Here are the key points about brand consistency:
- The brand identity (mission, promise, personality) should be clearly defined and consistently communicated internally and externally.
- Visual elements like logo, colors and graphics should be used uniformly across all marketing materials, websites, stores, etc.
- The customer experience should consistently reflect the brand promise at every touchpoint.
- Hiring and training ensures all employees understand and embody the brand for a consistent customer experience.
- Leadership must model and live the brand values for the organization to truly internalize and consistently demonstrate the brand.
So in summary - consistent definition, communication, customer experience, visuals and culture are all important to maintain a coherent brand identity.
1. A brand is a distinguishing symbol such as a name, logo, or design that identifies a company's products and differentiates them from competitors. Brands help consumers easily identify products and reduce purchasing risk and decision time.
2. Historically, brands originated to identify the maker or seller of mass produced goods during the Industrial Revolution. Successful brands create lasting impressions that convey messages about quality, prestige, and the type of consumer.
3. Key advantages of branding include helping consumers identify products, reducing risk, facilitating quick decisions, building loyalty, and enhancing company value and competitiveness. Strong brands are authentic, memorable, relevant, and distinctive.
Have you ever stopped to consider why some brands have cult following while others competing in the same segment have none? Why are Starbucks and Krispy Kreme brands gaining such strong consumer preference while others competing in the same category foster very little consumer loyalty? Do you ever wonder why such brands such as Tide and Tetley dominate their respective categories, year over year, irrespective of the competitive environment? It is important now more than ever to develop an integrated brand strategy, i.e., a clear brand identity that is consistent across all consumer touch-points.
For more white papers and webinars, go to http://www.sldesignlounge.com
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The document summarizes key concepts regarding brand positioning and brand audits from marketing expert Kevin Lane Keller. It defines brand positioning as designing a company's offer and image to occupy a distinct place in customers' minds. An effective positioning determines ideal brand associations versus competitors. A brand audit comprehensively examines a brand's health by assessing sources of equity and recommending programs to maximize long-term value. It involves analyzing both internal brand elements and external consumer perceptions.
This document discusses brand positioning and brand values. It defines brand positioning as designing a company's offer and image to occupy a distinct place in customers' minds. Determining points of parity and points of difference relative to competitors is key. Brand positioning guidelines include defining the competitive frame of reference and choosing points of parity and points of difference. Brand audits assess a brand's health and sources of equity to improve brand management.
This document provides an abstract for a bachelor thesis on effective brand building using McDonald's Corporation as a case study. The thesis will examine branding concepts and theories and analyze McDonald's brand building process to understand how it created such an extraordinary brand. It will explore what a brand is, approaches to brand building, brand equity and drivers, and models for assessing brands. It will then analyze McDonald's brand equity drivers, marketing activities, struggles and successes over time. The thesis aims to show how important it is for companies to have a well-thought-out branding strategy and understand the brand building process in order to control how their brand is perceived by consumers.
This document provides an overview of brands and brand management. It defines what a brand is, distinguishes brands from products, and explains the five levels of meaning for a product. It discusses why brands are important for both consumers and firms, how brands can reduce risks in product decisions. The document also outlines the source of brand strength, challenges and opportunities in branding, and introduces the concept of brand equity and strategic brand management.
This document discusses customer-based brand equity and its key drivers. It defines customer-based brand equity as the differential effect that brand knowledge has on consumer response to marketing for that brand. It presents a pyramid model with four levels that drive brand equity - identity, meaning, response, and relationships. The base of the pyramid involves brand salience and awareness. Moving up, performance and imagery shape brand meaning, while judgments and feelings determine brand response. At the top level, brand resonance includes loyalty, attachment, and engagement.
The document discusses brand positioning strategies. It explains that positioning involves creating a distinct place for a brand in the target customer's mind that considers the brand's strengths/weaknesses and competitors. Successful positioning occupies an uncontested position and provides a reason for customers to choose the brand. The 3Cs of positioning are discussed - the target customer, target competition to identify unique positions, and the brand's value proposition. Frames of reference and points of parity/difference are also important aspects of competitive positioning. Overall brand positioning strategies aim to build differentiation and provide customers a unique reason to choose the brand.
This document provides an overview of the evolution of brand building literature from traditional branding to modern brand building models. [1] Traditionally, brands were seen as simple identifiers to distinguish products and create brand images. [2] In recent decades, the focus shifted to see brands as strategic assets that create value and form relationships with customers. [3] Modern brand building models, like brand orientation, brand leadership, and brand asset management, emphasize developing brand identities, building brand equity, and leveraging brands as strategic resources.
This document discusses criteria for choosing brand elements to build brand equity, including memorability, meaningfulness, likability, transferability, adaptability, and protectability. It provides examples of how various brand elements like names, logos, slogans and packaging can meet these criteria to increase brand awareness and strengthen brand image. The goal is to select cohesive elements that create a distinctive brand identity.
