The change is discontinuous, sudden, restless! The advent of the new economic era (or the post-industrial economy) has led to the emergence of bright industries and new academic records. Direct education must smash traditional values ​​to face the new world. It was only reported a few months ago, - "famous portal Yahoo, its total assets equal to 1.5 Sony Sony, equal to 2 Ford Ford!" However, in the first quarter of 2001, Yahoo's stock went all the way down, and .com companies lost their hearts. Most of the internet companies (like e-direct, e-commerce) had become "burning money." Industry. This rapid transformation, as Gray Hamel said in the “Leading the Revolutionâ€, “We are standing in a new era, and intellectually we know that the new era is already here, but we are not yet ready psychologically. "This is an era of turmoil. The gains and losses of wealth are only moments!" "In the twenty-first century, change was discontinuous, unexpected, and turbulent! The company was inattentive and ignored some of the major environmental factors." The change may not catch up with the leader!" So Gray Hamel told us to create a "new innovation model" to face the rapidly changing market.
From a design point of view, our physical environment has made great progress. This has made people more demanding in appreciating and purchasing products. With the convenience of the Internet, people are more willing to present themselves to material life. Views. When companies compete in the same price and function of the product, industrial design may become an important difference. The immense success of the colorful i-Mac computers not only saved Apple, but also inspired the design concepts of Dell DELL and Combi COMPAQ. The personal computer market has therefore introduced a large number of new, low-cost products. Another wave of "new competition" has emerged. The whirlwind image of the new VW Beetle is also a catalyst for the transformation of the automotive industry: it makes car manufacturers pay more attention to the appearance of the product. We can feel this atmosphere from the recent international auto show.
Due to the evolution of technology, the quality, quantity, and speed of design, development, and sales have been strengthened. Manufacturers gradually realize that if they do not exceed the competitors to design and develop new products, they may not have the incentive to engage consumers to purchase their products. In the face of competition, behind the practice of product design is because companies have a long-term strategy for these new design needs, or just the urgency to meet market demand! ? Of course, all decision-makers hope to think from the long-term development plan to establish their own competitive strategy. Strategies are plans, blueprints and steps that respond to the environment, define directions, and use resources to achieve goals. Because of the following features:
First, what we are dealing with is the future of current decisions.
Second, usually consider the vision, mission, and goals.
Third, it is a structure of a program and a plan.
Therefore, when a company is planning its strategy, what he thinks is that he must be able to effectively invest in resources that can be applied currently and it is in the direction of future development. Of course, not all corporate companies need to use industrial designs to increase the value of their products. However, once it is necessary to invest resources in the design and development of new products, care must be taken because all enterprises have limited resources. Strategy is formed in action. Since the early 19th century, Bauhaus in Germany has revealed the trend of industrial design. Over the years, industrial design has developed different appearances and results in different countries. Of course, these results are closely related to the country's subjective and objective conditions and the development strategies it has set. The reason for its creation may also be the comprehensive conditions of its “national competitivenessâ€, such as the development of furniture production in Sweden (such as IKEA - the integration of global resources and the creation of a designer with a plan to create a popularization The design style) is very different from the Italian furniture industry (emphasizing originality and brand differentiation - combined with the designer's strong personal style and deep manufacturing techniques to create a rare collection of furniture products). The culture of leather and the big country have developed a locomotive culture based on the Harley-Davidson brand. In Taiwan, however, there are totally different objective conditions. The traffic congestion in the hinterland has created the popularity of scooter. It also promoted related R&D, design and production technologies, and thus opened up an international market for the locomotive industry in Taiwan. The development of these products directly and indirectly led industrial design to different tasks, missions, and roles in these countries and regions. From this point of view, companies and companies should be similar in the process of industrial design development and the conditions of the subjective and objective formation strategy and the brewing procedures that must be adopted. Therefore, it can be seen that the development of industrial design must really meet the subjective and objective conditions of the country or region as a whole. In particular, from time to time, it also needs government policy guidance and corporate self-development strategy adjustment; from a large environmental point of view, Even with the government's attention and policy protection, it may not be able to create the success of an industry and the development of industrial design. Taiwan had actively sought to develop the automotive industry more than 20 years ago. However, the later result was not as effective as the development of the vehicle in Korea.
