pJ
I Ig
Pei Jung Design Product • Graphic • Design strategy • Brand Research & Design
Portfolio
Academic Background
pJ I Ig Pei Jung Design
Ohio State University, Columbus
Savannah College of Art and
BSD in Industrial Design, 2011
Design MA Design Management
Minor: Economy
Pei-Jung Lee
GPA/3.6
Research • Product Graphic • Video
703 415 6606
Collaboration Communication Chumility
2012 GPA/ 4.0 Marketing • Business strategy Business Model • Branding
peggylee1102@gmail.com
Management
Design
http://issuu.com/peggy_lee
Project experiences • International Houseware Competition, 09 • International collaborative project for Motorola, Au 10 • Creative project for Ault Technologies LLC, Au 2010 • Electrolux Design Lab Competition, Sp 10 • Royal Sovereign, Portable AC Competition, Sp 2010 • Internship at Fortune Grand Technology lnc 2010, 2011 • Project with 3M Co. Wi 2010
• Business Strategy Design Traning Certificate 2011 • Project with Mettler Toledo, lnc 2011 • Merrill Lynch Summer Wealth Management Program,HK, 2011 • EPIC (Ethnographic Praxis in Industry Conference) Extension Branding Project, 2012
Technical and Skills Photoshop, Illustrator, InDesign, After Effects, Premier
3D
Rhino, Solidworks, Hypershot Photo view 360
Words, Excel, and Powerpoint
Mandarin Chinese , English
Branding
Sketches
Concept development
3D modeling Prototype
Multi disciplinary Contextual Marketing
Strategic planning
Design Brand guideline
Design thinking Product
Management
Team
data analysis
Video
Enthographic research
Visual communication
Infographic
User experience
Graphic
Illustration
Brand identify & evaluate Business model
Logo
3
Branding Strategies : research, identify, evaluate, design, graphic
Infographic
prinique print unique
family
friends
Kodak Brand Identify and Evaluate
EPIC 2012 Brand Design & Identity
Questioning the Mainstream: Urban & Suburban
Design strategies : contextual research, analysis, concept development
Product Design
“...we are not in Savannah to change it. Improve it here and there, but there is a reason why we are here: because it’s fantastic! There are things we can improve upon, but you don’t want to change the
Savannah as an Art & Culture Economy
Strategic Futures for the Smithsonian Institution
Moisture Analyzer Mettler Toledo Research + Product Development
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Branding Kodak Brand Identify and Evaluate EPIC 2012 Brand Design & Identity
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1884 Eastman Dry Plate Company
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Kodak Brand Identify and Evaluate The project In our project, we examined Eastman Kodak Company to discover Kodak’s future market opportunities.
Familiarize Kodak History
Market Directions
+
+
Customer Segments
Product & Services
+
+
Financial Problem
+
Market Issues
The problem Kodak entered the digital industry they forgot about the digital value chain does not function like the traditional market. “ All innovation is hard. Reinventing your entire business is the hardest. innovation of all. ” Clayton Christensen, a professor at Harvard Business School.
Branding Approaches
• Packaging • Color • Applications • Business card and more
• Brand positioning • Creating stories and metaphors • Brand portfolio strategy • Brand personality, tone and manners
Design
• To analyse marketing and brand performance •Brand valuation
People Insight
Eastmen Kodak
Brand Strategy
Analytic
• Know people’s behaviors • Trends that affect people • Decode customer’s insight • What, when, and why they want things
People Journey
Market
• User experience • Brand Experience • Internal brand building
• Creating and developing new business opportunities, market, product or service
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Evaluating Kodak brand Rational brand attributes
Profound: A brand that has a strong culture and expend itself to wide rage of market
Motivated: A brand that explores new markets continuously
Emotional brand attributes
Tenacious: A brand that never stops moving forward even in its business downturn
Artful: A brand that allows people to create their meaningful memories through an artistic way
Energetic: A brand that is active and inspires people to be creative
Sincere-: A brand that is honest and cares about its customers.