This document discusses how brands can leverage secondary associations to build brand equity. It defines secondary associations as existing brand associations that are linked to other entities, such as the brand's company, country of origin, distribution channels, or co-branded partners. Leveraging these secondary associations can increase brand awareness and transfer favorable attributes. Specific tactics examined include co-branding, ingredient branding, licensing, celebrity endorsements, event sponsorships, and highlighting reviews from third-party sources. Both advantages and disadvantages are outlined for each tactic.
This document provides an overview of brands and brand management. It defines what a brand is, distinguishes brands from products, and explains the five levels of meaning for a product. It discusses why brands are important for both consumers and firms in reducing risk, simplifying decisions, and acting as a source of competitive advantage and financial returns. The document also outlines the strategic brand management process and introduces concepts like brand positioning, marketing programs, performance measurement, and growing brand equity.
Category points-of-parity are associations consumers view as essential to a legitimate offering in a product category, while competitive points-of-parity are associations designed to negate competitors' differences. Positioning requires determining a brand's competitive frame of reference, points-of-difference, and points-of-parity. Communicating category membership involves announcing category benefits, comparing to exemplars, or relying on a descriptive product name.
The document discusses qualitative and quantitative techniques for measuring sources of brand equity and capturing customer mindsets. It describes methods like free association, projective techniques, the Zaltman Metaphor Elicitation Technique (ZMET), and experiential research. Quantitative measures include awareness, image, brand responses, and brand relationships. Comprehensive models of customer-based brand equity are also covered, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV).
This document discusses key aspects of brand management and branding. It defines a brand as a name, symbol or design that identifies a seller's goods/services and differentiates them from competitors. A brand shapes customer expectations about what a product will deliver. Building a strong brand requires consistency over time and realizing it is a long-term activity. Brands simplify decision making for customers and provide value to firms through brand recognition, quality signals, and customer loyalty that leads to higher prices and barriers to entry. Choosing effective brand elements like names, logos and slogans is important for creating memorable, meaningful and distinctive brands.
This is the summary of Strategic Brand Management: Building, Measuring, and Managing Brand Equity (3rd ed.), chapter 7 (Leveraging Secondary Brand Associations to Build Brand Equity) by Keller, K. L. (2008, Prentice Hall.)
I designed this powerpoint for an HTM631 class (Strategic Marketing in Hospitality and Tourism) in spring 2009.
This document discusses how marketers can design marketing programs to build brand equity. It explains that marketing activities like product, pricing, and distribution strategies can build brand equity by enhancing brand awareness, improving brand image, and increasing brand resonance. The document also discusses new approaches to marketing like personalized and experiential marketing that focus on customer experience and getting consumers actively involved with a brand. It emphasizes integrating the brand into supporting marketing programs like product strategy, pricing strategy, and channel strategy to further build brand equity.
The document provides notes on brand management from BORNALI DAS. It begins with an introduction to the author, who has over 6 years of experience in event management. The contents section then lists and defines various concepts related to brand management, including brand name, attributes, positioning, identity, image, awareness, loyalty, equity and extensions. It provides examples and discussions of each topic. The document aims to educate about fundamental aspects of developing and managing strong, successful brands.
This document discusses prototyping as a design philosophy. It provides guiding principles for prototyping, including knowing your audience and intent, planning a little and prototyping the rest, setting expectations, prototyping only what is needed, and prototyping early and often. It also discusses different prototyping techniques like paper prototyping and their pros and cons. The document encourages the reader to create a prototype for a geotagging photo sharing application and provides criteria to include in the prototype.
Expert Strategy ™ Series Virtual Seminar Presentation
1 hour 30 minutes, Presentation + Q&A. Wednesday, May 16th, 10 am PDT.
* Create “Magic Moments” in your own mobile and tablet app.
* Learn the new Cross Channel UX Design framework.
* Take advantage of all sensors and capabilities of the mobile platform
http://www.designcaffeine.com/virtual-seminars/designing-magic-mobile-moments/
In which we look at the mysteries of moving from boxes and arrows to a real actual interface. It starts with sketching, goes through basic models of interaction on a screen, and finishes with wireframes.
This is a talk given to my class on User Experience by Jen Ruffner, a Product Manager on the art of optimization.
It is critical for modern designers, product managers and start-up folks ot understand how to think about designing and executing tests.
Interaction design involves understanding how users interact with technology over time within a specific context. Early designs focused on "operating the machine" but the field has evolved to focus more on how people perform tasks and experience technology as part of their daily lives. Effective interaction design considers contextual factors, user activities, and aims to make experiences useful, usable and pleasurable.
