounted or about 0.3% o net sales and only 12% o the R&D

    expenditure. Even in companies that apply design regularly

    the mean expenditure constituted only 0.5% o the net sales

    and 16% o the R&D expenditure. Some o this cost was

    internal as the share o the external design services was about

    76% o the total costs.66

    In the UK, the 2001 Innovation Survey measured design

    investment dierently.67

    It measured innovation relatedexpenditures and determined that o all the innovation related

    expenditures companies spent 8% on design and 37% on R&D.

    Table 4 presents the expenditure to design in dierent sectors.

    Table 4. Distribution o expenditures on innovation amongst UK frms

    with innovative activities68

    IntramuralR&D

    AcquiredR&D

    AcquiredM&E

    Acquiredknowledge

    Design

    Training

    Marketing

    Low techmanuacturing

    10% 2% 66% 2% 4% 2% 14%

    Medium low techmanuacturing

    18% 2% 65% 4% 6% 2% 3%

    Medium high techmanuacturing

    46% 3% 19% 3% 21% 4% 3%

    High techmanuacturing

    64% 6% 11% 4% 7% 1% 8%

    Manuacturing 39% 5% 30% 6% 9% 2% 8%

    Extraction, utilities,recycling

    13% 3% 77% 2% 3% 1% 1%

    Construction 4% 0% 69% 5% 14% 5% 2%

    Technical Services 68% 14% 7% 5% 4% 1% 0%

    Inormation techservices

    13% 2% 36% 21% 12% 4% 13%

    Financial services 3% 1% 64% 18% 4% 2% 8%

    Business services 14% 0% 48% 17% 11% 5% 6%

    Transport & storage 6% 0% 77% 6% 3% 4% 4%

    Wholesales 12% 7% 17% 7% 4% 1% 52%Services 31% 7% 31% 12% 6% 2% 11%

    A respdets 37% 5% 30% 8% 8% 2% 9%

    Intra-mural expenditures are all expenditures or R&D (Research & Development) perormed within the unit

    index < >

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    18 / Managing the ID Advantage

    Companies most oten acquire design externally rom

    design consultancies and subcontractors. About 90% o

    Finnish manuacturing rms using design acquire ID services

    externally while 40% o all Danish companies do so. In the UK

    one in ve businesses commissions external agencies.69 70 71

    Even so, internal design investment is also important,

    especially or larger companies. Almost 30% o Finnish

    manuacturing companies have in-house designers and the

    average number o designers is six.72 The percentage is

    the same among UK companies and they typically employ

    between two and our people.73 Some 25% have dedicated

    design departments with larger companies the most likely

    to have one (almost 50%). Companies tend to apply design,

    not just ID, to areas o their businesses that are consumer

    or client acing and are less likely to use it to improve

    operations internally.74

    Table 5. Hiring designers in UK companies75

    The return on design investment was reasonably swit. A study

    among UK SMEs in the manuacturing sector showed that the

    average payback time or design projects was 15 months rom

    the product launch.76 Some 48% o the implemented projects

    recovered total costs within a year or less ater the market

    launch. Almost 90% o the projects achieved payback within

    three years. Perhaps because o this low risk and high return,

    investment in design is on the rise. Studies in Europe andAsia all indicate that companies are increasing expenditures

    on design.

    4.2 Maagig the Risk

    The risk associated with investing in design is minimal and the

    key contributors to ailure are controllable. A study 77 among

    UK SMEs in the manuacturing sector showed that almost 90%

    o the design projects that were launched repaid their total

    project investments and made prot. When projects ailed,the average losses were relatively low because most ailures

    occurred prior to the start o production.

    ID ailures are oten attributable to a lack o suitable design

    management skills in the company. This can result in vague

    objectives, lack o integration with company processes, and an

    attention to styling as opposed to a desire or genuine product

    improvement. Inexperience can also lead to challenges when

    interacting with a design consultant. An inadequate brieng,

    ailure to maintain regular contact and poor consultantselection processes can all lead to aulty work and poor

    design quality.78 79

    We employ designers internally

    Hirig Desigers

    34%

    We have a dedicated design department

    We hire external design consultants

    We dont have any design activity

    25%

    19%

    45%

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    19 / Managing the ID Advantage

    Global companies that use design successully have

    ound the ollowing activities minimise the risks

    associated with design: 80

    Maximise senior management support or design;+

    Ensure strong, visible leadership o the design unction;+

    Foster a corporate culture that values design;+

    Integrate design activities as tightly as possible with wider+

    business processes;

    Equip designers with broad, business relevant skills+

    beyond their core unctional capabilities;

    Develop and use design tools and techniques; and+

    Promote ormal but fexible control o the design process.+

    4.3 Maagig ID r Success

    As highlighted in the data, how a company organises and

    integrates ID into its processes can infuence its impact.