Segments: Consumer digital imaging group (CDG) Film Photo Finishing and Entertainment Group (FPEG) Graphics Communication Group (GCG) Profound, Motivated, Energetic
Motivated, Energetic
Profound, Motivated, Sincere
Customer Persona Creating customer persona to help us visualize our customer’s need and really design for them New parents 10
Business
Elderly
Teenagers
Kodak products encourage people to be creative and satisfy customer’s artistic spirit. From films to images, services and more. As our founder’s goal to make photography convenient and intuitive, Kodak now wants to turn the everyday point and click photographer into an artist!
1975, The first digital camera 11
Research Kodak brand and its competitors Survey method-Semantic differential The selection point is to be based on the feeling they have between the brand and two opposite words with definitions The closer their selection is to a word, the stronger they feel the brand is associated with that word and definition
Brand comparison In our survey, we compare each brand’s logo, store exterior, interior and its products.
Opposites
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Profoun d
RA Mo tiv a
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N
L A
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IO
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EM
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A
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IO
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tes – On Brand
ere Sinc
N
Mo tiv a
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En er g
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bu Attri RA
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Profoun d
Artful
TI
TI
RA Mo tiv a
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= Activity (Active/Passive)
O
= Potency (Strong/Weak)
Profoun d
EM
= Evaluation (Good/Bad)
ere Sinc
O
Insincere
ic
En er g
Sincere
et
EM
TI
A brand that is honest and cares about its customers
O
Inert
N
ere Sinc
ous
Energetic
O
AL
tes – On Brand
aci Ten
A brand that is active and inspires people to be creative
AL
aci Ten
P
Artless
bu Attri
tes – On Brand
AL
A
Artful
FujiFilm-exterior bu Attri
d te
E
A brand that allows people to create their meaningful memories in an artistic way
N
E M O T I O N A L
O
Yielding
ous
Tenacious
aci Ten
A brand that allows people to create their meaningful memories in an artistic way
AL
P
d te
Aimless
N
Motivated
O
A brand that never stops moving forward even in its business downturn
AL
A
d te
Profound
N
A brand that has a strong culture and extends itself to a wide range of markets
O
E
Artful
On Brand
R A T I O N A L
E P A
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Attributes
En er g
EPA
Example of store exterior survey
EM
After conducting surveys, we collected, analyzed, and visualized our data to help us compare each brand’s strength and weakness
Example of brand logo survey
Artful
Visualizing Data
N
AL
RA
TI
O
Insights/ Reframe for Design Opportunities
Personal and family
Teenager
Kids
Elderly
Adult
Parents pick the product/ pictures
Starting to learn about different brands/Prefer High technology product
Not Familiar with Kodak /Prefer High technology product
Familiar Kodak Brand/
Family/memories
Friends/Family/Memories
Marriage/Family/Memories
Family/Memories
Business strategies
ABC by Kodak
Stage 1
Printing centre + Art Class
Stage 2
Family Printing service
Rent location for the art class Try to get the public familiar with the brand first
Open printing service store that is specific to families
Family Activities, such as making album/scrap books together Children’s art class: take pictures, print it, make it Everything will be provided in the class for students to use such as cameras, printers, printing paper and more (Kodak’s products)
Continue with art classes to allow the public to be familiar with the new brand
Kodak will rebuild the brand image by allowing customers to try different Kodak product through art classes that we provide The new brand will be familiarized as a family, friendly and sociable brand.
Stage 3
ABC
When the brand becomes more established, the brand will stand alone from Kodak as a trust worthy brand.
Slowly transfer the production line of printing services and products to only show the ABC logo
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prinique print unique
family
friends
Rational brand attributes
Emotional brand attributes
Sincerely:
Progressive:
Unique:
A brand that cares about consumers’ needs and tries to meet customer’s satisfaction
A brand that embarks on a track of steady development all the time
A brand that aims to offer professional services and products with a friendly, sociable environment
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Sociable:
Pleasurable:
Vibrant:
A brand that is actively involved in being a bridge to link positive relations among families and friends
A brand that aims to please their customers and give them meaningful time for their families and friends
A brand that is leading life with enthusiasm
Book cover
Sincerely
Bookmark
Unique
Family Friends
Pleasurable
Vibrant
Sincerely
Business card
Progressive
Pleasurable Progressive
Family
Friends
prinique by Kodak
Vibrant
Unique
Progressive
Unique
Vibrant
Unique
Friends
Pleasurable
Vibrant
Sociable Progressive Friends
Unique
Family
Friends
Poster
We care about our people
Friends
We care about our people
Family
prinique by Kodak
Unique
prinique by Kodak
Unique
Family
Friends
Unique
Family
Friends
prinique by Kodak Unique
Family
Friends prinique by Kodak
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Extension Brand for EPIC 2012 Conference Brand Design & Identity
EPIC is...