A series of talks I gave sponsored by the Yahoo! Developer Network, in London and Berlin, reviewing the history of UX design patterns and delving into the social design patterns project, isolating 5 principles, 96 patterns, and 5 anti-patterns
Understanding User Experience Design & Why It MattersChristina Wodtke
This document provides an overview of user experience design. It begins with a slide introducing the topic and defining user experience as encompassing all aspects of a customer's interaction with a company, its services, and products. It then discusses several user experience thought leaders including Don Norman and Jesse James Garrett. Norman describes user experience as meeting customer needs without fuss while Garrett defines it as designing anything with human experience and engagement as explicit goals. The document emphasizes that user experience requires a seamless merging of multiple disciplines. It also notes that startups are seeking generalist user experience professionals who can fill multiple roles. Overall, the document introduces key concepts in user experience design and thought leaders in the field while emphasizing the cross-disciplinary nature of creating
Personas are fictional archetypes that represent the different types of users of a product or service. This document discusses how to create effective personas through research, observation, and clustering users into representative profiles. Key steps include summarizing research findings, holding brainstorming sessions to develop personas, prioritizing the most important personas, and adding depth and details to bring the personas to life. Personas should be realistic, memorable, and useful for making design decisions. They help product teams design with empathy by keeping the end user in mind.
How to understand how design and business fit together (and don't). Understanding how a market changes everything about how you design.
From my General Assembly User Experience Class Series
Coop First: how non-zero-sum games are reshaping our digital landscapeAmy Jo Kim
Non-zero-sum games that emphasize cooperation over competition are shaping the digital world. These "coop games" see players as partners rather than opponents, encouraging win-win scenarios through activities like collaborative problem-solving. Three disruptive trends are driving this change: 1) ubiquitous connected devices enabling new forms of social play, 2) games appealing to mainstream all-ages audiences through social and cooperative mechanics, and 3) user-generated content that facilitates mutual entertainment through player interaction and expression. Emerging best practices for coop game design include using large, meaningful challenges to inspire collective action; having players compete against the system rather than each other; and allowing talented players to extend the game world.
This document discusses core principles and considerations for designing interfaces, including:
- The language of interfaces includes graphical elements like layout, objects, type, and color as well as interactive elements like affordances, heads-up displays (HUDs), feedback, input, and navigation.
- Interactive interface design focuses on "doing" through affordances, buttons and links that look interactive, and subtle cues when user action is or isn't needed.
- Effective navigation orders complex pages through global, local, contextual, and secondary navigation elements.
- Graphic design principles like hierarchy, layout, type, color, line, relationships and progression are important for understanding. Minimalism, cheats and hacks can
This document provides an introduction to a course on user experience (UX) design. It includes biographies of the instructor and teaching assistant. It outlines the weekly topics to be covered in the course, including strategy, scope, structure, unique contexts, visual design, and a final project. It discusses grading criteria, software/books recommended, and concludes with introducing the concept of UX and usability testing as homework.
User insights gathered through design research help inform the design process. Fieldwork such as interviews and other methods are used to understand users. It is important to analyze the data gathered from fieldwork to synthesize insights and inform design decisions. Planning the study design, recruiting criteria, field guides and analysis are essential parts of conducting user research.
Designing Structure Part II: Information ArchtectureChristina Wodtke
Part two on Designing Structure for my General Assembly class on User Experience is about Information Architecture. We cover why classification is important, types of classification and trends in IA.
A brand is more than just a product or company name. It represents the unique set of associations created in customers' minds through marketing communications and experiences over time. These associations form the brand identity, which includes functional and emotional benefits, organizational attributes, symbols, personality, and relationships with customers. An effective brand identity is strategically defined by the company rather than just customer perceptions, and brings together internal and external perspectives to guide brand management.
Brand identity refers to how a company wants its brand to be perceived, as opposed to how it is currently perceived. It represents the promises a brand makes to customers. Developing a strong brand identity involves more than just understanding customer perceptions - it also requires strategically crafting the brand's personality, values, and positioning. Effective brand identity considers both internal and external perspectives to avoid traps like over-focusing on products or current customer views.
Brand equity refers to the added value that a brand name provides to products and services. It is created by the differential effect of brand knowledge on consumer response to marketing of the brand. There are several models for measuring brand equity, including brand asset valuing, Aaker's model, BrandZ, and brand resonance. Building strong brand equity involves choosing memorable and meaningful brand elements, developing positive brand associations through marketing, and indirectly transferring associations from other entities linked to the brand. Measuring brand equity provides benefits for companies such as increased customer loyalty and insulation from competitors.
The document discusses the importance of branding for companies. It states that brands allow companies to differentiate their products and services from competitors. Brands create associations and expectations for consumers about a company's products. Companies invest significant resources into building brands because brands help form relationships with customers and increase loyalty and profits. The document then provides definitions and explanations of key branding concepts like brand equity, brand image, and brand extensions.
This document discusses brands, their importance, and different types of brands. It notes that strong brands help companies achieve global success and customer loyalty. Brands differentiate products and allow companies to command premium prices. The document defines brands and discusses brand equity, image, and extension. It outlines benefits of brands for both sellers and buyers. Two main types of brands are described: manufacturer brands and private/store brands. Family and individual branding strategies are also covered. Finally, the document lists the top three most valuable brands as Coca-Cola, Microsoft, and IBM.
This document discusses strategic implications of branding. Some key points:
1. Branding transforms a product category by endowing products with separate identities and advantages through attributes, benefits, and ideals represented.