    Companies oten start designing in an unplanned way. Beore

    a company starts to buy external design services, the design

    is oten internal and conducted by sta who are not design

    proessionals. Once a company engages with external design

    proessionals it gains condence and an understanding o

    design tasks. The projects with design consulting companies

    help to improve the internal attitude towards design and teach

    the company design management skills, particularly how

    to brie and manage proessional designers.81 82 The Danish

    Design Centre developed a design ladder which illustrates

    this process o design integration by breaking it out into our

    dierent levels. They range rom the incidental to the highly

    strategic.83

    Step 1+ : Design as unplanned activity: Design is an

    inconspicuous part o product development and

    perormed by members o sta, who are not design

    proessionals. Design solutions are based on the

    perception o unctionality and aesthetics shared by the

    people involved. The point o view o the end user is rarely

    considered.

    Step 2+ : Design as styling: Design is perceived as a nalaesthetic nish o a product. In some cases, proessional

    designers may perorm the task, but generally other

    proessions are involved.

    Step 3+ : Design as process: Design is not a nite part

    o a process but a work method adopted very early in

    product development. The design solution is adapted

    to the task, ocused on the end-user and requires a

    multidisciplinary approach. It involves process technicians,

    engineers, material technologists, marketing and

    organisational people.

    Step 4+ : Design as innovation: The designer collaborates

    with the company leadership to adopt an innovative

    approach to all or substantial parts o the business

    oundation. The design process is an important element

    in combination with the company vision and uture role in

    the value chain.

    Studies indicate that the urther up the design ladder a

    company resides, the more successul it becomes compared to

    competitors. For example, Swedish companies on the higheststep had average revenue growth o 9.0% while those who

    used ID just or styling grew at only 6.5%.84 As noted earlier

    however, management o design is an important actor in its

    success.85 86 So i the design ladder is melded with a modern

    understanding o successul management approaches then

    IDs contribution to success can be more clearly understood. 87

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    21 / The ID Advantage for BC

    5.0 the Id advantage for bc

    5.1 Status ID i BC

    Industry in BC has not traditionally taken advantage

    o ID.8990 From a historical perspective, BCs economy

    has been driven by the resource based industries with little

    use o ID. Manuacturing here has also tended to be driven

    more by engineering than by ID and this has carried over to

    the technology sector. In part this is because the sector is still

    immature by global standards and ID usage increases as a

    sector matures. The net result is that ID investment in BC has

    been quite small. The PTC believes that this is ripe or change

    and that companies in BC can benet rom the ID advantage.

    BC has some strong assets to build the ID advantage.

    One is the Emily Carr University o Art and Design (ECUAD).

    Its programs oer both a BA and an MA in industrial designand produce about 30 ID graduates per year. BC also hosts a

    Design Research Canada network at SFU, which links design

    researchers to industry. Data also shows that BC has a strong

    creative class o which ID proessionals, represented

    by the BC Industrial Design Association (BCID), are an

    integral part.91 92

    5.2 Ptetia r ID i BC

    BCs potential in this area is demonstrated by some o the

    early success stories among BC companies using ID and

    working with the BC design service sector. These companies

    are mainly in the outdoor equipment, transportation, lighting,

    advanced manuacturing, and high technology sectors.

    There are other BC sectors that could make better use o the

    ID advantage. There are three in particular that the PTC

    has identied.

    The rst is the broad technology sector. ID usage has been low

    here, in part, because BC technology companies themselves

    tend to be quite small. Although there are nearly 10,000

    companies employing almost 75,000 people, less than 40

    o these companies employ over 200 people in BC.93 94

    Because these companies are smaller and the sector relatively

    immature there is low awareness o the ID advantage.

    Resources are precious or these smaller companies, so a lowawareness o the ID advantage leads to these resources being

    dedicated elsewhere. Case studies included in this report

    however, indicate that it is some o these smaller technology

    companies that can reap the greatest benets rom the

    ID advantage.

    Another BC sector with strong design potential is the

    development o clean technologies and their associated

    products. BCs strength here lies not only in its growing

    industry base but in an interest in applying both Lie Cycle

    Assessment and Cradle to Cradle design. One o the most

    recognised curricula or teaching these principles is the Okala

    Design Guide co-developed by one o the ID aculty members

    at ECUAD. The guide is endorsed by IDSA and the material is

    used by over 60 design schools in North America.95

    Finally, ID can be key to the transormation o our traditional

    resource based industries. Mining and orestry remain critical

    components o BCs economy. This is true or the regional

    economies but also in the urban centres where, although

    their impact is less visible, they remain the most importanteconomic driver. Furthermore, contrary to the traditional

    view o the lumberjack with an axe or a miner with a pick,

    technology and hence design play critical roles in these

    traditional industries.

