Du Fuzhou, president of the China Garment Association, once said: "Product innovation is the focus of innovation in China's garment industry. Only product innovation has become a widespread trend, and the industry can change the characteristics of quantitative growth, that is, the characteristics of extensive development."
In the past, companies often talked about competitiveness in two ways: first, best practice, and second, continuous innovation. Nowadays, these practices have become a constant item in business management. Differentiation and breakthrough innovation will be new demands for companies to pursue success.
How to differentiate and breakthrough innovation? The answer for SAP founders is to use the power of design.
"The world's most innovative company is also the most successful company." This is not a surprising argument. If you look at Apple's performance, you know that Apple's profit growth is 750% of its peers and its stock price performance is better than its peers. 29%. This has caused us to think hard: What happens with design? What is the design? How do we design? How is it different?
In today's fast-paced era, design has infiltrated every corner of our lives. It enhances the quality of our lives, changes the rules of the business world, and leads us to a bright future for innovation and sustainable development.
Tom Peters, author of Pursuit of Excellence, said: "The design is so critical. It should be the agenda for every meeting of each department." In fact, design should be a topic worthy of discussion at each board meeting. In the past two years, design thinking has become the daily work of many companies.
Design to give users an experience how to design great products and services? It is not only simple, pure, and abstract, but it must also truly and deeply understand the capabilities, needs, and expectations of users and keep them in mind. Providing innovative products is actually providing an experience where the user is most concerned with the experience.
The realization of a product depends on the product itself, and pure technology cannot be realized. Good technology + good design + good market, these can be combined to solve the problem of experience, good products have to rely on good experience to win the hearts of users.
For this reason, the designer must be truly committed and stay focused on the experience, rather than a slogan of everyone yelling. In fact, many Chinese companies, especially some executives, like to mention the user experience from time to time. Do they really understand and focus on the user experience? Many times, the user experience they mentioned only includes the use of technical performance to improve the efficiency of the experience, improve technical performance, technological innovation, and never mentioned the design of the behavior and process, the satisfaction of user expectations.
We often see that many companies' product design teams do not have a common product vision, or can be summed up as a clear experience strategy. At most, there is only a series of requirements specification to be completed. More typically, there is only a set of features (functional modules) to be developed. The process of designing and developing around specification requirements and function lists will ultimately make it difficult to ensure a consistent, good experience. Fragment development makes it easier for developers to focus on details, technology, features, and data, but forget about the systemic process of the experience and the target user.
Experience strategy is a clear standard that affects all decisions on technology, features, and user interface. Whether it is an early product design process or a product development process, the experience guides the team and ensures a user perspective from beginning to end to review product production.
Continuous innovation is the innovation from the inside to the outside, and it is around how we can increase the achievements; while the design thinking is completely from the outside, the breakthrough innovation can not be limited to the box. The discovery of real-world and demand is likely to be different from ours. We must look at things with a comprehensive perspective and replace system thinking with horizontal thinking. Therefore, we must start with the user. We must observe the same thing from as many angles as possible to discover all the facts and understand them.
In most markets, cost advantages and technological advantages may be temporary, and the acceleration of homogeneity can only make these weapons more short-lived. To succeed in today's ever-changing, unpredictable market, companies need to rethink and structure their own strategies. Abandoning the development of new products from the inside out, companies need to start looking at the process from the outside to the inside and start with the user experience. This is a new way of thinking and working. It can transform companies that are still struggling in a market environment into innovative, sensitive and successful organizations.
The combination of design and management design is a goal-oriented problem-solving activity. It is the planning and implementation that combines product requirements. It is the imagination from the status quo to the future. It is an element of product value-added and a means to establish complete enterprise identification. Therefore, designers should inspire ideas, review and revise existing concepts, and seek constructive methods; designers should have creativity, analytical power and communication skills, and master technical knowledge and consumer trends.
In this sense, costume design can not only stay in the aesthetic and cultural aspects of clothing, but must consciously incorporate design activities into the production and business activities of the company. Therefore, apparel design needs to incorporate management awareness into apparel design.
