- Paperback: 256 pages
- Publisher: FT Press; 1 edition (August 22, 2008)
- Language: English
- ISBN-10: 013706506X
- ISBN-13: 978-0137065066
- Product Dimensions: 5.5 x 0.6 x 8.7 inches
- Shipping Weight: 13.6 ounces
- Average Customer Review: 59 customer reviews
- Amazon Best Sellers Rank: #960,174 in Books (See Top 100 in Books)
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Do You Matter?: How Great Design Will Make People Love Your Company (paperback) Paperback – August 22, 2008
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From the Back Cover
“Definitely, a game changer! Design experience is the power shift to our era what mass marketing was to the last century.”
John Sculley former CEO, Pepsi and Apple
“Great design is about creating a deep relationship with your customers. If you don’t, you’re roadkill. This book shows you how and much, much more. Be prepared to have your mind blown.”
Bill Burnett Executive Director, Design Program, Stanford University
“Design is the last great differentiator, and yet so few really understand it. Do You Matter? offers a marvelous series of direct, in-your-face observations and drives home the means to an absolutely integrated design strategy.”
Ray Riley Design GM, Entertainment and Devices, Microsoft
“This book will challenge you to ask and answer what arguably are the most important questions an executive can ponder today. So open up.”
Noah Kerner CEO, Noise and coauthor, Chasing Cool
More and more companies are coming to understand the competitive advantage offered by outstanding design. With this, you can create products, services, and experiences that truly matter to your customers' lives and thereby drive powerful, sustainable improvements in business performance. But delivering great designs is not easy. Many companies accomplish it once, or twice; few do it consistently. The secret: building a truly design-driven business, in which design is central to everything you do. Do You Matter? shows how to do precisely that. Legendary industrial designer Robert Brunner (who laid the groundwork for Apple's brilliant design language) and Stewart Emery (Success Built to Last) begin by making an incontrovertible case for the power of design in making emotional connections, deepening relationships, and strengthening brands. You'll learn what it really means to be "design-driven" and how that translates into action at Nike, Apple, BMW and IKEA. You'll learn design-driven techniques for managing your entire experience chain; define effective design strategies and languages; and learn how to manage design from the top, encouraging "risky" design innovations that lead to entirely new markets. The authors show how (and how not) to use research; how to extend design values into marketing, manufacturing, and beyond; and how to keep building on your progress, truly "baking" design into all your processes and culture.
About the Author
Robert Brunner’s career as an industrial designer is iconic in the high technology arena. As director of industrial design at Apple Computer, he founded the Industrial Design Group and developed the original Macintosh PowerBook, Newton, and 20th Anniversary Mac–prelude to the iMac. As a partner at Pentagram, one of the world’s most influential design firms, he worked with Fortune 500 companies, including Nike, Microsoft, Hewlett Packard, Dell, and Nokia, as well as developed new products for many global enterprises. In early 2007, Robert founded Ammunition, a product design, brand, and interactive development consultancy. His product designs have won numerous awards from the Industrial Designers Society of America and BusinessWeek, including eight best of category awards. His work is included in the permanent design collection of the Museum of Modern Art (MoMA). Robert also teaches advanced product design at Stanford University.
Stewart Emery is coauthor of the international bestseller, Success Built to Last. He has a lifetime of experience as an entrepreneur, creative director, corporate culture consultant, and executive coach. He has conducted coaching interviews with more than 12,000 people in the last three decades and is considered one of the fathers of the Human Potential Movement. Stewart serves as Visiting Professor at the John F. Kennedy University School of Management. Author of two other best-selling books, Actualizations: You Don’t Have to Rehearse to Be Yourself and The Owners Manual For Your Life, Stewart Emery has led workshops, seminars, and delivered keynotes all over the world. As a consultant, he asked questions that lead MasterCard to its legendary “priceless” campaign.
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When I was in college, one of the hit "The" bands was a raucous group from Down Under called The Vines. Now, the Vines definitely had a great sound, and their writing and melodies were great, but their press just revolved around their wacky lead signer, Craig Nichols who oscillated between adorable and totally insane. Now, Craig was an interesting guy, who was trying to fuse melodic rock with something grunge-y like Nirvana. Craig said weird irreverent things, and was often so `anti-establishment' that his fits of `quirky behaviour' cost the band many huge media appearances, hoards of mainstream fans and lots of money. After hearing of Nichols' obsession with McDonalds fries, I found myself pulling up to the Golden Arches more often. In a weird way, I didn't just connect with the band by listening to their music, and following the music news, I connected with them by eating the same junk food they ate. Because Craig loved McDonalds, I loved McDonalds. It was my way of connecting with a fun goofy carefree vibe (which has nothing to do with McD's actual marketing, by the way).