    These industries are acing challenging times however, and

    design will play an important role in addressing current

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    22 / The ID Advantage for BC

    and emerging issues. This is particularly true or BCs wood

    products sector as the orest is transormed by the impact

    o the pine beetle. The orest and wood products industries

    must develop new products and practices, and look to the

    uture. Key competitors in the wood markets in Scandinavia,

    New Zealand and the USA have all recognised the need to

    apply design to the wood industries and are investing in

    programs.96

    Looking again to our case studies we can see thatthese sectors are among the most important opportunities

    or the application o ID in British Columbia. Fortunately, BC

    has FPInnovations, Canadas Wood Products Research Institute,

    which is working to increase the awareness and use o design

    in the orest sector.

    5.3 Where t G i BC

    Companies who wish to learn more about ID or how to apply it

    to their operations can look to the British Columbia IndustrialDesign Association (BCID) , or the Association o Canadian

    Industrial Designers (ACID).

    BCID is a non-prot organisation registered under the

    Societies Act, and represents Industrial Designers working in

    British Columbia and all Canadian provinces west o Ontario.

    The BCID is a Corporate Member o ACID. Other Corporate

    Members o ACID include the Association o Chartered

    Industrial Designers o Ontario [ACID-O] and the lAssociation

    des Designers Industriels du Qubec [ADIQ]. As a membero ACID, BCID is also a member o the International Council

    o Societies o Industrial Design [ICSID], a partner o the

    International Design Alliance [IDA]. The BCID currently has

    30 proessional members.

    International Case Study: Forest Product Development

    uPm ak

    UPM is one o the worlds leading orest products groups. UPMs main products includeprinting papers, label materials and wood products. They had developed a new materialcalled UPM ProFi which is manuactured rom surplus materials, primarily paper and

    plastic, let over rom t heir sel-adhesive label production. Because they needed creativeproduct ideas and demonstration op portunities UPM contacted Artek, one o Finlandsbest known product design companies.

    The resulting product was UPM ProFi wood plastic deck. It is a recyclable hi-tech productthat can be treated as wood and combines the best characteristics o wood bres andplastic. The rigid sur ace o the deck can endure hard blows and mechanical erosion. Itis easy to install and does not need any specic chemicals or surace treatment. As ademonstration project, UPM and Artek collaborated with Japanese architect Shigeru Banto create the Space o Silence, a pavilion built entirely o UPM ProFi and decorated with

    Arteks 2nd Cycle urnishings. The pavilion was rst p resented at Salone Internationaledel Mobile in Milan, Italy in April 2007.

    t Id a: The UPM ProFi Deck patio concept has been well received.Production began in Lahti, Finland, and has been expanded to meet increasing demandrom central Europe with the construction o a new mill in Germany. The UPM ProFiproduct has won a clean technology award. The pavilion itsel has also been a success.It has been displayed at several design shows and will be auctioned o in the Important20th Century Design auction by Sothebys auction house. The selling price is expected toexceed $800,000.

    UPM Kymmene, http://w3.upm-kymmene.com/

    Artek, www.artek.f/en/index.html

    index < >

    http://www.bcid.com/http://www.bcid.com/http://www.bcid.com/http://www.designcanada.org/http://www.designcanada.org/http://www.designcanada.org/http://w3.upm-kymmene.com/http://www.artek.fi/en/index.htmlhttp://www.artek.fi/en/index.htmlhttp://w3.upm-kymmene.com/http://www.designcanada.org/http://www.designcanada.org/http://www.bcid.com/http://www.bcid.com/
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    23 / The ID Advantage for BC

    British Columbia Industrial Designers Association [BCID]

    PO Box 33943

    Vancouver, BC Canada V6J 4L7

    www.bcid.com

    Association o Canadian Industrial Designers [ACID]

    www.designcanada.org

    index < >

    http://www.bcid.com/http://www.designcanada.org/http://www.designcanada.org/http://www.bcid.com/
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    24 / BC Case Studies the ID Advantage in Action

    6.0 bc case studIes the Id advantage In actIon

    ID has already been successul in BC. This handul o

    case studies is by no means comprehensive but clearly

    demonstrates how companies in our own jurisdiction have

    used the ID advantage. Their success proves out what studies

    rom other jurisdictions have shown. There is an inherent

    advantage to ID and that advantage is as applicable here asanywhere else.

    We would like to thank British Columbia Industrial Design

    Association (BCID) and the companies listed below or their

    help in creating these case studies.

    6.1 Agstrm Pwer

    The Challenge:Angstrom Power is a North Vancouver based technology

    innovator engaged in the development and commercialisation

    o micro uel cell technology or tomorrows multi-

    purpose hand-held electronics. Angstrom needed to clearly

    demonstrate both to industry partners and to the public

    that their uel cell technology is not only usable but market

    ready. They had developed a number o unctioning uel cell

    demonstration products but had two challenges they needed

    to address through ID. Firstly, rom an aesthetical perspective

    these products were more suited or the research environmentthan the living room. Secondly, the products also needed to

    be produced in very low quantities, so traditional high volume

    manuacturing methods were not appropriate.