Example contents in EPIC brand book
The EPIC Conference promotes the use of ethnographic investigations and principles in the study of human behavior as they are applied in business settings.
EPIC Brand elements EPIC green Sunshine Orange
Theme The theme of EPIC 2012 conference, the 8th annual gathering, is Renewal. In the current period of economic, political and social turmoil, EPIC people felt it important to take time to reflect on the context that they are working in, and to ask how that context may (or ought?) to shape their work. Are they agents of renewal? Are they themselves renewed?
Clear space and minimum size x
x x 15mm
Project mission...
2x
Our mission for this project is to take the visual look and feel of EPIC 2012 website design elements and interpret them into a variety of collateral pieces. Our project will involve different local committee groups and needs to be consistent in the overall design.
x x x
x 0.6x
x
• Develop EPIC conference brand book • Design EPIC 2012 conference promotional materials • Creates unify and consistency of EPIC 2012 design elements in environment designed http://epiconference.com/2012/ 16
x
x
x
x x
0.6x
x
Drop Cards
Schedule and Map
Front
Front
Bleed(4.25’’) Final cut card size (4’’)
Oct. 14- 17 SCAD Savannah Georgi a http://epiconference.com/2012
Oct. 14- 17 SCAD Savannah Georgia http://epiconference.com/2012
EPIC 2012 promotes the use of ethnographic investigations and principles in the study of human behavior as they are applied in business settings. By understanding people, what they do, how they do it and how that over time, we can create better business strategies, processes and products, as well as enhance and simplify people’ s lives. For more information, visit epiconference.com, find us on Facebook or follow @epiconference on Twitte r.
http://epiconference.com/2012
Final cut card size (6’’) Bleed(6.25’’)
Back
Oct. 14- 17 SCAD Savannah Georgia http://epiconference.com/2012
EPIC 2012 promotes the use of ethnographi c investigations and prin ciples in the study of human behavior as they are applied in business setting s. By understand ing people, w hat they do, how they do it and how that over time, we can create better business strategies, pro cesses and products, as well as enhance and
Back
simplify people’ s lives. For more information, visit epiconference.com, find us on Facebook or follow @epiconference on Twitte r. EPIC 2012 promotes the use of ethnographic investigations and principles in the study of human behavior as they are applied in business settings. By understanding people, what they do, how they do it and how that over time, we can create better business strategies, processes and products, as well as enhance and simplify people’ s lives. For more information, visit epiconference.com, find us on Facebook or follow @epiconference on Twitte r.
http://epiconference.com/201 2 http://epiconference.com/2012
Final cut card size (3.375’’)
Bleed(3.625’’)
Small drop card design
Oct. 14- 17
SCAD Savannah Georgia http://epiconference.com/2012
Final cut card size (2.125’’) Bleed(2.275’’)
Oct. 14- 17
SCAD Savannah Georgia http://epiconference.com/2012
EPIC 2012 promotes the use of ethnographic investigations and principles in the study of human behavior as they are applied in business settings. By understanding people, what they do, how they do it and how that changes over time, we can create better business strategies, processes and products, as well as enhance and simplify people’s lives. For more information, visit epiconference.com, find us on Facebook or follow @epiconference on Twitter.
EPIC program brochure schedule/venues/times/keynotes/paper/sponsors information
Cover
Brochure Design and oranize content information
Content
Other EPIC 2012 Conference promotional items T-shirt, badges and more
Volunteer T-Shirt
Consistency of EPIC Design Elements
Front
Create brand guideline for consistency of EPIC conference materials and designed environments Volunteer
For more EPIC 2012 conference photos, please visit http://www.flickr.com/search/?q=%23epiconference#page=0 Back http://epiconference.com/2012/
Visual Communication Infographic Questioning the Mainstream: Urban & Suburban Video + Poster
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Video Presentation
Questioning the Mainstream: Urban & Suburban http://www.youtube.com/watch?v=MI4SS_EGxKk&feature=youtu.be
Video, graphic, script: Pei-Jung Lee, Ryan Snodgrass
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Questioning the Mainstream: Urban & Suburban Does one benefit the environment and themselves by living in the suburb? ...or is it just a personal choose?