At the time of the development of the auto industry, although the Chinese and South Korean governments both had incentives and protection policies to promote and stimulate their development, the results showed that not only policy support but also support for success. Because of the industry's own practices and concepts and changes in the objective consumer market, it has played a decisive factor. In this cross-referenced case, we have seen “long-term and planned training†for industrial design talents and technologies by several well-known Korean automotive companies. They appear to be active and have long-term premeditated plans, and lay the foundation for subsequent achievements. . Although the automotive industry in Taiwan does not invest as long as South Korea, Taiwan’s auto industry has embarked on another path. The reason for this is, of course, because Taiwan does not have enough domestic market to support the demand for completely self-designed R&D. . However, in order to seize the hearts of Taiwan's auto consumers, some of the domestically produced auto makers face competition in the domestic market. Instead, the competition strategy chosen directly corresponds to the local consumer culture, trying to make the trend toward the taste of the public. Some of the design changes, such as the “large-scale plating tank cover†and the “front and rear headlights for diamonds†near the brand-name premium image, were designed for changes, such as upgrading the 1,000-cc or 1600cc-class to luxury vehicles. Equipped! This strategy of investing in consumers has created the success of the Taiwan market and instead developed an international competitiveness of “another design integration strengthâ€. (Like Taiwan's China Motors, Yulon Motor's achievements in mainland China and the Philippines.)
In the information computing industry, Taiwanese companies have played a special “mobility, short-term, vitality†traits, coordinated policies (such as the concentration of resources in science parks), and responded to fierce market changes with rapid industrial design and development capabilities. Instead, the product shines in the international market. But when the advantages of OEMs and ODMs are gradually challenged and replaced by the neighboring developing countries, what will be the next challenge? So I think if we look at the timeline, the only competitive advantage that can be permanently maintained is that it comes from innovation that goes beyond competitors. Not only do you know what you're doing, you can make money to ensure success, and you need to be able to grasp what others don't know yet. Industrial design is an innovative work and therefore it is more important to be able to take advantage of innovations that outperform competitors. New design competitiveness! ? Industrial design is usually the work that is dominated by customers. Most of the designers tend to achieve what others have confessed to him. Only a few international design companies or master designers can “occasionally insist†on their opinions. If the manufacturer plays a role of ODM, then the designer must naturally cooperate with the branded customer to design on the premise of "customer is always right!"
However, considering from the perspective of market size, the future development of China's huge market may be another opportunity for industrial design. In China, due to the large population and large population, there is sufficient sales in the domestic market to support the industry. Through the support of quantity, we can create a well-known brand, because the quantity change and competition process will naturally lead to the improvement of quality (including the quality of products and the constitution of the company), plus the advantages of cost. The amount of input costs incurred in the apportionment of the input costs is due to the cost advantages resulting from the low cost of resources. Therefore, I would like to use the Chinese market and resources as the backing, with strategic development as the direction, and make phased and explicit plans. There should be opportunities to create good products that are designed to be globally competitive! In addition, although computer applications have become the current mainstream of inevitable development, there is not much difference in time and experience for everyone around the world, especially in the development of industrial design applications and related software (eg: rapid The prototype Rapid Prototyping technology still has much room for improvement and development. Therefore, the active investment in computer-aided industrial design may be the best shortcut to shorten the gap with advanced countries.
By mastering the development of computerization, industrial design establishes interfaces with other professions, and integrates the entire development process to achieve simultaneous engineering and resource integration. This will be an important opportunity and inevitable trend. . Because the application of computers focuses on the understanding and application of science and technology or technology, and it turns to people, and further to the interaction between professional and professional, it can promote the promotion of comprehensive industry. The development of information dissemination today allows the exchange of various interfaces to present another possibility. Through such conditions, it is possible to communicate the best and fastest strategies and concepts, and to quickly respond to problems and obstacles. If companies are able to develop the industrial design based on the Chinese domestic market or resources, they will look at the international market and cultivate excellent talents to apply computer-aided design to achieve high quality at full speed. There should be opportunities in the 21st century. Create a new design competitiveness! As Gray Hamel put it in the "Leading the revolution", the spirit of Silicon Valley is not "e" but "i", not electronic commerce, but innovation and imagination. Therefore, the key factor determining the success or failure of the new economy in the 21st century is the power of "i", not "e"!