Branding and design management: a brand design management model

Montaña, Jordi; Guzmán, Francisco; Moll, Isa

doi:10.1362/026725707x250340

Cited by 31 publications

(17 citation statements)

References 13 publications

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“…Taking the limited retail-specific literature to date, Vazquez and Bruce (2002) argue that design management is a 'management' (Montana, Guzman & Moll, 2007) as opposed to a 'design' activity (Olins, 1985;Gorb, 1990;Cooper & Press, 1995). It involves detailed planning, selection of appropriate design resources and the cross-organizational coordination of activities in a complex multifactorial process with numerous stakeholders (Vazquez & Bruce, 2002;Cooper et al, 2003).…”

Section: Literature Reviewmentioning

confidence: 99%

Delineating Design Leaders: A Framework of Design Management Roles in Fashion Retail

Miller¹,

Moultrie²

2013

Creat Innov Manage

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Design management is widely acknowledged as important in optimizing the contribution of design in organizations, especially where survival in turbulent industries such as fashion retail depends upon design for differentiation, value engineering and an agile response. However, design management in this industry has received scant attention, in spite of the sector's degree of design intensity. This paper seeks to redress this imbalance with interviewbased case studies in seven leading UK-based international retailers, by investigating design management activities. The results reveal design management is composed of two distinct cohorts, with true design leaders privileged by formal design education and extensive design experience and others we term 'managers of design'. From these findings we provide a framework, which more accurately depicts the roles of design management in this dynamic industry, thereby helping to develop understanding in both academic and practical contexts.

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Section: Literature Reviewmentioning

confidence: 99%

Delineating Design Leaders: A Framework of Design Management Roles in Fashion Retail

Miller¹,

Moultrie²

2013

Creat Innov Manage

View full text Add to dashboard Cite

show abstract

“…Although past research shows that design-oriented organisations coordinate the marketing and design functions to develop superior design outcomes, the mechanisms that mediate the cross-functional collaborations between marketing and design remain unclear (Bruce & Daly, 2007;Montaña et al, 2007). The findings show that organisations cultivate 'organic' organisational forms to increase collaborations, which in turn stimulate design thinking.…”

Section: Cultivate 'Organic' Organisational Forms To Increase Collabomentioning

confidence: 90%

“…Past studies on design orientation and design management pertain to the coordination of cross-disciplinary functions within the organisation and analysing the relationship between design and marketing disciplines (Bruce & Daly, 2007;Johansson & Holm, 2006;Moll et al, 2007;Montaña et al, 2007). However, the design-orientation and design-management Downloaded by [University of Chicago Library] at 13:23 26 December 2014 …”

Section: Implications For Design Orientation Design Management and mentioning

confidence: 99%

“…For instance, Montaña et al (2007) argue that 'design can be involved' in new concept generation, design strategy, resources, and implementation (p. 832). The current study proposes a model of design thinking that describes the transfer of organisational design philosophies into design processes and outputs.…”

Section: Design Thinkingmentioning

confidence: 99%

“…Design orientation and design management pertain to the coordination of the design function with other parts of the organisation (Bruce & Daly, 2007;Moll et al, 2007;Montaña et al, 2007). We define design thinking as the transfer of the organisation's design philosophy into design activities and outputs.…”

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confidence: 99%

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An investigation of how design-oriented organisations implement design thinking

Chen

Venkatesh

2013

Journal of Marketing Management

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This paper examines how design-oriented organisations implement design thinking to develop design outcomes. An empirical investigation revealed that organisations implement design thinking by: (1) creating and disseminating end-user profiles across the organisation, (2) cultivating organic organisational structures to increase collaborations, (3) using brand image to establish a design language, and (4) factoring in competitors' design outputs to stimulate design thinking. Design thinking is typically understood as a process that results in many possibilities for innovation. The results of this study offer an alternate understanding of design thinking as a creative process that is structured by these four key implementation schemes.

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The Hong Kong Umbrella Movement as a non‐profit organization: An empirical study on the use of visual branding practices for social change

Patsiaouras

Veneti

Green

2021

Journal of Philanthropy and Marketing

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In this article, we draw our attention to the growth of a new social movement, as a non-profit organization which aims to effectively communicate its collective identity and messages to larger audiences. Initially, we provide a critical discussion on the interrelationships between marketing theory/practice and protest groups' promotional tactics. Afterwards, we focus on the interface between visual branding practices and new social movement's strategies to create a visual branding identity around their protest symbols and aims. In order to do so, we adopted a moderate participant observation approach to explore how the 2014 Hong Kong Umbrella Movement employed forms of visual branding to engage local and global audiences and induce social change. Drawing on a close examination of field notes and a visual analysis of digital archives and images from the protest sites, we identify and discuss the presence of several visual branding techniques for the imaginative promotion of the movement's demands and causes. Our findings suggest that the 2014 Umbrella Movement protesters coordinated and acted as non-profit organization which employed innovative and creative visual branding methods to enhance the movement's unity and trigger emotional responses from diverse audiences. We conclude the article with suggestions for future research around the interrelationships between social movements' protest symbols, transnational visual branding practices and non-profit organizational practices.

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Branding and design management: a brand design management model

Cited by 31 publications

References 13 publications

Delineating Design Leaders: A Framework of Design Management Roles in Fashion Retail

Delineating Design Leaders: A Framework of Design Management Roles in Fashion Retail

An investigation of how design-oriented organisations implement design thinking

The Hong Kong Umbrella Movement as a non‐profit organization: An empirical study on the use of visual branding practices for social change

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