Expensive Budget Compact development Do not facilitate travel Health issue
Do not increase Health issue housing choice
emissions
skyscraper puts out 5.4 tonnes CO2 perCO2 person per year
Difficult
Budget Difficult
greenhouse gas
Tighter Space
greenhouse gas
make pollution and traffic congestion Health issue worse
Budget
greenhouse gas
high level of urbanisation is associated with increased risk of Compact psychosis and depression in both men and women
Trapping more people into a tighter space can only make pollution and traffic congestion worse
Tighter Space
Difficult
Compact
Difficult
on average in the U.S., moving a passenger1 mile in an auto uses less energy, and produces less emissions, per passenger-mile (1 person/ mile) than carrying that person one mile in an urb
CO2
psychosis and depression problem
Air pollution CO2
Infographic
22
In this poster, I incoprorate text and graphics together to visually communicate with the audience.
ban transit bus
United States as a whole has plenty of land to grow on, since not even 5 percent of its total land has been developed
If we are to reduce our urban energy and water footprint by individually collecting localised solar energy and rainwater it appears reasonable that this will only be practical in CO2 low density areas
Yards filled with trees and shrubs absorb dust and chemicals It's true some farms and forests have been converted into subdivisions, but right now suburban and exurban development is flat
According to research people in the suburbs are, more sociable than those in the urban environment Americans enjoy privacy, space, leisure time and choice that were once available only to the richest of the rich.
social problem
Average greenhouse emissions for detached housing 2.9 tonnes CO2 CO2 per person per year
Air pollution
social problem
CO2
Air pollution CO2
To make the poster more engaging and inviting, I decided to have a flipable Icon on top of some important enviromental issues in urban and suburban areas such as psychosis, air pollution, and social problem.
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Questioning the Mainstream: Urban & Suburban Does one benefit the environment and themselves by living in the suburb? ...or is it just a personal choose?
Expensive Budget Compact development Do not facilitate travel Health issue
Do not increase Health issue housing choice
emissions
skyscraper puts out 5.4 tonnes CO2 per person per year
Difficult
Budget Difficult
greenhouse gas
Tighter Space
greenhouse gas
make pollution and traffic congestion Health issue worse
Budget
greenhouse gas
high level of urbanisation is associated with increased risk of Compact psychosis and depression in both men and women
Trapping more people into a tighter space can only make pollution and traffic congestion worse
Tighter Space
Difficult
Compact
Difficult
on average in the U.S., moving a passenger1 mile in an auto uses less energy, and produces less emissions, per passenger-mile (1 person/ mile) than carrying that person one mile in an urb
CO2
psychosis and depression problem
Air pollution CO2
Infographic
24
In this poster, I incoprorate text and graphics together to visually communicate with the audience.
ban transit bus
United States as a whole has plenty of land to grow on, since not even 5 percent of its total land has been developed
If we are to reduce our urban energy and water footprint by individually collecting localised solar energy and rainwater it appears reasonable that this will only be practical in low density areas
Yards filled with trees and shrubs absorb dust and chemicals It's true some farms and forests have been converted into subdivisions, but right now suburban and exurban development is flat
According to research people in the suburbs are, more sociable than those in the urban environment Americans enjoy privacy, space, leisure time and choice that were once available only to the richest of the rich.
social problem
Average greenhouse emissions for detached housing 2.9 tonnes CO2 per person per year
Air pollution
social problem
CO2
Air pollution CO2
To make the poster more engaging and inviting, I decided to have a flipable Icon on top of some important enviromental issues in urban and suburban areas such as psychosis, air pollution, and social problem.
