The Growth Catalysts

QR/LDPL/MKTG/01-03

This presentation and its contents contain information

which is confidential and legally privileged and the same

shall not be used or dealt with by any third party in any

manner whatsoever without the specific consent of

Lokus Design Pvt. Ltd. Pune, India

C Lokus Design Pvt. Ltd., Pune

“It’s my money, and if I am investing into a venture - it better work!!!”

- A typical investor

Our 4 levels of engagement

Level 0- Risk Assessment

Level 1- Proof of Concept

Level 2- Sustenance & Growth

Level 3- MaximizeExit

Level 0Risk Assessment

We want to reduce risk

Sources of risk

Most organizations & investors form their strategy based on analysis of traditional risks. But more the deep one goes it is seen that other non –traditional risks are the biggest culprits for failures. Core to any business is its product or the brand or at times the packaging.

Either these areas are not analyzed fully or ignored. Many business have failed because they didn’t fully analyze risks that were involved in a Brand, Product & Packaging.

Razr initially took off & hopes of resurrecting Motorola were high but it eventually bombed

Top line risk

Top line risk

Product

Promotion

Pricing

Strong Brand Equity

Bottom line line risk

Bottom line risk

Competent vendors

Efficient processes

Gross m

argin Profitability

Reducing risk of the brand (giving value to stake holders & consumers)

Effective advertising & media planning

Great product experience1.Packaging2.Efficacy of the product

Results1.Revenue

2.Profit

3.Value to stake holders and satisfied consumers

Real Value Vacuumizer: Is it a technology in search of a solution? When you do that funnel filter, you do need to ask the question, "Can we make it?", but the first hurdle to pass is "Will she buy it?"

Remember the Real Value Vacuumizer - a clunky, expensive contraption that sat on that piece of high-valued real estate - the housewife's crowded kitchen counter, and helped her "keep namkeens fresh"?

Ziplock did the job just as well, thank you.

Life may soon be extinguished out of Maharashtra-based Real Value Appliances Ltd (RVAL), manufacturers of Ceasefire brand of fire extinguishers and vaccumizer cooking equipment, with the Board for Industrial and Financial Reconstruction (BIFR) confirming its prima facie opinion of winding up the company.

Radhika Chadha, Karate-gy, thehindubusinessline.com 2006

Reckitt Finish: Does the market suffer from a "fraction of a fraction of a fraction" problem? I felt a frisson of déjà vu when I saw the news that Reckitt has launched dishwasher tablets called Finish. Sorry, that should've been "re-launched". The number of dishwashing machines is minuscule in

India. So, the potential for dishwashing tablets was an infinitesimal percentage of the detergent market that was the used by the tiny percentage of dishwasher users ... you get the idea.

Nothing fundamental has changed in the last six years - yes, there is more money sloshing around in

nuclear family households, but kitchens are still small, the bai hasn't become redundant, and the number of dishwashers hasn't taken off as yet. I really wonder whether it is worth revisiting this product idea just now.

Radhika Chadha, Karate-gy, thehindubusinessline.com 2006

Apple Newton

Arguably ahead of its time, Apple debuted this

PDA device in 1993. Computerworld says it flopped

partially because of its high price ($700 or more), bulkiness and the ridicule it received from talk show comedians and comic strips like 'Doonesbury' which focused on the supposed inaccuracy of the handwriting recognition.

The Newton faded away in 1998, but chartered the course for the Palm Pilot in the late 90's and the popular BlackBerry & iPhone today.

Cosmopolitan Yogurt

Cosmopolitan has 58 international editions, is published in 36 languages and is distributed in more than 100 countries, making it one of the most dynamic brands on the planet. You could say it's got this "magazine thing" down pat.

All the more reason why it should stick to what it does best.

One thing Cosmo does not do best is brand and sell yogurt. Yes, yogurt. From the time of its release, the yogurt was supposedly off of the shelves in 18 months.

Sony Betamax

The Betamax video recorder hit stores in 1975. A year later, Sony's rival released another video recorder -- the VHS. By early

1977, four other companies were selling VHS machines. Meanwhile, Sony chose not to license Betamax technology. Because the two formats were incompatible, consumers had to choose

between the two. As Sony was the lone Betamax producer, you can guess which system they chose.