Similarly, in the fierce market competition, design has become the core of modern corporate activities. This kind of design is not a personal, partial business. It has a strong impact on management in many aspects, such as organization, business processes, and even corporate strategy. Design has become the primary concern of management.
All along, design is the implementation process after the decision. It does not affect the company's strategy and direction. As companies' requirements for integration and system design increase, designers play a bigger role in the enterprise. Because the system design has a central collaborative function, rather than the later activities of a single product development. The systematic design of the enterprise and the management-level planarization give designers more opportunities to participate in decision-making and become part of the management team. Design also becomes part of the decision-making chain.
Good design management results not only in excellent product design, visual communication design, and environmental design, but also as a tool to communicate business goals. It visualizes the company's goals and communicates them to customers and the public. Clothing design considers the relationship between people and clothing. It is the main medium for customers to understand brands and enterprises.
Design as a kind of enterprise resource can not only bring huge economic benefits to the company, but also can be used as a management method. Design management crosses the traditional departmental boundaries in the enterprise and forms a more compact structure that helps establish integration advantages.
The design strategy of apparel companies involves product design, corporate image, and also penetrates into brand planning, marketing design, organization and arrangement, and is closely related to the business strategy. Its purpose is to make all aspects of design planning consistent, coordinated and consistent.
The design department should organize the designs according to the design strategy. Each design activity has corresponding specific objectives, clearly designing the positioning, competing objects, target markets, etc., so that the design activities are in line with business goals and market forecasts to ensure the effectiveness of the products. In fashion design, every designer, every series, every product, every promotion image, every poster, every window should be in the same direction in vision, philosophy and operation, communicate effectively, and have clear goals. .
In the face of fierce global competition, the connotation and extension of design are constantly changing. Design management, as the most potential tool for responding to fierce market competition, has increasingly become a coordinated and organized organizational behavior of targeted and planned departments. The ability to integrate design, management, and management with professionals who maximize the role of design is a necessary condition for upgrading the level of China's garment industry and supporting the company's brand management.
In the past, companies often talked about competitiveness in two ways: first, best practice, and second, continuous innovation. Nowadays, these practices have become a constant item in business management. Differentiation and breakthrough innovation will be new demands for companies to pursue success.
How to differentiate and breakthrough innovation? The answer for SAP founders is to use the power of design.
"The world's most innovative company is also the most successful company." This is not a surprising argument. If you look at Apple's performance, you know that Apple's profit growth is 750% of its peers and its stock price performance is better than its peers. 29%. This has caused us to think hard: What happens with design? What is the design? How do we design? How is it different?
In today's fast-paced era, design has infiltrated every corner of our lives. It enhances the quality of our lives, changes the rules of the business world, and leads us to a bright future for innovation and sustainable development.
Tom Peters, author of Pursuit of Excellence, said: "The design is so critical. It should be the agenda for every meeting of each department." In fact, design should be a topic worthy of discussion at each board meeting. In the past two years, design thinking has become the daily work of many companies.
Design to give users an experience how to design great products and services? It is not only simple, pure, and abstract, but it must also truly and deeply understand the capabilities, needs, and expectations of users and keep them in mind. Providing innovative products is actually providing an experience where the user is most concerned with the experience.
The realization of a product depends on the product itself, and pure technology cannot be realized. Good technology + good design + good market, these can be combined to solve the problem of experience, good products have to rely on good experience to win the hearts of users.
For this reason, the designer must be truly committed and stay focused on the experience, rather than a slogan of everyone yelling. In fact, many Chinese companies, especially some executives, like to mention the user experience from time to time. Do they really understand and focus on the user experience? Many times, the user experience they mentioned only includes the use of technical performance to improve the efficiency of the experience, improve technical performance, technological innovation, and never mentioned the design of the behavior and process, the satisfaction of user expectations.