    The Approach:Angstrom worked with Vancouver based ID rm Tangram

    Design, who created concepts that embodied the look, eel,

    and interace o an already established product. These

    concepts enabled the company to reinorce that this was a

    mature, proven technology to its consumers. In particular,

    Tangram worked with Angstrom to develop a consistent

    product semantic or eatures such as air vents, stand-by

    modes and items specic to uel cell devices that did not have

    established orms in other handheld applications.

    Concepts were initially produced virtually, allowing Angstrom

    to use photo-realistic renderings in presentations and on their

    website well in advance o producing physical components.

    Designs intended or prototype manuacturing leveraged low

    volume while rapid-manuacturing technologies such as CNC

    machining, stereolithography, and RTV tooling produced small

    numbers o parts quickly and cost eectively.

    Benets o the ID Advantage:Angstrom has used industrial design not only to develop

    successul demonstration products but has also embraced

    design as a strategic business tool. Angstrom and Tangram

    have collaborated on a number o conceptual projects that

    have allowed them to rapidly explore uture paradigms and

    assist potential hardware partners in envisioning Angstroms

    technology integrated into their commercial products.

    In November 2007, Angstroms metal hydride-based uel cell

    systems were approved or both passenger cabin and cargo

    provisions by the International Civil Aviation Organisation

    (ICAO), enabling global mobility o its devices. By being able

    to demonstrate its technology to regulatory and certication

    bodies, Angstrom has garnered approvals, which will permit

    index < >

    http://www.angstrompower.com/http://www.tangramdesign.com/http://www.tangramdesign.com/http://www.tangramdesign.com/http://www.tangramdesign.com/http://www.angstrompower.com/
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    25 / BC Case Studies the ID Advantage in Action

    consumers to carry saety-certied devices with them on-

    board commercial aircrat, eective January 1, 2009.

    Measuring Success:Originally ounded in 2001, Angstrom has grown to 50

    employees at its North Vancouver research and production

    acility. In September o 2006 Angstrom closed its most recent

    round o private equity nancing with a US $18 million round

    led by VantagePoint Venture Partners, who joined Angstroms

    existing investor consortium that includes Ventures West,

    GrowthWorks Capital, Chrysalix Energy, OPG Ventures, and

    Aret Corporation.

    Angstrom G2 Micro Hydrogen Charger

    Angstrom A2 Fuel Cell Flashlight

    index < >

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    6.2 Greeight Iati

    The Challenge:Greenlight Innovation is a leading global supplier o testing

    and diagnostic equipment to the uel cell industry, with the

    largest installed base in the world. Greenlight Innovations

    current product line includes test stations or uel cell stacks,components, uel reormers, electrolysers and uel cell

    systems. In 2003 Greenlight had a goal o producing a clean,

    visually distinctive branded product platorm with modular

    and standardised eatures to minimise costs and maximise

    returns. The in-house Greenlight marketing department

    championed using industrial design at an early stage o the

    product development cycle.

    The Approach:Greenlight worked with local Unique Industrial Design

    Inc. [UNIQUE:ID] which aligned business and marketing

    objectives and worked closely with the in-house mechanical

    and electrical engineering teams o Greenlight and Pacic

    Design Engineering [PDE]. Unique: IDs intent was to create

    an end to end design plan which consolidated the makeup o

    components with the look and eel o the product.

    Benets o the ID Advantage:The design settled on cost eective linear materials that not

    only improved the look o the old unit but reduced assembly

    time. The human user interace, sheet metal, vinyl graphic

    and component design standards which were set in the initial

    G500 program were modular in design. This enabled the team

    to quickly and eciently design three more machines in three

    months. According to Greenlight: This design work gave us

    the frst uel cell test station in the marketplace that had an

    appearance o a refned product rather than a lab prototype

    bolted together in an aluminium extrusion rame, this clearly

    dierentiated us as the industry leader.

    Measuring Success:The visually distinctive look became standardised across the

    brand. This allowed or improved design cycle times, shorter

    product lead times and improved perormance. There was an

    overall cost reduction o 25 30%.

    Greenlight Innovation G50, G100 and G500

    G500 design process Greenlight Innovation G700

    index < >

    http://www.greenlightinnovation.com/http://www.uniqueindustrialdesign.com/http://www.uniqueindustrialdesign.com/http://www.uniqueindustrialdesign.com/http://www.uniqueindustrialdesign.com/http://www.greenlightinnovation.com/
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    6.3 StemCe Techgies

    The Challenge:StemCell Technologies is a lie sciences company dedicated

    to providing a range o products that support innovative

    research in hematology, immunology, cancer research,

    developmental biology, and many other areas o lie scienceresearch. Their desire was to increase the durability o the

    surace coatings on test equipment used in laboratories.

    The Approach:For this more project specic challenge, StemCell

    approached industrial design company Form3 based in

    Vancouver. Form3 reviewed the use o the equipment with

    the client and proposed various options to address the

    problem. Preliminary testing o the solutions as well asabrication estimates provided a comparison o the easibility

    o each option. Prototypes were provided to the client or

    eld testing. Specication drawings were generated or

    manuacturing control.