Type of risks

Top Line Risk

Brand

User/ Consumer/ Stake holders

Product

Packaging

Positioning & Placement

Strategy

Media

Retail

Others

Bottom Line Risk

User/ Consumer/ Stake holders

Manufacturing

Assembly

Vendors

Processes

Capabilities/ Capacities

Competition

Costs

Others

Brand Vision & Values Aims & Objectives History Management/ promoter vision User/ Consumer/ Stake holders Portfolio/ Architecture Promise, Personality, Tone of voice TG Understanding & issues Connect Trust, Equity, lineage, expectations Non focused messaging Positioning & Competition Media Product & service connect

ProductTop line

User/ Consumer/ Stake holders Needs, demands & Aspirations Functionality & Aesthetics IPR Product/ Contents/ Features UI & Ergonomics Technology Timing & Positioning Competition

Bottom line Pricing Manufacturing Assembly Parts Vendors Processes Skills/ Capabilities Placement/ retail

PackagingTop line

User/ Consumer/ Stake holders Needs, demands & Aspirations Functionality & Aesthetics IPR Product/ Contents/ Features UI & Ergonomics Technology Timing & Positioning Competition

Bottom line Pricing Manufacturing Assembly Parts Vendors Processes Skills/ Capabilities Placement/ retail

Three types of risks

Importance of design

Design plays a critical role in

1.Analyzing and understanding risks

2.Innovating on opportunities or problems

3.Faster turn around and time to market by ensuring products/ packs are

designed for manufacturing and assembly

4.Ensuring that the last mile of implementation & placement is achieved

The first priority of an investor is to protect the investment. The question is

how to achieve this in a complex business environment that is becoming more fast-

paced & unpredictable every day?

These problems may arise out of change in

Inappropriate Product / Service

Low Brand efficacy or Low Recall

Incorrect Target Audience

Intellectual property abuse

Social habits

Level 0 – Entry Level – Risk Analysis

Conducting a detailed and focused risk assessment for new investments can mean the

difference between success and failure.

Research and analysis; Risk assessment

We conduct Design research to get insights from Customers, Market, Retail, Competition

& Counterfeiters etc. which helps us analyze the risks involved. We facilitate Businesses

to Counter-Combat these threats, which otherwise would have been a substantial loss &

thus reduces investment efforts in bringing better products to market

Develop Strategies

We develop Brand/Product/Service strategies for competitive advantage and sustenance

Level 0 - Understanding, monitoring and preparing for risks

The new tool

Strategic design helps

understand nature of risks involved in brand, product & packaging

define their relationship with other factors & stake holders

identify possible intervention areas

laterally & holistically look at the macro picture and connect the dots

mitigate risks

Level 0 - Understanding, monitoring and preparing for risks: Vehicles

Research:

IPR

Brand

Product

Consumer

Customer

Competition

Design

Retail

Objective Definition:

Meetings with senior mgmt to understand the strategy & objectives

Competency mapping: field studies, meetings with various levels in

the organization

Brand & product position matrix: positioning & re-positioning

Categorize Information: stake holders wise

Defining broad brand strategy or objective

Presentation to mgmt for approval of broad product/ brand strategy &

communication/ signoff

Some of our tools

Evolution mapping & planning: only half the game is known to the most… rest of it is a day to day fire fighting situation

Sony

Now everyone is a Master

Competition

BreakthroughR&DIPR

FundingInfrastructure1st Go-to-market

Incrementalism

Eco- System ModelingTo map existing business, stake holder & product interactions & point out potential failure modes/ risks involved in these interactions

Most of the times businesses miss these interactions & latent issues thereof, causing a model to fail