We often see that many companies' product design teams do not have a common product vision, or can be summed up as a clear experience strategy. At most, there is only a series of requirements specification to be completed. More typically, there is only a set of features (functional modules) to be developed. The process of designing and developing around specification requirements and function lists will ultimately make it difficult to ensure a consistent, good experience. Fragment development makes it easier for developers to focus on details, technology, features, and data, but forget about the systemic process of the experience and the target user.
Experience strategy is a clear standard that affects all decisions on technology, features, and user interface. Whether it is an early product design process or a product development process, the experience guides the team and ensures a user perspective from beginning to end to review product production.
Continuous innovation is the innovation from the inside to the outside, and it is around how we can increase the achievements; while the design thinking is completely from the outside, the breakthrough innovation can not be limited to the box. The discovery of real-world and demand is likely to be different from ours. We must look at things with a comprehensive perspective and replace system thinking with horizontal thinking. Therefore, we must start with the user. We must observe the same thing from as many angles as possible to discover all the facts and understand them.
In most markets, cost advantages and technological advantages may be temporary, and the acceleration of homogeneity can only make these weapons more short-lived. To succeed in today's ever-changing, unpredictable market, companies need to rethink and structure their own strategies. Abandoning the development of new products from the inside out, companies need to start looking at the process from the outside to the inside and start with the user experience. This is a new way of thinking and working. It can transform companies that are still struggling in a market environment into innovative, sensitive and successful organizations.
The combination of design and management design is a goal-oriented problem-solving activity. It is the planning and implementation that combines product requirements. It is the imagination from the status quo to the future. It is an element of product value-added and a means to establish complete enterprise identification. Therefore, designers should inspire ideas, review and revise existing concepts, and seek constructive methods; designers should have creativity, analytical power and communication skills, and master technical knowledge and consumer trends.
In this sense, costume design can not only stay in the aesthetic and cultural aspects of clothing, but must consciously incorporate design activities into the production and business activities of the company. Therefore, apparel design needs to incorporate management awareness into apparel design.
Similarly, in the fierce market competition, design has become the core of modern corporate activities. This kind of design is not a personal, partial business. It has a strong impact on management in many aspects, such as organization, business processes, and even corporate strategy. Design has become the primary concern of management.
All along, design is the implementation process after the decision. It does not affect the company's strategy and direction. As companies' requirements for integration and system design increase, designers play a bigger role in the enterprise. Because the system design has a central collaborative function, rather than the later activities of a single product development. The systematic design of the enterprise and the management-level planarization give designers more opportunities to participate in decision-making and become part of the management team. Design also becomes part of the decision-making chain.
Good design management results not only in excellent product design, visual communication design, and environmental design, but also as a tool to communicate business goals. It visualizes the company's goals and communicates them to customers and the public. Clothing design considers the relationship between people and clothing. It is the main medium for customers to understand brands and enterprises.
Design as a kind of enterprise resource can not only bring huge economic benefits to the company, but also can be used as a management method. Design management crosses the traditional departmental boundaries in the enterprise and forms a more compact structure that helps establish integration advantages.
The design strategy of apparel companies involves product design, corporate image, and also penetrates into brand planning, marketing design, organization and arrangement, and is closely related to the business strategy. Its purpose is to make all aspects of design planning consistent, coordinated and consistent.
The design department should organize the designs according to the design strategy. Each design activity has corresponding specific objectives, clearly designing the positioning, competing objects, target markets, etc., so that the design activities are in line with business goals and market forecasts to ensure the effectiveness of the products. In fashion design, every designer, every series, every product, every promotion image, every poster, every window should be in the same direction in vision, philosophy and operation, communicate effectively, and have clear goals. .
In the face of fierce global competition, the connotation and extension of design are constantly changing. Design management, as the most potential tool for responding to fierce market competition, has increasingly become a coordinated and organized organizational behavior of targeted and planned departments. The ability to integrate design, management, and management with professionals who maximize the role of design is a necessary condition for upgrading the level of China's garment industry and supporting the company's brand management.
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