    Benets o the ID Advantage:Form3s design approach looked beyond merely developing a

    new equipment coating. Instead, Form3 proposed repackaging

    simplied internal components in an aluminium housing withminimal seams and replacing the cast aluminium stands with

    parts having smoother nishes. The new products are CNC

    machined, which provides the necessary levels o quality,

    durability and precision. The parts are then anodised. This

    process produces a highly durable nish with attractive

    colours which helps distinguish the dierent models within

    the product amilies. Graphic inormation is laser etched into

    the suraces to avoid any use o adhesives required previously

    or labels. The new abrication strategy led to an overall cost

    reduction o approximately 40% or the equipment.

    Measuring Success:The industrial design o the equipment provided a more

    unctional and attractive product at a reduced manuacturing

    cost. Based on the success o this initial project, StemCell

    engaged Form3 to work with them on design issues or other

    StemCell products. The equipment resulting rom the initial

    project is still in use and available or sale by StemCell ater

    nearly 10 years.

    index < >

    http://www.stemcell.com/http://www.form3.com/http://www.form3.com/http://www.stemcell.com/
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    28 / BC Case Studies the ID Advantage in Action

    StemCell Technologies Red Housing and stand in context with la boratory equipment

    Beore and ater comparisono the housing design

    Early concepts exploring aesthetic eaturesand options or manuacture

    Family o housings and stands

    A smaller hand-held housingwas developed to address

    additional markets

    index < >

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    6.4 Xatrex

    Xantrex is a world leader in advanced power electronics,

    enabling delivery o electricity anytime anywhere. It ocuses

    on the renewable, mobile and programmable markets. With

    a number o products, more than 800 employees and 2007

    revenues o over $230 million Xantrex makes airly extensive

    use o ID including the ollowing two case studies.

    6.4.1 Xantrex GT3

    The Challenge:Xantrex was developing the GT3, a new Grid-Tie inverter. They

    wanted a high quality appearance consistent with new Xantrex

    product designs. At the same time they wanted unctionality

    including ease o assembly, installation, operation and

    maintenance while adhering to constraints such as heatdissipation, outdoor environment, and component integration.

    The Approach:Key Xantrex personnel met with Form3, a BC ID rm, to

    properly identiy relevant parameters. Form3 also discussed

    preliminary ideas rom a variety o perspectives. Functional

    conguration options or the system were illustrated and

    evaluated in terms o overall unctional benets and costs.

    Renderings and visual mock-ups o preerred directions wereevaluated to conrm positive responses to the appearance and

    usability. Form3 worked with the development team at Xantrex

    to ensure the design intent was carried through by addressing

    specic problems and challenges.

    Benets o the ID Advantage:Production quantities or this type o product restrict

    options or the housing design, which oten result in amiliar

    utilitarian appearances. The industrial design proposal

    considered suitable manuacturing processes and materials

    while arranging the components in a manner which not only

    respected unctional constraints but provided a unique, and

    stylish overall appearance. The heat sink shape is enhanced

    with a convex prole. The extrusions used on the outer

    rame provide structure, visual and physical alignment.

    The installation process is simplied without resorting to

    highly visible brackets and asteners. Access to critical

    components such as disconnect switches is addressed without

    compromising the overall clean appearance, or ability to

    operate over many years in an outdoor environment.

    Measuring Success:The industrial design o the GT3 has contributed to

    the establishment o the GT3 as a world market leader.

    Since product launch in early 2004 there have been over

    40,000 units sold in NA, the EU, and Asia, exceeding all

    initial expectations. The same chassis was fexible

    enough to support the growth o the GT series amily

    rom the initial single model to over 10 models covering

    a variety o power levels.

    index < >

    http://www.xantrex.com/http://www.form3.com/http://www.form3.com/http://www.xantrex.com/
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    Xantrex GT3

    An exploded diagram used to discusspossible assembly strategies

    Xantrex GT3

    A collection o sketches and computerimages used to explore aesthetic and

    confguration options

    Xantrex GT3

    index < >

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    6.4.2 Xantrex Powerpacks

    The Challenge:Xantrex sought to develop a new line o consumer oriented

    portable power products. The intent was to dierentiate

    rom the competition and access new markets with a distinct

    departure rom the traditional appearance o inverters, andto establish a look and eel or a new category o products.

    By partnering with an industrial design rm with consumer

    product experience, Xantrex sought to target its industrial,

    commercial and automotive product categories to a mass

    consumer audience.

    The ApproachXantrex worked with Form3 to address this challenge.

    The designers began by conducting a review o competitorproducts and trends in other consumer product categories.

    This allowed or an appropriate direction to be set.

    Brainstorming sessions led to a range o conguration and

    stylistic options that were illustrated or the purpose o

    evaluation by marketing and engineering representatives.