25
Design strategies Savannah as an Art & Culture Economy Strategic Futures for the Smithsonian Institution Healthy Fast Food in Convenience Store
26
“...we are not in Savannah to change it. Improve it here and there, but there is a reason why we are here: because it’s fantastic! There are things we can improve upon, but you don’t want to change the overall dynamic of the city.” 27
“I fell in love with Savannah.” Lisa Bradley, Savannah Clay Spot
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Savannah as an Art & Culture Economy “Igniting Savannah’s Startup Culture” Description: The Business Practicum and the Marketing Strategies classes at the Savannah College of Art and Design are in joint efforts to conduct a contextual study that demonstrates how the art and culture economy is operating in Savannah and how could it be further developed. The project is based on the principles of networks, business models, and cooperation as tools for businesses and design developers to keep working in the Savannah’s creative economy. The purpose of this study is to define the “art and culture” economy of Savannah and provide a set of actionable solutions that contribute to its growth.
Criteria General criteria to select an asset that belongs to the art and culture economy in Savannah: Primarily based on a local production or consumption, business founded in Savannah, preferably locally owned, consumes and contributes to the community.
Retrievable at: https://maps.google.com/maps/ms?vps=2&hl=en&ie=UTF8&oe=UTF8 &msa=0&msid=213407610771251713679.0004bc657738565bc0a89 29
Interviews Questions/ Some great quote from our interviees Can you tell us a little about your business?
What is Savannah’s start up culture?
“Savannah wears her all of her problems on her sleeve. You can see all of the issues, they’re out in the open. You know what the problem is, so now, what do you do to fix it?”
“Savannah’s strong suit is that you have that juxtaposition of the old aesthetic but there is this amazing collection of creative people that are doing really great things. We have a great way of storytelling”
Ashley Bowersox, Thinc Savannah
Matt Hebermehl, SeeSAW
We didn’t know who our neighbors were, and weren’t part of a community. [In Savannah] We got this mentality that we would be part of a smaller community here that was vibrant and we could affect it” Jake Hodesh, Creative Coast
What is it like here for startups?
Jake Hodesh, Creative Coast
Who are your customers?
“You have to really believe in it, which is interesting to me because we are all working on things that matter. I think it has to be that deep for you to stick in there because there are no man-made opportunities”
“I still have people coming up to me and saying, ‘I moved to Savannah because I saw this vision of what this neighborhood could be and what could happen.’ It’s there, it’s just about providing that little extra glue.”
Arianne McGinnis, Revival Foods
John Deaderick, Starland District
“There’s a young energy here, and we want change and we want to see it happen, but the city is very slow to change.” Brittney Blackshear, Crepe e Diem
30
“I think it’s two questions: Do we have funding for start ups here? No, that’s not part of the culture here. Is this a good place to try and start a business and be successful or fail? Yes.”
“I feel like in Savannah, there’s three markets. There’s the students, the locals, and then there’s the tourists...if you want to be really successful you have to have all three.” Brittney Blackshear @ Crepe e Diem
Savannah Start-up network map Frayed Knot
Grateful Hound
Tom Platt
You’re Welcome Sav
Satre
Katherine Sandoz
Fabrika
Perlina
Visit Sav.
SeeSAW
Bill Dawers
Jessica Brought (SCAD) Walker Organic Farm
Snug Hill Farm
LJ Woods Farm
Flat Creek Lodge
Revival Foods
Savannah’s Clay Spot
One Stop
Brian Huskey
Custard
French Knot
Green Truck
Lorraine Montgomery
Travel Host
The Soda Shop
Savannah Magazine
Cedrick Smith
Ester Dean
Black Dog Studios Joel & Julie Varland
Larry River
Starland Cafe
Little Beasts
PERC
Jessica Knapp
Dilated Spectrum
Rick & Tom Harmon
Butterhead Greens
= CONNECTION
Spare Time
Angel Bond
Gil Cruz
Andrew Brodhead
SUAF
Crepe a Diem
= MENTION
G. Cook S. Robinson
Wooden Sheep
Steven Baumgardner
Gallery Espresso
Southern Pine Co.
Starland Dairy
Foxy Loxy
= CONNECTION
37th @ Abercorn Antiques
Graveface Records
Forsyth @ Victory
Tybee Isl. Social Club
= MENTION
Colleen Heine
Sue Gouse
Maldoror
Forsyth Farmer’s Market
POST-SWARM ADDITIONS
Savannah Fun Tours
Scribble Arts
Jake Hodesh
Cafe Florie
= INTERVIEW
HSUS Randy Wood
Don Fergusen
Farm a la Carte CSA
CURRENT KEY
Claire @Cultural Affairs
Metrostar Comm Garden
Hunter Cattle Co.