2. Brands become credible through persistence and repetition of their value propositions, forming an unwritten contract with customers who expect satisfaction in return for loyalty.
3. Each brand needs a flagship product to avoid overlap with competitors and prevent brands from becoming caricatures of themselves by selling the same products.
This document discusses branding and brand valuation. It defines what brands are, their importance for differentiation and customer loyalty. Strong brands have high brand equity and positive brand image. The document also discusses types of brands like manufacturers' brands and private labels. It notes Coca-Cola as the most valuable brand according to Interbrand's valuation methodology, which discounts projected brand earnings based on risk factors to determine net present brand value.
This document defines brands and branding. It states that a brand is a name, symbol or design that identifies a product and differentiates it from competitors. Branding is the process of creating a unique name and image for a product in customers' minds. The key elements of branding include brand identity, image, position, and equity. Packaging also plays an important role by enclosing products for distribution, storage, sale and use. It identifies products, protects them, and promotes them to customers.
This document discusses brand management and brand equity. It begins by defining what a brand is and explaining the key components that form a brand's identity. It then discusses brand equity, explaining that it is the measurable value derived from marketing efforts attributable to a brand. The document outlines five categories of brand assets: brand loyalty, brand awareness, perceived quality, brand associations, and other proprietary assets. It also examines two models for measuring brand equity - Aaker's Brand Equity Ten model and Young & Rubicam's Brand Asset Valuator (BAV) model, which assesses brands based on four pillars: differentiation, relevance, esteem, and knowledge.
This document provides an overview of branding from the perspective of a student named Akash Narvaria. It defines branding as giving a specified name to differentiate a product from competitors. The document outlines the meaning, significance, concepts, nature, scope, and benefits of branding for both consumers and firms. It also discusses defining a brand, the three C's of branding (clarity, consistency, and constancy), and provides steps to an effective branding process. The overall purpose is to educate about key aspects of advertising and managing brands.
The document discusses branding and brand building strategies. It defines what a brand is and explains that a brand represents the relationship between a company, its employees, and customers. It also discusses how brands were used historically by early craftsmen to differentiate their goods and build reputations. Additionally, it outlines several factors important for building brand value like quality, positioning, communications, and developing a long-term perspective.
Brands have existed since ancient times when craftsmen would mark their products to distinguish them and build reputation. This allowed buyers to make purchase decisions based on not just price and quality, but also the craftsman's reputation. Over time, brands became a way for companies to differentiate themselves and establish competitive advantages. Nowadays, brands are even more important as many products are commoditized and price competition is intense. Strong brands create meaningful relationships with customers and drive business results by influencing product development, customer service, and more. Building a strong brand requires quality products, clear positioning, effective long-term communications, and maintaining the brand over time.
A brand is a name, symbol or design that identifies a product or service and distinguishes it from competitors. Branding has existed since humans first began identifying ownership of goods and animals. A brand promises a unique, consistent quality and service to customers. Building a strong brand provides benefits like increased visibility, loyalty, differentiation and business value. Key aspects of branding include the brand name, logo, slogan, positioning and creating an emotional connection with customers through a memorable brand essence.
Chapter 6 Designing and Managing Tourism and Hospitality Products(Tourism and...Md Shaifullar Rabbi
The document discusses various concepts related to branding including new product development, the branding process, types of brands, and benefits of branding. It provides information on the new product development process, the four core functions of branding as differentiation, authenticity, value setting, and unification. It also outlines different types of brands such as product brands, service brands, personal brands, and geographical brands. Finally, it lists benefits of branding such as customer awareness, loyalty, competitive advantage, and attracting investors.
Here is the complete report of how to make brand and how to make strong brands in the market .
Hit like if you love this report
and if you are in search of presentation about same topic then you can take it from my collection.
Brand is more than just a name, symbol or design - it is the entire perception and experience that customers have with a product or service. A strong brand creates expectations, differentiates itself from competitors, and builds loyalty by consistently meeting customer needs. Effective brand positioning involves identifying what makes a brand unique in order to occupy a distinctive place in the customer's mind.
This document discusses branding concepts for products and services. It defines key branding terms like brand name, brand mark, and trademark. It explains that brands are valuable company assets that simplify decisions for customers and signal quality. Strong brands own a place in customers' minds and communicate a company's values. Branding can provide legal protection, customer loyalty, pricing power and a competitive advantage. The scope of branding is wide, applying to industries like hospitality, tourism and even individual chefs or destinations that develop recognizable brands.
Fundamental of Branding By Khawaja Muhammad NasirMuhammad Nasir
This document provides an overview of fundamentals of brand building. It begins by tracing the origins of branding back to cattle owners stamping their livestock hundreds of years ago. It then discusses how branding expanded with the industrial revolution. The document defines what a brand is, noting it is a singular concept owned in a prospect's mind that differentiates a product. It lists several types of brands and explains concepts like corporate branding versus individual product branding. The document also outlines a five step brand building process including assessment, defining the brand promise, creating a brand blueprint, culturalizing the brand internally, and leveraging the brand. It provides examples throughout to illustrate branding strategies and concepts.