    Once the design was chosen, the specic details were

    resolved to ensure visual qualities were carried through to

    nal manuacturing.

    Benets o the ID Advantage

    Powerpack series:

    The re-conguration o internal component positioning

    provided opportunities to lower the center o gravity and

    make the product more stable, increasing its consumer market

    appeal. Other external eatures like the fashlight and air

    compressor hose were integrated in a more attractive manner,and the central display o the AC power outlets established

    the product as a portable power source rather than just an

    automotive accessory.

    Pocket inverter (Powersource mini) series:

    By reordering internal components and rening the connector

    areas, the apparent thickness o the housings was minimised,

    creating a sleek and attractive product. In addition, smooth

    streamlined outer shapes replaced the exterior extruded

    aluminium ribs typical o products in this market. Ventilation

    eatures were enhanced by shapes which are more evocative

    o a power product.

    Measuring Success:Xantrex has become the market leader in the powerpack

    category, and has shipped over hal a million units. The

    re-designed pocket inverters have revitalised the inverter

    category and have allowed Xantrex to exceed its sales orecast

    by 30% in 2 years.

    index < >

    http://www.xantrex.com/http://www.form3.com/http://www.form3.com/http://www.xantrex.com/
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    Xantrex Powerpack productCAD images o some earlyconfgurations along witha cross section o thechosen direction

    CAD images o showingsome early aesthetic

    options or thePowerSource 100. Anappearance model is

    shown on rightCAD rendering o the smaller

    PowerSource Mini

    Xantrex Pocket Powerpack

    index < >

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    33 / References

    7.0 references

    IDSA (Industrial Designers Society o America), ID Dened.1

    www.idsa.org/absolutenm/templates/?a=89w&z=23

    UK Design Council (2007), The Value o Design Fact nder report2

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 11-17.

    Hertenstein, J., Platt, B. and Veryzer, R. (2005), The Impact o Industrial Design3

    Efectiveness on Corporate Financial Perormance, Product Innovation Management,

    22:321, p. 5-7, 17.

    Lindstrm, M. and Pajarinen, M. (2006) Keskusteluaiheita Discussion papers No.4

    1017 The Use O Design In Finnish Manuacturing Firms, p. 5-7, 14-17.

    Kotler, p. and Rath, A. (1984), Design: A power ul but neglected strategic tool, Journal5

    o Business Strategy (pre-1986), Fall 1984, p. 16.

    Borja de Mozota, B. (2006), The Four Powers o Design: A Value Model in Design6

    Management, Design Management Review, Spring 2006, p. 44 -53.

    Cho, D, (2004), Design, Economic Development, and National Policy: Lessons rom7

    Korea, Design Management Review, Fall, p. 15.

    UK Design Council (2007), Eleven Lessons: Managing design in eleven global brands,8

    www.designcouncil.org.uk

    Business Week, (August 2004), T he Global Brand Scoreboard, 2004,9

    http://www.businessweek.com/pds/2004/0431_brands.pd

    1Walker, R. (November 2003), The Guts o a New Machine,10http://query.nytimes.com/gst/ullpage.html?res=9C02E7D8113BF933A05752C1A9659C8B

    63&sec=&spon=&pagewanted=print

    UK Design Council (2007), The Value o Design Fact nder report11

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 34.

    Brown, T. (2008), Design Thinking, Harvard Business Review, June 2008, p. 85-92.12

    UK Design Council (2007), Eleven Lessons: Managing design in eleven global brands,13

    www.designcouncil.org.uk

    UK Design Council (2007), Eleven Lessons: Managing design in eleven global brands,14

    www.designcouncil.org.uk

    Hertenstein, J., Platt, B. and Veryzer, R. (2005), The Impact o Industrial Design15

    Efectiveness on Corporate Financial Perormance, Product Innovation Management,

    22:321, p. 18-19.

    Borja de Mozota, B. (2006), The Four Powers o Design: A Value Model in Design16

    Management, Design Management Review, Spring 2006, p. 44-53.

    UK Design Council (2007), Eleven Lessons: Managing design in eleven global brands,17

    www.designcouncil.org.uk

    UK Design Council (2007), Eleven Lessons: Managing design in eleven global brands,18

    www.designcouncil.org.uk

    UK Design Council (2004), The impact o design on stock market per ormance 19 An analysis o UK quoted companies 1994 -2003.

    UK Design Council (2007), Design in Britain 2005-06, p. 7.20

    UK Design Council (2007), The Value o Design Fact nder report21

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 23-34.

    Lindstrm, M. and Pajarinen, M. (2006) Keskusteluaiheita Discussion papers No.22

    1017 The Use O Design In Finnish Manuacturing Firms, p. 5-7, 14-17.

    Hertenstein, J., Platt, B. and Veryzer, R. (2005), The Impact o Industrial Design23

    Efectiveness on Corporate Financial Perormance, Product Innovation Management,22:321, p. 18-19.