Savannah Yoga Cen.
GSU Clay Program
Brighter Day
Sentient Bean
Bethesda Gardens
Mitsy Davis (SCAD)
John Jensen (AASU)
Bradley Taylor
Ashmore Gallery
Thinc
The Jinx
Desoto Row
Chatham Co. Skate Park Marc Jacobs
Volta Collaborative
Ben Maher
Juliana Peloso
Anitra & Nicoderns
Patrick Shay
Paul Wolf Bob Fee
“I think every single person is important. You have nothing to lose at all. You can never have too many friends.”
Chris Miller
“ I don’t know who those people are yet, but I know they are out there, that have the same energy and desire to make something happen. I know they’re there.” John Deaderick, Starland District
Katherine Sandoz, SUAF 31
The Creative Swarm Workshop After analysis of the interviews, we noticed numerous connections among Savannah’s cultural assets. We wanted those we interviewed to see the results of our findings and participate in a continuously evolving conversation. We developed an activity inspired by The Business Model Generation*. Facilitators prompted participants, and they ideated both individually and as a group. The end result transformed into an exercise devised to formulate a value proposition for the arts and culture economy of Savannah. Each value proposition proved to identify opportunities in light of obstacles faced by local creative entrepreneurs.
32
Quotes from the Creative Swarm Workshop “The old school is protecting their turf here in Savannah” “People want the outside world- they want your shirts, they want your art but who is selling it?” “We need to break the Savannah bubble” “We need to first be honest about what we are as a city” “We have shallow tourism here. It’s like, ‘Look!’ ...then go away” “Every revolution has started with students, why is this different?” “The good thing is that It’s happening, it’s slow, and we’re all here today just to make it go quicker” “No one goes into city council meetings to be FOR something. They only mobilize against something, go in and say it, then go home and eat pizza and it’s the only opinion heard”
Observations and notes from the Creative Swarm Workshop - Connections are being made and conversations happening in the room - Participants are losing focus and momentum, moving from separate groups to one large group. - Too much disengagement from the activity because of side conversation and networking. This is probably a good thing. - Had a long conversation with one participant about his earlier proposed question. There is only so much that can happen to grow within the creative startup community, eventually they will need support from “people in power.” The government will only listen to people on their “level.” Need to find these people and become allies. (like Paula Wallace) - Groups start to look and adopt other’s methods and approaches.
Value proposition written by our creative business owners 33
Network Reframe
This Thisisismy my network... network... shade = interview KEY lighter lighter shade = interview completedcompleted fashion/textiles/home goods fashion/textiles/home
goods
craft/apprentice craft/apprentice performing arts/clubs/venues performing arts/clubs/venues galleries/artists/designers galleries/artists/designers
cafe/food/beverage cafes/food/beverages antiques/thrift antiques/thrift organizations/institutions/festivals/info hubs organizations/institutions/festivals/info tourism/misc tourism/misc. available space available space
intra-industry connections intra-industry connections inter-industry connections inter-industry connections
34
This is m This is my network
fashion/textiles/home goods KEY lighter shade =
fashion/textiles
craft/apprentic
performing art
galleries/artists
cafes/food/be antiques/thrift
organizations/ tourism/misc
This is my network tourism/music
available spac
intra-industry c 35
Strategic Futures for the Smithsonian Institution: Looking past the Five Year Plan As part of the Design Futures: Trends, Foresights, and Intuition class at the Savannah College of Art and Design, our team has developed three future scenarios for museums in the United States. These are not driven simply by trends that affect museums, but by the high-level driving forces that affect the overall environment with the United States. This envisioning of possible futures will allow us to develop design opportunities which we can recommend to our self-selected client, the Smithsonian Institute (SI).
Smithsonian strategic plan 2012-2015
Future museum 2027
In 2010, the SI developed four scenarios of their own, and using that projected a strategic plan five years into the future. In its Strategic Plan, the organization detailed goals and strategies as a result of its in-depth scenario analysis. However, the SI only looked five years into the future. We have compared the insights from our scenarios with their Strategic Plan in order to explore the alignment between what the SI is doing now and what actions it might want to take in each of our future
scenarios.