This document contains tweets from Christina Wodtke discussing game design fundamentals and concepts. It covers the 7 formal elements of games (players, objectives, outcomes, rules, procedures, resources, boundaries), mechanics and dynamics, and the MDA framework for understanding how games create experiences through their mechanics, dynamics and aesthetics. It also discusses elements that make games engaging like challenges, story, characters and conflict.
Comunication & Storytelling for Product Managers (and anyone else)Christina Wodtke
Half-Day Interactive Workshop
“Get ready to actively participate in your transformation from product manager to product leader”
A product manager rarely has any authority beyond what they can talk people into, thus we need to become really strong communicators. In this half-day interactive workshop, we’ll look at the three kinds of communication: managing up, team communications, and the very important roadshow for getting other groups onboard with your vision. We will use the power of story for formal communication and a combination of techniques from NVC (Harvard’s negotiation project) and the GSB’s “touchy feely” class to make sure your message gets through, and that we are listening effectively.
This special half-day training workshop, with product author and lecturer, Christina Wodtke, is specifically designed for product managers who are looking to really level up their communications skills and who want to use story-telling to effectively communicate with others.
This document provides advice on how to influence others without direct authority. It recommends first listening to understand others' needs, wants, and definitions of success and failure. Norm-setting exercises can establish expectations for how groups will work together. Understanding different cultural maps and communication styles is also important. Speaking the language of the environment and finding ways to frame individual and group goals as shared ("make an US") can help build influence. Self-awareness of strengths, weaknesses, body language and how one is perceived by others also plays a role in wielding soft power over hard power.
The document discusses different types of visual models for making sense of complex information and communicating concepts. It provides examples and descriptions of mind maps, concept maps, system maps, mental models, and concept models. For each model type, the document explains the purpose and provides one or more illustrative examples. It emphasizes that visual models are useful tools for gathering thoughts, organizing understanding, mapping systems, understanding mental models, and messaging complex ideas.
The problem with unexpected consequences is that they are unexpected. The time of "move fast and break things" is over, as we have broken everything from hearts to democracy.
It's time for designers, along with their partners - engineers and business - to embrace a new long term approach to bringing change into the world, that focuses less on disruption and more on evolution. In this talk, Christina will explore various approaches to designing more robust and compassionate change.
The document discusses how to reboot a team by setting goals, roles, and norms; checking in weekly; and evaluating and making corrections quarterly. It emphasizes establishing a common purpose, performance goals, and mutual accountability. Teams are encouraged to provide fast, frequent feedback and hold retrospectives to continuously improve. Individual and team feedback should be empathetic and help the group learn and grow over time.
This document provides an overview of using visual models and drawings to communicate complex ideas and concepts. It discusses different types of visual models like mind maps, concept maps, system maps, mental models, and concept models. It provides examples of each type of model and encourages the reader to practice different drawing exercises, like drawing processes, comparisons, and conceptual models. The overall message is that visual models are effective ways to organize thinking, understand relationships, and communicate complex topics in a simple manner.
The document discusses the history and importance of information architecture (IA). It notes that IA was initially an informal practice before becoming a recognized field. However, IA is now more crucial than ever to organize the massive amounts of digital information and data. The document warns that algorithms and search tools are not enough on their own. Effective IA requires considering how organization and classification can impact different groups, employing user-centered design, and acknowledging that IA decisions are political in nature. The overall message is that IA practitioners must work to make information structures meaningful, inclusive and support deeper understanding.
Given at Lean Startup 2017.
Using Lean to Create High-Velocity Teams (Until 2:00pm)
Great products come from great teams, yet very few companies try their hand at at team design. Too often we rip job descriptions off the web, throw people together without preamble, then simmer in passive-aggressive discontent until someone eventually fires the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits. Can Lean show us a better way to get things done?
Christina Wodtke teaches Lean Entrepreneurship at the university level and coaches executives how to create high-performing organizations. From this intersection she has helped a new kind of team emerge: the Lean Team.
What is the Lean Team?
-Hypothesizes about how we do our work, not just what work we’ll do.
-Holds no ao assumptions about the best way to get things done.
-Is constantly iterating.
-Commits to peer-to-peer accountability and coaching.
-Embraces diversity in experience and culture.
-Engages in formal reflection to increase learning velocity.
The best teams don’t just use Lean Startup methods to create breakthrough products. They use the learning cycle to reduce interpersonal conflict, communicate effectively, and get more done. In this breakout session, we’ll look at the best practices that high velocity, high-learning teams use, and how you can bring them back to your company.
#enterprise #startup #leanteams
This was given as a 1.5 hour lecture to the MDES students at CCA, removing the opening game play and the later exercise. It's better at 2-3 one hour lectures, plus game play.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
http://creativecommons.org/licenses/by-nc-sa/4.0/
In school we learn to write as a fundamental building block for communication, and drawing is shunted away to “art class.” But scientists like Darwin and Marie Curie, presidents from Jefferson to Obama, and mathematicians, choreographers, and composers all have used sketching to give form to their ideas. Words are abstract and ambiguous, and can lead to miscommunication. We say a picture is worth a thousand words, so why do we discard this critical tool?