    Hertenstein, J., Platt, B. and Veryzer, R. (2005), The Impact o Industrial Design24

    Efectiveness on Corporate Financial Perormance, Product Innovation Management,

    22:321, p. 6.

    index < >

    http://www.idsa.org/absolutenm/templates/?a=89&z=23http://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://www.designcouncil.org.uk/http://www.businessweek.com/pdfs/2004/0431_brands.pdfhttp://query.nytimes.com/gst/fullpage.html?res=9C02E7D8113BF933A05752C1A9659C8B63&sec=&spon=&pagewanted=printhttp://query.nytimes.com/gst/fullpage.html?res=9C02E7D8113BF933A05752C1A9659C8B63&sec=&spon=&pagewanted=printhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://www.designcouncil.org.uk/http://www.designcouncil.org.uk/http://www.designcouncil.org.uk/http://www.designcouncil.org.uk/http://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://www.designcouncil.org.uk/http://www.designcouncil.org.uk/http://www.designcouncil.org.uk/http://www.designcouncil.org.uk/http://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://query.nytimes.com/gst/fullpage.html?res=9C02E7D8113BF933A05752C1A9659C8B63&sec=&spon=&pagewanted=printhttp://query.nytimes.com/gst/fullpage.html?res=9C02E7D8113BF933A05752C1A9659C8B63&sec=&spon=&pagewanted=printhttp://www.businessweek.com/pdfs/2004/0431_brands.pdfhttp://www.designcouncil.org.uk/http://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://www.idsa.org/absolutenm/templates/?a=89&z=23
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    34 / References

    Lockwood, T. (2007), Design value: A ramework or measurement, Design25

    Management Review, Fall 2007, p. 90-97.

    UK Design Council (2007), The Value o Design Fact nder report26

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 11-17.

    UK Design Council (2007), The Value o Design Fact nder report27

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 12.

    UK Design Council (2004), The impact o design on stock market per ormance 28

    An analysis o UK quoted companies 1994 -2003.

    UK Design Council (2007), Design in Britain 2005-06, p. 11-17.29

    Nyberg, M. and Lindstrm, M. (2005), Muotoilun Taloudelliset Vaikutukset, ETL A,30

    Discussion papers No. 982, p. 15-18.

    Ramlau, U. and Melander, C. (2004), In Denmark, design tops the agenda, Design31

    Management Review, all 2004.

    National Agency or Enterprise and Housing, Denmark (September 2003), The Economic32Efects o Design, www.ebst.dk/le/1924/the_economic_efects_o_designn.pd, p. 3-4.

    National Agency or Enterprise and Housing, Denmark (September 2003), The Economic33

    Efects o Design, www.ebst.dk/le/1924/the_economic_efects_o_designn.pd, p. 19.

    National Agency or Enterprise and Housing, Denmark (September 2003), The Economic34

    Efects o Design, www.ebst.dk/le/1924/the_economic_efects_o_designn.pd,

    p. 3-4, 19, 31.

    Hertenstein, J., Platt, B. and Veryzer, R. (2005), The Impact o Industrial Design35

    Efectiveness on Corporate Financial Perormance, Product Innovation Management,22:321, p. 5-7, 17.

    Salimaki, M. (2004), International Design Business Management IDBM course,36

    26D200, Helsinki School o Economics.

    Hertenstein, J., Platt, B. and Veryzer, R. (2005), The Impact o Industrial Design37

    Efectiveness on Corporate Financial Perormance, Product Innovation Management,

    22:321, p. 18-19.

    Design Council (2007), The Value o Design Fact nder report38

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 11-17.

    UK Design Council (2004), The impact o design on stock market perormance 39

    An analysis o UK quoted companies 1994 -2003.

    UK Design Council (2007), The Value o Design Fact nder report40

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 11-17.

    UK Design Council (2004), The impact o design on stock market perormance 41

    An analysis o UK quoted companies 1994 -2003.

    UK Design Council (2007), The Value o Design Fact nder report42

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 11-17.

    UK Design Council (2004), The impact o design on stock market perormance 43

    An analysis o UK quoted companies 1994 -2003, p.14.

    Hertenstein, J., Platt, B. and Veryzer, R. (2005), The Impact o Industrial Design44

    Efectiveness on Corporate Financial Perormance, Product Innovation Management,

    22:321, p. 5-7, 17.

    Nyberg, M. and Lindst rm, M. (2005), Muotoilun Taloudelliset Vaikutukset, ETL A,45

    Discussion papers No. 982, p. 15 -18.

    Nyberg, M. and Lindst rm, M. (2005), Muotoilun Taloudelliset Vaikutukset, ETL A,46

    Discussion papers No. 982, p. 20.

    UK Design Council (2007), Design in Britain 2005-06, p. 7.47

    UK Design Council (2007), The Value o Design Fact nder report48

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 11-17.