The scenario building process Research
Analysis
Development
• Primary • Secondary • Study scenarios planning books
• Research insights
• Develop 3 plausible scenarios for future museum 1. The public good 2. The Age of Domestic Energy 3. The Global Water Crisis
• Study client portfile: Smithsonian (Federal Museum)
36
• Define possible driving forces that have impacts to museums 2 by 2 axes of uncertainty
• Refinements of scenarios
Alignment with Smithsonian Strategic Plan
Three Scenarios to 2027: Context for the Museum Futures
Deliverables 1. Test SI plan through scenarios
2. Envision new types of Museums
Scenario building
1. The impact and uncertainty matrix described by Ralston is a powerful and
Impact & Uncertainty Matrix in Use
simple way to organize driving forces in scenario development. It is particularly effective because it conceptually separates the issues of the potential
impact of a driving forces from the level of certainty of whether the force or event will happen, which are often intertwined in user’s
Uncertainty Axis
thinking.
High
Low
Medium
High • The goal is to have not more than 25% of all drivers fall into the four critical matrix elements comprised of the medium-high to high-high intersection.
Critical Area of the Matrix
• story elements to consider for scenario building, game changers
Medium
Impact Axis
education Elements of driving forces
technological
Low
environmental
political
Social
1.
2. After identified our driving forces which fallen into medium-high to high-high intersection. We then grouped these drivers into different groups base on their characters.
3. Under each group, we generated more drivers and their opposites.
2.
3. 37
4. We mix and match all driving forces to create scenario’s elements Some examples of medium to high impact and uncertainty drivers and their opposites used to generate loose scenarios • Voalitile Exchange Rates
Stable Exchange Rates
• Government substantially raises taxes
Government substantially cuts taxes
• Families adopt the staycation
Families take long roving national vacations
• People have less discretionary income
People have more discretionary income
• Global depression
Global Prosperity
4. 5. With different 2 by 2 axies, we then can develop our loose scenarios
Voalitile Exchange Rates
Families adopt the staycation
Families take long roving national vacations
Stable Exchange Rates 38
5.
Three Scenarios
Alignment with Smithsonian Strategic Plan Confirmation • To pursue avenues of gaining financial independence • Build up its historic reputation
The Public Good Public Works, Privatized Agendas
as part of America’s identity • Functioning as the nation’s
• Temporary or permanent museum satellites in other cities around the U.S. This could be a new campaign directed at leveraging the SI’s reputation to enter new markets.
foremost museums
• Develop thorough digitized collections, datasets, guides, and technology transfer initiatives
The Age of Domestic Energy National Goals, Local Solutions
The Global Water Crisis A United America Faces Hard Times
Alternatives
• Protect its artifacts and knowledge • Opportunities to continue to serve the community in a survival scenario
• Contributing to the development and diffusion of cutting-edge research such as sustainable, “small” energy systems.
• “authoritative virtual presence” for the purposes of preserving and creating access to the SI’s resources
Three Scenarios to 2027: Context for the Museum Futures
• Increase in private corporate funding of the media, arts, sciences and education. • Corporate bias and censorship fills the area of free content • High quality information is available for those willing to pay. • Museums cope with the privatization of information and funding.
• Museums take on deeper roles in education and the preservation of contemporary events • Diffusion of experience technology such as augmented reality. • Branding of place can be seen in museums’ marketing strategy
• Preservation becomes a more important role for museums with valuable artifacts • museums create evacuation and preservation plans for worst case scenarios
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Six key design opportunities After writing our scenarios and using them to analyze the future of museums and, more specifically, the future of the Smithsonian Institute, we have identified six key design opportunities.
1. Business-centric entrepreneurial
2. Leveraging the SI brand and reputation to
initiatives that focus on revenue generation. Identifying partnerships that will bring new sources of funding to the SI.
expand into new markets around the U.S.
3. Creation of extensive online resources,
4. Fostering development of new technologies
focusing on education and online engagement with the SI brand. Collaboration with existing big-players online.
5. Engagement within the national community through deeper education initiatives.
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and research, particularly those which work toward solving key problems regarding energy and the environment.