Drawing is not just for so-called creatives. Drawing allows you to ideate, communicate, and collaborate with your team. Stop talking around your vision, and get it on the whiteboard where your team can see it! Whether you’re an entrepreneur, an engineer, or a product manager, drawing will make you better at your job. In this workshop, you will go from “can’t draw a straight line” to visually representing complex ideas. First, we’ll demystify the act of sketching. Through a series of activities and exercises, we’ll cover the fundamental building blocks of visual communication. You’ll learn easy ways to draw the most common images, from people to interfaces. Next, we’ll tackle making storyboards, product flows, and interfaces. We’ll finish by working with charts, mental models, and canvases. This is a hands-on workshop, so come with paper, pencils, and pens, and be ready to make your mark.
Given at UXDC
From Starchitects to Design Gurus, the lone designer-hero has been our model for creating impact. But it’s a complete lie. The complex software, smart devices and connected information environments we create require multidisciplinary teams. So we must spend a lot of time getting teamwork right, right?
Sadly, no.
Instead we rip job descriptions off the web, throw people together without preamble, simmer in passive-aggressive discontent until we eventually fire the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits.
It’s time to give teams the same attention and craft we give our products. Christina will share the lessons from top companies in the Silicon Valley for you to take back to your teams. It doesn’t matter if you are a manager or a peer leader, these approaches will make your team thrive. Awesome products come from awesome teams, so it’s time to stop doing business as usual and design a team for impact.
This document provides an overview and discussion of topics related to developing a business from an initial idea, including:
- Researching customer needs and validating ideas through frameworks and brainstorming techniques.
- Customer development processes like validating minimum viable products and creating shared visions with teams.
- Business model canvases, acquisition channels, revenue streams like marketplace, subscription and advertising models.
- Pricing strategies like determining the unit of exchange and capturing customer value while driving desired behaviors.
- Examples of pricing models for software and lessons on testing pricing through interviews and mockups.
The document discusses various methods for validating assumptions in product development, including landing pages, audience building, concierge testing, Wizard of Oz testing, fake doors, and selling. It provides examples of what each method is good for, how to implement it, and which types of assumptions (problem, solution, or implementation) it helps validate. The document encourages readers to identify the best validation method for their product and create a landing page or other test before the next class.
Teaching Game Design to Teach Interaction DesignChristina Wodtke
This document discusses how teaching game design can be used to teach interaction design. It provides examples of exercises used in classes that have students create simple paper prototype games to explore mechanics like movement, conflict, and feedback. The document argues that game design and interaction design require many of the same skills, including considering affordances, direct manipulation, conceptual models, information architecture, iteration and playtesting. Teaching game design helps students explore difficult topics and stretch their thinking in new directions. Core concepts from game design like mechanics, dynamics and aesthetics can also be applied to interaction design.
The Creative Entrepreneur: Stanford Class2 NeedfindingChristina Wodtke
This document contains profiles of three potential users (Sarah, Scott, and Grace) of Shockwave and AtomFilms websites. It describes their personal backgrounds, technical proficiencies, histories with the websites, and opportunities for each website to engage them. The document aims to understand different types of users to help ideate new products or services.
The Creative Entrepreneur: Stanford Class4 From story to offeringChristina Wodtke
Our product and services help customers in a target segment by addressing their needs and jobs to be done, reducing pain points and increasing gains, in a way that differs from competitors or do-it-yourself solutions. The document discusses wireflows, one minute pitches, dotmocracy voting, key screens like upsell pages, participatory roadmaps to define minimum viable products, and testing with the target market using a business model canvas.
Portfolio of Family Coat of Arms, devised by Kasyanenko Rostyslav, ENGRostyslav Kasyanenko
The Ukrainian and German journalist Rostyslav Kasyanenko has dedicated himself to genealogical research and heraldry. Originally Ukrainian, now living in Munich (Bavaria) he working in Ukrainian Free University (Est. 1921) as archivist. Curator of Heraldic Teams, Member of Ukrainian Heraldry Society (UHS) R.Kasyanenko is Deviser of the Family and Municipal Coat of Arms and Author of the exhibition concept project: “Maritime flags and arms of the Black Sea countries vs. Mediterranean: what has changed in 175 years?”
Author of scientific articles (2023-24):
Parallels between the meaning of Symbol and Myth according to Hryhorii Skovoroda and heraldic systems
Heraldry as a marker of evolution of national identity in Ukraine and Slovakia: from the Princely era to the "Spring of Nations" (XI-XIX centuries)
Historical parallels in the formation of national awareness in Ukraine and Slovakia in modern times (1848-1992)
Proto-heraldry of Kievan Rus': dynastic symbols of the Princely era, and how does the Palatine Lion relate to this?