Stake Holders Analysis

DREAMERS SATISFIERS EXPERIENCERS

Interface

Web Portal Retail Franchisee Front Desk Telecon Exhibitions Others

Interface

Promise Service Hotels Food Transport Hospitality Reliability

Publicity

Publicity

Publicity

Publicity Publicity

Influencing Factors Influencing Factors

Influencing FactorsInfluencing Factors

Scenario Mapping

Dream Journey Started

Does EnquiryUnmatched Dream

Have to browse on their own

Knowing

Not Knowing

Attends Inappropriately

NO ConfidenceNO ReliabilityNON Responsible

IndecisionNot HappyUnsatisfied

Doesn’t Confirm/ Confirms

Booking doneNot glad Compromise

Others

Tickets

Forex

No

Rec

on

firm

atio

n

No

Gu

idan

ce

No

Rec

on

firm

atio

n

No

Rec

on

firm

atio

n

No

Rec

on

firm

atio

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Chaotic Space Planning

Outside Influence

Reconfirmation

WAITWAIT

Lo

w o

n

Ex

pe

rie

nc

e

Future Forecasting

Risk Analysis

Gap Analysis

Buyer Segmentation

Market Opportunity by Decision Map

Communication Strategy based on Decision Maps

Buying Decision Matrix

QFD Analysis

Risk Analysis

Product Competition Analysis

The Graphical representation of all the Governing factorsFailure Mode Analysis

Friendly

Medical devicesCommunication devices

Vibrant ColoursAccentscomplicated

SmoothSoftFlowSimpleSterile

Selected area

Techno

Product Positioning: Competition Landscape

Negative feed back

Positive feed back

Important words:

• Big screen• Big numbers• Sleek • Decent• User friendly

•Simple to use and carry

Styles Forms

Feed back in terms of look & feel

Psychographic & Form Studies Product Universe

Virtual Assembly for hardware components right at the initial stages to avoid costly iterations later

Ergonomic Research

Ergonomic Research

Problem Enactment Processes

Empathy Approach

Thorough stake holder involvement in Design process

Level1Proof of Concept

Level 1 – Proof of Concept – Stage One Investment in Potential Ideas

Hopeful Ideas/ Abstract Thoughts/ IPR

Option 1

Option 2

Option 3

TestingOption 1

Option 2

Option 3

Design Intervention & Research

Tangibles

Funding

Imagine if you had invested in Option 2 or 3 or worst in Hopeful Ideas

Confidence Validated

Innovation

Lokusdesign’s Proprietary Design Process

Level 1 – Proof of Concept : Vehicles

Design

Design Research: IPR, product, consumer, customer, competition, design, etc.

Product design

Packaging design & product graphics

Prototyping

IPR documentation

Cost optimization: product, packaging, operations

Marketing communication design

Presentation design

The Design Difference

Break away from the Red Ocean… The Blue Ocean

Create entry barriers through Design

Design Research Identifies implicit needs rather than explicit needs: ensuring appropriateness & sustainability of products and services

Design before Technology to fit the product to the man and not man to the product

Design for Disruption… Break through

Design for Competitive Advantage

Design at the stage of inception will create more value and create Blue Oceans

What does Design do?

Design is the thread thatties companies to growth.

Good design is a source of competitive advantage

Companies that invest in design can avoid competing on price alone. Research has shown that design is a

significant source of competitive advantage. Companies that invest in their design capability and develop a

reputation for innovation can avoid competing on price alone. In the UK, 45 per cent of firms that

don’t use design compete mainly on price; only 21per cent of firms where

design is significant do so.

Design Council, UK

What can a business do to rapidly increase turnover growth?Invest in design, then measure the return on design investment (RODI) in terms of the time it takes to recoup the investment. Businesses that take design seriously are more likely to measure its impact.

Rapid turnover growth was four times more likely for businesses that did this. ‘On average, it takes 20 months for design projects to pay back the investment.’

Develop new products and services. This also nearly doubled the chances of rapid growth, which increased by a factor of 1.9.

Design Council, UK

Design in the downturnOver half (54%) of firms believe design will help them stay competitive during the economic downturn

The role of designLarge firms were twice as likely (69%) to have developed new products and services than micro businesses (33%)

Over a third (35%) of large firms say design is integral to their operation and almost a further half (47%) describe it as having a significant role.

Design Council, UK

A group of 63 companies identified to be effective users of design outperformed the FTSE 100 index over the full

period by 200%, and also beat their peers in the recent bull and bear markets

Design Council, UK

The companies are grouped into two portfolios – the ‘Design Portfolio’ and the ‘Emerging Portfolio’

The chart summarizes the performance of these two portfolios over the ten-year period of the analysis

The table below shows, both the Design Portfolio and the Emerging Portfolio outperformed the FTSE indices at all stages in the cycle.