6. Creation of contingency plans in case of environmental or other catastrophe.
Video Presentation
Strategic Futures for the Smithsonian Institution: Looking past the Five Year Plan https://www.youtube.com/watch?v=jAz--nOr42c&feature=plcp
Video: Pei-Jung Lee Icon: Pei-Jung Lee, Michelle Beaton Script: Vanessa Vichyakul, Michelle Beaton, Ken Holmes, Pei-Jung Lee
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Product Design Moisture Analyzer Mettler Toledo Research + Product Development
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Moisture Analyzer Mettler Toledo
Modeled in Solidworks, Rendered in Photoview 360 44
Project Overview
Mettler Toledo Moisture Analyzer
Plastic Indistry
Pharmacist
Food Quality Assurance
What is a moisture analyzer? A device that determines the amount of moisture in a particular sample. It is typically used within the food, pharmaceutical, and plastics industries. The goal of the project is to redesign the current market moisture analyzer for Mettler Toledo. There is a strong opportunity for innovation and development for the moisture analyzer because it is a more recent product on the market in comparison to other laboratory equipment. Also, moisture analyzers make up only 5% of Mettler Toledo’s product sales, creating an opportunity to increase profit by expanding the market to industries other than the pharmaceutical, plastics, and food industries. We want to influence customers that a moisture analyzer is a valuable piece of equipment. The plan is to develop an innovative solution that will be more compact, efficient, and intuitive. A compact moisture analyzer will reduce the amount of surface space used within a laboratory. The product will be much more efficient than using a conventional oven by reducing the amount of time to prepare and bake the sample. Finally, the interface design should be more intuitive to use so training can be limited to a minimum to save both time and money.
Ohio State University in collaboration with Mettler Toledo 45
Research Secondary Research with Competitors Know the competitor’s strengths and weaknesses. Primary Research Insights and discoveries about design opportunities and the moisture analyzer market segments. Understand the user’s issues with current device they have in their lab.
Generating ideas/ sketches After our field and secondary research, we generated different ideas and sketched out our ideas.
Midterm Mock up We presented our initial ideas to Mettler Toldeo with presentations and mock ups.
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OSU Food Nutrition
OSU Scientist Food Industries Center
Wyandot Lnc. Ohio food products
Refinement We explored a variety of different shapes before deciding that our original form was the best solution.
User testing For levelling concerns, what does up and down mean to users? Six user testing models were created to collect people’s opinions about what is the most intuitive way for users to level the equipment.
Final ideas exploration We sketched out more ideas of how the device should be designed that is intuitive and easy to understand for our users. The sketches are base on our refined direction and form.
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For the customer concerned with quality, Mettler Toledo has high value innovative instruments with fast, efficient, and reliable technology. Compared to its competitors, our moisture analyzer allows the user to see the sample as it heats, includes intuitive leveling, and is easy to clean. Finger grips
Ventilation
Transparent glass Handle for carrying
Leveling knob
Adjustable interface
USB
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Mettler Toledo’s expectations
• A moisture analyzer is usually expensive • Cost saving-less sample wastes with grinded samples
• FDA leveling-phamacy book • Accuracy is critiqcal issue. A company might get suit if the data is not currect
• Minimization of footprint • Easier to move the device Economic
Legal
Moisture Analyzer
Environment
• Faster more efficentquick cleaning
Transport • The model has not been improved in 12 years. Need to Technology incoporate new technoloy into the new design
Market
• Market competitors such as Sartorius, Ohaus and Denver Instrutment
Our project deliveris • Reduce traning time • MT GrinderReduce process steps and increase efficiency • Error free leveling is improved/accurate • Sample will be more accurate with stable surface , and cleaning
Economic
Legal
Transport
Moisture Analyzer
• Flat surface can be easily Environment removed and clean • Transparent glass for easy monitoring processing sample
• Lighter and smaller footprint • User frendly handle and grips
• Data security-USB password Technology • Canteliver Design • Redesign of interface • Auto Leveling
Market
• Option of customizable heating elements-expand market • Incoporate new technology
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Thank you for your time!
pJ I Ig Pei Jung Design
703 415 6606 peggylee1102@gmail.com http://issuu.com/peggy_lee
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