Reference no: EM13539737
Great product design is absolutely critical for most consumer product Companies. But how do these companies know when a design feature will pay off, especially when even/dollar counts? How do they make those tough decisions? That's the challenge that faced Whirlpool's chief designer, Chuck Jones. He knew he had to come up with a better-way.
Chuck's realization that the whole process of making design decisions needed to be improved came after a meeting with Whirlpool's resource allocation team. Chuck wanted to add some ornamentation to a Kitchen Aid refrigerator that was being redesigned. but it would have added about $5 in extra cost When the team asked him to estimate the return on investment (that is, would it pay off financially to add this cost),he couldn't 'give them data His 'trust me, I'm a designee argument didn't sway them either. Chuck resolved to improve the approach to investing in design.
His first step was the survey other "design-centric" companies, including BMW, Nike and Nokia. Surprisingly only a few had a system for forecasting return on design. Most of them simply based future investments on past performance. Chuck said, "No one had really figured this stuff-out.' With so many Smart, talented people in their field why had no one been abled to come up with a good way to make these decisions? According to two accounting professor, one reason is that is incredibly difficult to discern designs contribution from all the other
business function (bargaining, manufacturing, distribution and ethics). And even the designs profession couldn't agree on how to approach this problem. Despite the obstacles, Chuck continued his quest to find a way to objectively measure the benefits of design.
What he eventually concluded was that a focus on customer preferences would work better than a focus on bottom-line returns. If his team could objectively measure what customers want in a product and then meet these needs, the company could realize financial returns. Chuck's design team created a standardized company-wide process that puts design prototypes (examples) in front of customer focus groups and then gets detailed measurements of their preferences about aesthetics, craftsmanship, technical performance, ergonomic, and usability. They chart the results against competing products and the company's own products. This metrics -based approach gives decision makers a baseline of objective evidence from which to make investment decisions. Design investment decisions are now based on fact, not opinion. The "you' decision-making approach has transformed the company's culture and led the boarder designs because the designers can now make a strong case for making those investments.
Required Tasks:
Based upon the information of the case, prepare an essay of approximately 650 words by doing the following tasks:
Task # 1:
a. Analyze concretely (certainly or specifically) the strategic decision made by Whirlpool.
b. Discuss judiciously what made the company draw-out Successful strategic initiative to compete in the market and how each strategic level has been carefully decided.
Task #2: Identify and judge the strategic development direction opened by Whirlpool to make a wise investment decision.
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