This outperformance included the bear market period, from which no companies are immune, but during which both portfolios sustained much lower losses than the general UK stock market.

Design Council, UK

How can a business use design to increase turnover growth?If you’re designing new products and services, use design to lead and guide the process. The chances of design contributing to turnover growth rose more than threefold (by 3.3)

Use design in all stages of developing new products and services. Businesses that did were twice as likely to see design contributing to growth (by 2.1)

Use design in business planning. Doing so doubled the chances of design contributing to turnover and profit growth in the businesses we surveyed.

Use design in internally facing functions (such as workplace interior and internal communications). This increased the chances of design contributing to turnover growth by 1.8 times

Design Council, UK

What design can do for your figures?Design can have a positive effect on all business performance indicators, from turnover and profit to market share and competitiveness.

For example, for every £100 a design alert business spends on design, turnover increases by £225

Design Council, UK

By how much can design increase market share?On average, design alert businesses increase their market share by 6.3% through design

Design Council, UK

Level 2Sustenance & Growth

Are you able to cope with the slow down?

How does one succeed with minimal change?

OR

Are you able to increase the market share and grow year on year?

Are you able to tap the hidden potential of your Brand / Product / Service?

Level 2 – Sustenance & Growth

We believe that Brand / Product / Service is the core and with changing economic, social and

political scenarios it demands a change, which typically may not be an easy choice to make. The inertia

to change is further aggravated when owners or promoters are deeply attached with the

Brand / Product / Service

 

We provide this change to help the brand catapult and emerge out of the darkness by identifying

factors responsible for deterioration and infuse new life or offer unmatched

competitive advantage to the Brand / Product / Service through our Proprietary Design

Innovation Processes

Level 2 – Sustenance & Growth

Level 2 – Sustenance & Growth: Vehicles

Design

Market Research: product, consumer,

customer, competition, design, etc.

Strategy: Brand

Brand Identity & Product design

Packaging design & Product graphics

Cost optimization: product, packaging,

operations

Marketing communication design

Presentation design

Marketing & Sales

Marketing Collaterals: Brochures, E-pres, Direct-

Mailers, Sales lit., etc.

Trade fairs participations & visibility

Participation in exhibitions, seminars & workshops

Trade association involvements

Identifying linkages amongst various stakeholders

Designing Communication for all critical interactions

between stake holders for maximum value add

Impact of advertising on brand momentum, Jim Gregory, Core Brand, Business Week

Brand Power

Indicates very good results for MSME levels

The Next StepMomentum is critically important to a winning team- and its just as important in building your corporate brand. Justifying advertising expenditures should be an easier task if management is building corporate momentum. But this is only part of winning at the brand game. In addition to gaining support for the corporate brand, you must remember that consistency is the most important factor in branding your company

To achieve brand momentum, you must strive to have:Consistent strategy or brand positioningConsistent message to support the brand positioningConsistent levels of advertising support

If you insist on consistency in your communication efforts, a more powerful brand will result

Building a brand is important, only through a brand that a business can hope to

communicate the positive attributes of its products or services to consumers

Quality and prices affect customer-buying behavior, businesses cannot afford to

ignore the merits of building a proper brand for their products or services

By building a good brand, businesses will also be able to curtail their overall

marketing budgets

Why Building Brand is Important?

Take two identical, competing products, and the one with the best-executed

brand will always win

Take two other competing products, and even the less feature-rich product

can win if its brand is stronger; that is, customers have a better experience

using it and interacting with your company than with the other company

The stronger Brand always wins

Measuring the brand

Design for Assembly

Before DFA After DFA

Level3Maximize

Not only is the priority of an investor to earn a certain level of ROI but also to maximize

it at the time of exit. It is seen that even though the business has attained a certain

envisioned growth and valuation in terms of market share there is a poor response at the

time of Initial Public Offering (IPO). One of the main missing link is mindshare.

We build mindshare.

Level 3 – Maximize - Exit Level – Opportunity Analysis

Presence

Exposure

Visibility

Perception

Increased Mindshare

Increased Brand share

Level 3 – Maximize - Exit Level: Vehicles

Visibility & Activation

Print Ads: trade & non trade

TVC (if budgets permit)

Radio

Internet, SEO & e-banners

Road Shows

Hoardings & posters at critical locations

Promotions

Marketing & Sales

Marketing Collaterals: Brochures, E-

pres, Direct- Mailers, Sales lit., etc.