Symbols of the House of Romanovyches: the Bavarian influence in Ukrainian heraldry
Participant of Scientific Conferences (2023-24):
- XXХІІІ Heraldic Conference of the Ukrainian Heraldry Society, October 13, 2023, Lviv
- International Conference “Slovak-Ukrainian Relations in the Field of Language, Literature, and Culture in Slovakia and the Central European Space”, University of Prešov, Institute of Ukrainian Studies, Faculty of Arts, 18-20.10.2023
- International Conference „The Past, Present, and Future of Heraldry: Universality and Interdisciplinarity“, Vilnius, 12-13.06.24
- International Conference "Coats of Arms as Weapons – Heraldic Symbols in Political, Dynastic, Military, and Legal Conflicts of the Middle Ages and Early Modern Period”, Alfried Krupp Wissenschaftskolleg Greifswald.
According to the heraldist, he has worked with many heraldic artists over
the years. However, he developed the ideas for all the coats of arms himself, except for his own. The case of the Kasyanenko (from the Shovkoplias clan) family coat of arms — featuring an audacious Cossack riding a rhinoceros — deserves special attention. "After all, one could talk about one's own crest, just like one's ancestors, for an eternity," he says.
Reverse Engineering On AC Ace to AC Shelby CobraVaibhav Raj
This presentation delves into the fascinating process of reverse engineering, focusing on the transformation of the AC Ace into the iconic Shelby Cobra. It begins with an introduction to reverse engineering, emphasizing its significance in product redesigning and reconstructing. The initial design of the AC Ace is examined, highlighting its key components and specifications.
Next, the presentation explores the need for change, driven by Carroll Shelby's vision for a high-performance vehicle. The principles of design thinking are introduced, with a focus on empathizing with end-users, defining the problem, and utilizing ideation techniques. These techniques include brainstorming, sketching, prototyping, and collaborative feedback loops.
The core of the presentation details the specific modifications made during the redesigning and reconstructing process. This includes engine upgrades from the original engine to a powerful V8, as well as chassis and body alterations. The final product, the Shelby Cobra, is showcased with its enhanced features and performance improvements.
The presentation concludes by highlighting the benefits of reverse engineering on products, such as better understanding of product functionality, innovation through redesign, and cost efficiency. The discussion underscores the impact of design thinking methods and ideation techniques in achieving successful product transformation.
Keywords:
Reverse engineering on product
Redesigning
Reconstructing
Design thinking
Ideation techniques
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3. a name given to a product or service
A name, term, design, symbol, or any other feature that identifies one seller’s www.cogsci.princeton.edu/cgi-bin/webwn
good or service as distinct from those of other sellers. The legal term for a recognizable kind; "there's a new brand of hero in the movies now"; "what
brand is trademark. A brand may identify one item, a family of items, or make of car is that?"
all items of that seller. www.cogsci.princeton.edu/cgi-bin/webwn
www.scottmcnealy.com/businessplanning/GlossaryProductDevelopment
Terms.htm
A name, number, term, sign, symbol, design What is Brand?
or combination of these elements that an organization uses to identify one or
A unique and identifiable symbol,
association, name or trademark which
serves to differentiate competing products
or services. Both a physical and emotional trigger to create a
more products. relationship between consumers and the product/service.
www.bcbstx.com/glossary/ www.allaboutbranding.com/index.lasso
A name, number, term, sign, symbol, design, or combination of these elements
A design, mark, symbol or other device that distinguishes one line or type of that an organization uses to identify one or more products.
goods from those of a competitor. www.healthadvantage-hmo.com/customer_service/terms.asp
www.powerhomebiz.com/Glossary/glossary-B.htm a trademark or trade name that identifies a product, a distributor, a producer
A name, term, design, symbol, or any other feature that identifies one seller's or a manufacturer.
good or service as distinct from those of other sellers. The legal term for www.abc.net.au/eightdays/glossary/default.htm
brand is trademark. A brand may identify one item ,a family of items, or Product identification by word, name, symbol, design, or a combination of
all items of that seller. these.
www.pdmamn.org/NPD%20Glossary.htm www.fluidcommunications.biz/marketing/marketing_definitions.htm
That combination of name, words, symbols, or design that identifies the product A brand is a mixture of attributes, tangible and intangible, symbolised in a
and its source and distinguishes it from competing products-the trademark, which, if managed properly, creates value and influence.