    National Agency or Enterprise and Housing, Denmark (September 2003), The Economic49

    Efects o Design, www.ebst.dk/le/1924/the_economic_efects_o_designn.pd, p. 3-4.

    index < >

    http://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://www.ebst.dk/file/1924/the_economic_effects_of_designn.pdfhttp://www.ebst.dk/file/1924/the_economic_effects_of_designn.pdfhttp://www.ebst.dk/file/1924/the_economic_effects_of_designn.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://www.ebst.dk/file/1924/the_economic_effects_of_designn.pdfhttp://www.ebst.dk/file/1924/the_economic_effects_of_designn.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://www.ebst.dk/file/1924/the_economic_effects_of_designn.pdfhttp://www.ebst.dk/file/1924/the_economic_effects_of_designn.pdfhttp://www.ebst.dk/file/1924/the_economic_effects_of_designn.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdfhttp://195.157.47.227:8080/design-council/pdf/TheValueOfDesignFactfinder.pdf
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    Nyberg, M. and Lindst rm, M. (2005), Muotoilun Taloudelliset Vaikutukset, ETL A,50

    Discussion papers No. 982, p. 8.

    Scott, S. (May 2006), Taking Landll Out o the Loop, Azure Magazine, p. 82-86.51

    Bhan, N. (August 2007), Ecodesign, Ecolabels and the Environment: How Europe is52

    redesigning our ootprint on earth, Core 77,

    www.core77.com/reactor/08.07_ecodesign.asp

    Steelcase,53

    http://www.steelcase.com/na/environmental_think_products.aspx?=11845&c=17820

    Bhan, N. (August 2007), Ecodesign, Ecolabels and the Environment: How Europe is54

    redesigning our ootprint on earth, Core 77,

    www.core77.com/reactor/08.07_ecodesign.asp.

    Developed based on Bhan, N. (August 2007), Ecodesign, Ecolabels and the55

    Environment: How Europe is redesigning our ootprint on ear th, Core 77,

    www.core77.com/reactor/08.07_ecodesign.asp.

    Lewi, H. and Gertsakis, J. (2001), Design + Environment a global guide to designing56

    greener goods, Greenlea Publishing, p. 41-60.

    Lewi, H. and Gertsakis, J. (2001), Design + Environment a global guide to designing57

    greener goods, Greenlea Publishing, p. 41-60.

    Lewi, H. and Gertsakis, J. (2001), Design + Environment a global guide to designing58

    greener goods, Greenlea Publishing, p. 42.

    McDonough, W. and Braungart, M. (2002), Cradle to Cradle Remaking the Way We59

    Make Things, North Point Press.

    MBDC,60 http://www.mbdc.com/c2c/

    Scott, S. (May 2006), Taking Landll Out o the Loop, Azure Magazine, p. 82-86.61

    Nahikian, A. (July 2007), Cradle to Cradle: An Environmental Evolution,62

    Environmental Design and Construction Magazine.

    http://www.steelcase.com/na/ourcompany.aspx?=25852

    MBDC,63 http://www.mcdonough.com/cradle_to_cradle.htm

    MBDC,64 http://www.mcdonough.com/cradle_to_cradle.htm

    MBDC,65 http://www.mbdc.com/c2c/

    Lindstrm, M. and Pajarinen, M. (2006) Keskusteluaiheita Discussion papers No.66

    1017 The Use O Design In Finnish Manuacturing Firms, p. 6-7, 14-17.

    Tether, B. (2005), Think Piece on the Role o Design in Business Perormance, ESRC67Centre or Research on Innovation and Competition (CRIC), University o Manchester,

    http://www.berr.gov.uk/les/le14796.pd, p. 25.

    Tether, B. (2005), Think Piece on the Role o Design in Business Perormance, ESRC68

    Centre or Research on Innovation and Competition (CRIC), University o Manchester,

    http://www.berr.gov.uk/les/le14796.pd, p. 25.

    UK Design Council (2007), The Value o Design Fact nder report69

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 23-34.

    Lindstrm, M. and Pajarinen, M. (2006) Keskusteluaiheita Discussion papers No.701017 The Use O Design In Finnish Manuacturing Firms, p. 6-7, 14-17.

    National Agency or Enterprise and Housing, Denmark (September 2003), The Economic71

    Efects o Design, www.ebst.dk/le/1924/the_economic_efects_o_designn.pd, p. 33.

    Lindstrm, M. and Pajarinen, M. (2006) Keskusteluaiheita Discussion papers No.72

    1017 The Use O Design In Finnish Manuacturing Firms, p. 5-7, 14-17.

    UK Design Council (2007), The Value o Design Fact nder report73

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 23-34.

    UK Design Council (2007), The Value o Design Fact nder report74

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 23-34.

    UK Design Council (2007), The Value o Design Fact nder report75

    http://195.157.47.227:8080/design-council/pd/TheValueODesignFactnder.pd, p. 29.

    index < >

    http://www.core77.