Collaterals for investor relations

Exhibitions

Trade fairs participations & visibility

Sponsor seminars & workshops

Trade association involvements

Is Corporate Branding Key For IPO?When planning for a successful IPO, a distinct and powerful name with recognition is required.

Just like how your latest technology and your other corporate assets are essential to develop great financials for a potential IPO, your corporate image and brand name recognition are equally important to get the word out in the marketplace. Both are critical for real success.

Preparing for an IPO, Kenneth G. Pott, Principal, Morgan Stanley Dean Witter 2000

Analysts/Investors Approach to Valuation

Risk attacks almost every aspect of the value chain

Design helps every aspect of the value chain through research & innovation ensuring desired results

Uniqueness and distinction Uniqueness and distinction makes a clear path of communication starting from your HQ all the way to the shareholders via the stock markets. A corporate brand with millions of dollars in advertising and promotional support is just a useless brand unless it has a unique position, and a clear name identity, strong enough to place the corporation aside from all the other copycats and look-alike, similarly named companies.

The Best IPO NameIt is absolutely critical to have a great name for the IPO. Very often, corporations convince themselves that they have the best corporate name. For any IPO planning, a clear and distinct powerful name is a prerequisite, and this process must be carried out well in advance of such an undertaking.

Park the emotions outside the boardroom and ask some tough questions. How is the name structured and what messages are being emulated by this moniker?

The Best Corporate ImageIt is absolutely critical to have a proper corporate image to fit your true corporate personality and as name issues are solved, this process only becomes a logical extension. Often corporations have their corporate image diametrically opposed to the subtle message of the name, which was initially supposed to be saying something else, is being read very differently by the market at large. This type of chaos in the communication messages what hurts the young IPO. The creation of an IPO is a fine art, so is the creation of corporate names and corporate image.

The Best Delivery Of Message All is useless, without a clear and a distinct supporting message along with a system to reach the largest targeted audience. Today, cyber-branding plays a critical role, the perfect URL, the website and the navigation. The right content delivered at the right time and the right place to the correct person.

Easy and simple.

Some case studies

EXSW (Extended Data Switch)

Kaizen Craft., NY, USA

US Patent & Design Registration Pending

• Device to reduce downtime of a switch

• Enables better cable management

• Snaps onto any switch / server system (24 or 48 port system)

• Clip – Snap mechanism releases all 24 or 48 jacks at once

reducing down time

• Telescopic Main body fits all makes and brands

• Reduces average loss of $250,000 per year per 100 employees

• Costs 6000 $ per min in case of time sensitive data summing to

175 million $ per year for a credit card company

Mismanagement at the Physical Layer

Subsequent DaysDay 1

To address the loss of productivity due to Server downtime

To reduce time involved in switching over to an alternative source

To enable quick removal of the Rj45 jacks from the switch

To address the issue of wire clutter and manage it effectively

Extended data SwitchBusiness Challenge

Patent Pending

QR/LDPL/MKTG/01-03

Patent Pending

The Process

QR/LDPL/MKTG/01-03

Identify : The larger issues involving server downtime and wire clutter, were identified by the Client, who sought redressal of those issues from an effective design solution. Our research and evaluation of the scenario revealed several potential smaller issues that could fail the product. We identified that disengaging the entire EXSW at one motion could save a lot of time. However, there were concerns of orienting or grouping jacks, entry of the cat-5 cables from the side- docking to the front, relay rack mounting, ability to see the side mounting and variation in the distance of the starting point of the jack row. The solution had to address these issues within the given rack dimension

We also undertook research in terms of ideas and products that were already under patent, to avoid IPR conflicts.