"Value" has different interpretations: from a marketing or consumer
fundamental differentiating device for all products. (Ch. 5, 6) perspective it is "the promise and delivery of an experience"; from a
highered.mcgraw- business perspective it is "the security of future earnings"; from a legal
hill.com/sites/0072415444/student_view0/glossary.html perspective it is "a separable piece of intellectual property." Brands
a mark or symbol identifying or describing a product and/or manufacturer, that offer customers a means to choose and enable recognition within
is embossed, inlaid or printed. cluttered markets.
www.nahad.org/ihag/section_2.htm www.hidp.org/programmer/glossary.html
A name, term, design, symbol, or any other feature that identifies one seller's
A noun. A proper noun that is attached to an individual, a firm, a product or a good or service as distinct from those of other sellers. The legal term for
service. Any proper noun may be a brand. Any individual or firm is a brand is trademark. A brand may identify one item, a family of items, or
brand. A successful brand offers differentiating values for buyer all items of that seller.
appreciation. www.shapetomorrow.com/resources/b.html
www.jaffeassociates.com/JaffeNews/00BrandGlossary.html A name, term, design, symbol, or any other feature that identifies one seller's
The Clicquot brand, etc., the best brand, etc. That is the merchant's or excise good or service as distinct from those of other sellers. p. 269
mark branded on the article itself, the vessel which contains the article, users.wbs.warwick.ac.uk/dibb_simkin/student/glossary/ch09.html
the wrapper which covers it, the cork of the bottle, etc., to guarantee its A printed symbol of ownership that a company hopes consumers will associate
being genuine, etc. Madame Clicquot, of champagne notoriety, died in with quality.
1866. He has the brand of villain in his looks. It was once customary to www.jscfcu.org/kidglossary.htm
brand the cheeks of felons with an F. The custom was abolished by law in
1822.
www.bootlegbooks.com/Reference/PhraseAndFable/data/171.html
jargon for those things associated with a product name, such as the image or
concept in customers' minds about what it means to them
www.journalism-school.com/fgloss.htm
Umbrella term applied to everything from a name or logo, to the overall
reputation of an organization or product.
4. “I don’t know who you are.
I don’t know your company.
I don’t know your company’s products.
I don’t know what your company stands for.
I don’t know your company’s customers.
I don’t know your company’s reputation.
Now - What was it you wanted to sell me?”
McGraw-Hill Magazine Ad
5. This is a logo
• AKA a “mark”
• Not a brand…
brand is more
6. Brian Collins says…
• A brand is a symbol
that makes a promise
of an experience
• Pirates uses pirate
flags to promise
pillaging.
• Customers recognize
this promise and flee
or surrender.
7. David Aaker says
A mental box with
• Advertisements
• PR
• News articles
• Product
experiences
• Customer
experiences
8. Brand and the User Experience
Creating a good customer
experience is the essence of
good branding
Hugh Dubberly’s Model of Brand
10. What is a brand?
Strawman: A collectively held idea of a
company by its customers in reaction
to the messages the company sends
via advertising, product design and
public relations.
11. What is Brand Identity?
Brand Identity is the unique set of brand
associations that the brand strategist aspires to
create or maintain. These associations represent
what the brand stands for and imply a promise
to customers for the organization members.
12. Aspects of Brand
• BRAND IMAGE
– How the brand is now perceived
• BRAND IDENTITY
– How strategists want the brand to
be perceived
• BRAND POSITION
– The part of the brand identity and
value proposition to be actively
communicated to a target
audience
15. You deserve a break
today
Audience: Adults
Message: Treat
yourself, don’t
Audience: Anyone cook
Message: Every eats here, must
be good
Audience: Teens,
young adults
Audience:
Families Message: We’re
hip
Message:
it’s fun
here
Did these emerge from audience feedback, or
strategy?
18. More than a Product
BRAND
Organizational
Associations Brand Personality
Symbols
PRODUCT
Country of Scope
Origin Attributes
Quality
Uses Brand-customer
Relationships
User Imagery
Emotional
Self-Expressive Benefits
Benfits
19. Brand Identity Planning
Extended
core
Brand As Product Brand as Brand As Brand As
Organization Person Symbol
1. Product Scope
1. Organizational 1. Personality 1. Visual
2. Product
Attributes Imagery and
Attributes 2. Brand-
metaphors
2. Local vs. customer
3. Quality/Value
Global relationship 2. Brand
4. Uses Hreritage
5. Users
6. Country
20. Extended
core
Brand As Product Brand as Brand As Brand As
Organization Person Symbol
1. Search
1. Hardworking, 1. Honest, but 1. Simple
2. Fast,
fun, cult playful. design, basic
comprehensive
html. Logo is
2.Global view 2. Always
3. “The best” not sacred.
there for you.
4. Find anything: 2. “old
research to fun internet’
5. Everyone
6. International
21. YOU
Extended
core
Brand As Product Brand as Brand As Brand As
Organization Person Symbol
1. ____________
1. ___________ 1.__________ 1. __________
2. ____________
2. ___________ 2. __________
3. ____________ ____________
4. ____________ 2.__________
5. ____________
6. ____________
From David Aaker’s Building Strong Brands. On Amazon
28. Brand checklist
1. I can clearly define my mission when asked: Why do I exist?
2. I have a clearly defined promise for my customers.
3. My brand has a personality.
4. I have a tagline that communicates my brand promise in a
memorable way.
5. I have a logo that is simple and works (and I use it everywhere)
6. I have mapped my promise and personality into my customer’s
experience.
7. I have defined new hiring criteria for all new employees.
8. I have implemented training for new and existing employees.
9. I am my brand.