In a way, the rockstar analogy is perfect: another band I loved (and still do) was Pink Floyd. To say to someone that you loved Pink Floyd, was to admit two things: a) that you loved great guitar, and great sounds, and great rock b) that you were creative and imaginative, and hence, appreciated art and color in life, c) the words in the songs touched you, meaning you weren't just a rocker, you had a brain, and a heart as well. And so Pink Floyd fans get this feedback from each other when they talk about great albums, great concerts, and little nuances about the band members.
So this is my long winded way of saying we have relationships with these companies when and only when they seem to represent ideas that we like, and want to surround ourselves with. The BMW driver has an attitude about the world, and he wants everyone to know, not that he's rich, or successful (although the association doesn't hurt), but that he thinks a certain way. The popularity in late 1990's of the Christian WWJD (What would Jesus Do) wristbands was a perfect example of this: it combined something that was trendy and good looking, with ideas that millions of people truly believed in. When you combine a good product with a belief, an ethos, an attitude about the way the world is, you have a powerful brand, and a powerful following. Just hope they all have credit cards, and you have a business model.
And thus, Macintosh users, for many years, had the same identification: not only did they like good tech, but they loved what the Mac was about, and what it represented; they took it as a badge of honour to be a minority marketshare, knowing that in many other realms of life, the best is often in low numbers, and the masses often settle for mediocrity. But it's more than just that: what the Mac lovers believed was not just a belief about technology, but a belief about the world. The belief was that by being a little different, I'm not a bad person, actually, I should embrace it, because the status quo makes me puke, and never leads to anything great. Fittingly, Apple has never looked to polls, or focus groups to design its products. Focus groups don't lead to greatness, they lead to average. And to be average, even if it's incredibly profitable, is not worth it.
Ironically, it turns out that being average isn't so profitable after all. You can mass-produce cars, but you can't mass-produce average cars, and expect to still be in business 10 years later. No way. It turns out that companies who make amazing products, like imported cars, and superior electronics (like Samsung), always win because of the amazing experience their customers have using the products. Paying attention to detail means paying attention to the experience of using the product, and the best designers in the world know that that experience is why the customer bought that piece of plastic in the first place. You don't sacrifice great design for dollars. It doesn't work. You will end up destroying your company. Growth comes from great design.
Those experiences add up to one great truth: Great companies are a positive force in people's lives. Now, you may not be a Pink Floyd fan (breathe Mike... breathe...) or like Bimmers, but there is bound to be a company out there that makes products that you believe in, and it's got nothing to do with the taste, or the 0-60mph time, or the specifications of the technology. We bring friends into our lives that think like we do, and we bring MP3 players into our lives that `think like we do' as well. And what is the goal of all this consumption and qualification? People are seeking a great experience of being alive, and will buy products and surround themselves with things that help them do that. As Simon Sinek once said, People don't buy what you do, they buy why you do it.
More reviews like this on 21tiger~ books. biz. asia.
The "Do you matter?" question in the book's title aims to identify how passionate your customers are about the goods or services which your business offers. You matter to customers when they are emotionally invested in your continuing success. The function of great design is to create this sort of emotional connection through a product, without requiring live human interaction.
Designers love to make Apple a subject of their study, and by the end of the book I was feeling that I had heard far more about iPods than I will ever need to know. Other brands singled out for praise by the authors include Nike, Samsung, IKEA, Harley Davidson and BMW. Each has its own band of committed fans. Motorola, on the other hand, had a hit with the Razr but has failed to follow up that success with similar emotionally appealing designs.
I happened to read this book at the same time as Predictable Magic: Unleash the Power of Design Strategy to Transform Your Business and, although the books are quite different, they both carry the message that the emotional connection that your design creates is far more important than the design's functional aesthetics. In my view, other features such as marketing and after-sales service are sometimes more important than design in establishing that emotional connection, but the book does provide a good description of what a design needs to aim for.
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I'd like to start with a warning.Read more