Integrate : Integration involved funneling the entire research into potential solutions. Design had to be integrated with the business strategy. Speed was the critical factor in the design innovation

Innovate : The innovation lied in Product Concept & detailing, Mechanism Design and 3D evaluation. The design featured two-telescopic extensions that could be used with any standard make and model of switches. The device could be securely clamped with the relay racks. The clip-snap mechanism released all jacks at once, optimizing on time. The total number of wires were divided along both sides of the switch enabling better cable management. The innovation would reduce average loss of $250,000 per year per 100 employees for a banking, credit card or an online transactions company*

Translate : Prototypes were developed to physically check the entire mechanism and further refining was done. We also undertook the IPR documentation for the product

Maximize : The design enabled elimination of horizontal management trays

Extended data Switch

(*According to an independent study commissioned by LeCroy)

Burglar Alarm

Product Design, Mechanisms, Ergonomics, Color Schemes, 3D Surface models

Zicom Ltd.

To address the rising costumer expectations from the product (customer are

ready to pay for a better looking product)

Client had tried all technical enhancements to attract customers and gain

percentage price hike-up, but couldn’t

Minimum turnaround time

Production cost should be similar

Business Challenge

QR/LDPL/MKTG/01-03

The Process

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Identify : Existing product was non contemporary and didn’t look like the value it asked for. The product looked inferior to

competitors products thus reducing overall impact & value. The solution had to be of similar size, volume & cost It

should be designed to accommodate existing circuits & internal parts and be manufactured using existing

capabilities

Integrate : Design had to be integrated with customer preferences, styling trends, overall production and assembly

techniques

Innovate : The Product design innovation and styling takes the product into the consumer electronic products league thus

breaking the electrical hardware product barrier mindset. The design enhanced the overall product image and

enhanced perception allowing a approx 10-15% price hike-up. The new design accommodates existing circuits

& internal parts and is manufactured using existing capabilities

Maximize : The design enabled breaking 3 barriers customer mindset, product positioning in a different league & price

band

Old product New product

Cup Holder

ITW India Ltd.

for Zen Estilo, Maruti Suzuki

To become a preferred supplier of cup-holder to Maruti Suzuki the highest

seller of automobiles in India

ITW had to typically compete on tight price brackets; best quote wins the game

No competitive advantage for ITW

No advantage for Maruti Suzuki from either suppliers

No IPR protection

Business Challenge

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The Process

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Identify : Our research and evaluation of the product revealed several cost bottle necks that would eventually add to the cost of the product. The cost bottle necks were total no of parts, tool cost, production & assembly time. The solution had to address these issues within the given specified standards and specifications from the OEM. We also undertook IPR so that the client can potentially protect their product.

Integrate : Integration involved funneling the entire research into potential solutions. Design had to be integrated with the overall production and assembly techniques at both ITW and Maruti’s production & assembly lines. Speed of assembly and total cost of product were the critical factors in the design innovation.

Innovate : The innovation lied in Product concept & detailing, Mechanism Design and 3D evaluation. The design reduced the total no of complicate tooling components thus reducing per part cost. The mechanisms were designed to optimize assembly time. The total number of wires were divided along both sides of the switch enabling better cable management. The innovation was found to reduce 25% tool cost and around 15% overall cost of product for ITW. Not only did the cost go down but the over all margins improved

Translate : Prototypes were developed to physically check the entire mechanism and further refining was done.

Maximize : The design enabled elimination of lot of unnecessary parts. ITW also was preferred over other suppliers and has been awarded other cup holder projects

ITW cup-holder

Video Door Phone Console

Product Design, Mechanisms, Ergonomics, Color Schemes, 3D Surface models

Digihome Solutions

QR/LDPL/MKTG/01-03

To offer high value perception imagery

To optimize the per product cost

Client was a late entrant and a relatively small player into this business

Builders are the major customers for these devices, a lot of mass cusomization was needed

Product cost was too high for a low volume item like video door phone

Low volumes using high volume production technique = higher costs = Low competitive

advantage

Business Challenge

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The Process

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Identify : Our evaluation of the existing product design & production technique that used was used was adding unnecessary cost to the product. The product looked inferior to competitors products thus reducing overall impact & value. The solution had to address these issues with understanding that the client was relatively new to the market and had lesser financial and manufacturing capabilities

Integrate : Design had to be integrated with the overall production and assembly techniques at client’s vendors production & assembly lines

Innovate : The innovation lied in Product design and process evaluation. The design enhanced the overall product image and enhanced perception. The new design can now be produced on a far cheaper composite material production technique thus reducing the total cost (which otherwise was Injection molding - investment of about Rs.8-10 lac with a MOQ promise is essential). A composite material mold and prototype for POC were made in as low as Rs.35,000/-. Batch production was made possible. Also, since builders are the major channels for these devices, a lot of mass cusomization was needed, was made possible through design intervention

Translate : Prototypes were developed to physically test the product

Maximize : The design enabled elimination of expensive manufacturing technique

QR/LDPL/MKTG/01-03

Conceal Box

Sensor PCB

CPU PCB

Battery

Speaker Cover

Speaker

Inverter PCB

Acrylic

Antennae Connector

Front Cover

Emergency Switch

Power supply PCB

Back Cover

Screen

USB Connector

Bracket

Support Plate

Exploded View

Mould Images

1

2 4

3 5

Pull handle for TATA Nano

ITW India Ltd.

QR/LDPL/MKTG/01-03

QR/LDPL/MKTG/01-03

Business Challenge for the Client ITW Door Pull Handle

Design a door pull handle for Tata Nano

The Challenge was to design the product in compliance with the ARAI standards

and yet make it cost effective

The design had to be tested under extreme conditions, as per the specifications of

Tata Motors

Target cost Rs. 7.50/-

ITW - Tata Nano Door pull handle - from gas injection molding to two part assembly reducing mold costs significantly. A gas injection mold cost was substantially higher

and would have resulted into an amortized cost of Rs.15 - 17 per handle. The two part design reduced this to Rs.7.50/-; a qualifying target given by Tata to our client.

Aeronautical Development Agency

& NID, Ahmedabad

Commonality Analysis Chart

Industrial Design Audit

1. Audit

2. Analysis: use case scenarios, ergonomics, design, service, maintenance, manufacturing,

assembly, parts, materials, processes, logistics, etc.

3. Commonality & Standardization: ergonomics, design, use case requirements, parts, materials,

processes, assembly, loads, structure, out sourced items, capabilities, costs, etc.

4. Industrial Design guidelines & specifications for designer to take it further

From 324 equipments to 180 equipmentsReduction in efforts, costs, transportation volume, inventory, storage space, drawing library and management, etc.

Premium Tea Packaging for the European market

Weikfield Products India Pvt., Ltd.

To design brand identity and Packaging for a premium organic tea for a European launch

The identity and packaging to be the main launch vehicles

Multiple challenges like no brand presence in Europe, low brand promotion spends, entry

barriers, competition, retail & packaging requirements, etc.

Business Challenge

Identify : How does one create amazing use case experience?

How does one create brand recall through packaging?

How does one engage & connect longer with the consumer? (traditional touch points are retail

& kitchen)

Our research suggested that organic tea is perceived more as an experience than a

mere beverage. Secondly, time spend with the brand/ pack is very less leading to low brand

exposure and low consumer engagement. The pack is confined to kitchen & never makes it to the

dining or living areas negating any possibility of brand visibility or exposure to other person or the

guests. Lowering word of mouth chances

Integrate : The design had to be integrated with the launch strategy, target market, brand positioning, production,

costs, logistics, etc. The brand values also need to be reflected through the packaging design

The Process

Innovate

The brand identity is an unique combination of traditional Indian motifs &

contemporary European aesthetics. Sophisticated & matured

The package not only does its primary job of containing but is a central part of the overall

presentation. Innovation is in the packaging format, the way the pack opens is

like a cigar case, transcending from being a mere container to a

presentation format, engaging & connecting with the consumer for longer

period. (Pack is offered to the other person/ guest, who then would pick up a tea

bag sachet this process ensures longer involvement with the brand & pack)

Longer the involvement better chances of relationships and word of mouth

publicity

The packaging graphics were designed in a way that the brand visibility & image

remained undisturbed in both horizontal & vertical placement

The Process

Translate : The innovation translated into a high-impact launch. High-end positioning was

achieved due to the strategic design thinking, brand identity and visual graphics

Package is extended from a container to a presentation format while

maintaining same costs

Totally staple less design (reduced cycle time = lower costs)

Maximize : The brand success far exceeded the expectations with a first year sales

return of 110%. Weikfield was granted one star by international jury of European

Chefs and Sommelier

The Process

The Growth

Catalyst!!!

www.lokusdesign.com