12th CII NID

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12 CII NID th


13 & 14 Dec 2012 Hotel Le Meridien,New Delhi

5. Speakers

6. Panelists

• Paul Priestman

• Adi Godrej

• Lee Bazalgette

• Rajshree Pathy

1. Summit Theme

• Jashish Kambli

• Pradyumna Vyas

2. CII National

• Paul Hendrikx

• Chandrajit Banerjee

• Nick Talbot

• Naushad Forbes

• Anil Saini

• Chandan Chowdhury

• Abhijit Thosar

• R. Mukundan

3. Sponsor Introductions

• Anuj Prasad

• Sushma Berlia

• Godrej & Boyce

• Sudhir Kumar

• YS Rajan

Contents Committee on Design

Mfg. Co. Ltd.

• Zachary Jean Paradis

• Apeejay Stya University

• Vivek Sirohi

• Dassault Systemes

• Ajay Verma

7. Papers

• TATA Elxsi

• Francesco Morace

• Blueprint for sustainable co-existence: a

• ELGI Ultra

• Jan Gogelein

• Ergo

• Willem Woudenberg

• Creating a ‘Design Doing’

• Future Factory

• Aditya Berlia

• Design thinking to Design doing through


• Venkat Rao

• Creaform

• Md. Sadiq

• Luxor

• Varsha Gupta • Taina Snellman • Christoffer Langenskiöld

4. Partners • Association of Designers of India • Therefore Design • Episode

study of urban-rural dynamics in India

Innovation in Service Design • Designing Menswear for the Emerging Markets in India • Research partnering Design-A study in Fashion Education • Identifying significant design elements of customer interface ? A study of websites of online apparel retailers in India • “Half Dose” International Red Dot Design Award Winner 2012

• Art Papyrus

8. Program

Summit Theme

THEME BACKGROUND Recently the Union Cabinet gave its approval to the long-awaited ambitious National Manufacturing Policy (NMP), which seeks to set up mega industrial zones, create 100 million jobs by 2022 and put India at par with manufacturing powers like China and Japan. The NMP seeks to enhance the share of manufacturing in the GDP to 25 per cent within a decade from current about 16%. Focus on manufacturing in not an Indian phenomenon alone. Manufacturing is leading once again. It’s recognized as the basis of b economies. The generator of goods and services. The medium by which ideas take substance. The reinvestment in manufacturing worldwide, and the commitment by those involved to improve and even reinvent their companies, is why we are seeing manufacturing momentum in so many corners of the globe. In the background of the focus on manufacturing and this decade being announced as the decade of innovation in India, it is but imperative to establish that Design has an important enabling role to play in achieving both the objectives. It is imperative is to exploit the dynamic relationship between product design, production efficiency and profits. Better designs trim the cost of assembly lines, strip material and process waste from ledgers, help service people inspect and quickly upgrade systems, and enable lean and six-sigma personnel to refine rather than re-manufacture. More than increasing efficiencies, good design ensures that there is some thing to manufacture that people desire. New product development and efficient product design help create a competitive advantage that rewards companies, customers and even economies. CII has played a major role in the bringing out of National Manufacturing Policy and is playing an important role in achieving the mission of Innovation enabled India.

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Summit Theme

The 12’th CII-NID Design Summit will discuss what role design can play in supporting business sustainability and growth through design innovation coupled with a close knowledge of manufacturing.

THE THEME The importance of design, its value and importance to businesses and the utility of design thinking to tackle the most challenging problems is quite well known. Having established the significance of design and design thinking for business vitality, it is now incumbent upon us to see how we can put this to use in practice. As we all know there is big gap in thinking and doing. It is this gap that this edition of design summit intends to fill. The summit proposes to answer the most important question – “how to make it happen”. This summit will deliberate on how to move from design thinking to design doing. The summit will explore key methods, strategies and successful techniques to extrapolate design thinking to design doing within businesses. It will endeavor to explore how businesses can achieve new growth using design. Focusing on Design doing and design for manufacture lead to increased understanding of how to create products which not only appeal to the market, but are practical to manufacture. It will see how design and engineering could be integrated in an organization.

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Summit Theme

SUB-THEMES To make things happen in not easy and would require a deep and functional look into several aspects. Using a combination of proven methods, case studies, academic research, the summit would unfold the theme through several sub-themes • Integrating Design into the organization • Managing Design • Creating a “Design Doing” • Operational Excellence in Design • Design leadership • Measuring Design value using metrics • Design as Strategic Integrator for Innovation • Research for Design • Product lifecycle management • Product design and manufacturing strategies • Design for disposal and recycling

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CII National Committee on Design

CII DESIGN COMMITTEE CII firmly believes that design is the key for India to succeed in a constantly changing, globally competitive world. The value of design stretches across all industries and sectors – from manufacturing to services. Design, Innovation and growth are linked. Research has proven that businesses that use design innovate more often, more effectively and compete less on price. Through design we would be able to create a better future for everyone, as design is the only practice that makes commercial, ecological and social sense at the same time. Design is recognized as an innovative discipline that can help companies to survive and evolve into an increasingly complicated market, where new competitors arrive constantly and where clients and users are every day more aware of their needs and want to satisfy them faster and better. Despite this fact, use of design by industry and businesses is limited. For many companies facing global competition and severe price pressure, design is a necessary means of differentiation. Recognizing the importance of design for Indian Industry; Confederation of Indian Industry is keen to encourage design as a tool for business competitiveness and innovation through its National Committee on Design. The CII National Committee on Design strives to meet the following objectives through its activities and initiatives: • To promote design as a tool for improving national competitiveness • To promote use of design in businesses with special focus on MSME’s • To promote applicability of design in public services • Raising awareness, specially amongst industry of the applicability of design • Disseminating good practices and experiences • To enrich the practice of design in India • Increasing public awareness of the potential contribution of good design

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CII National Committee on Design

• Building an international design community • Exploration of newer applications of design for specific contexts and needs • Bridging the industry-design divide and building bridges with other professions and vocations

COMMITTEE MEMBERS Ms. Rajshree Pathy Chairperson-CII National Committee on Design & Founder and Director CoCCA & IDF Dr. Naushad Forbes Director, Chairman-CII National Committee on Innovation, Member-India Design Council Forbes Marshall Ltd Prof. Pradyumna Vyas Member Secretary-India Design Council and Director National Institute of Design Prof. G G Ray Head, Industrial Design Centre Indian Institute of Technology, Mumbai Ms Deepikaa Jindal Managing Director Austenitic Creations Pvt. Ltd.(A subsidiary of Jindal Stainless Ltd.)

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CII National Committee on Design

Mr. Sanjiv Lal VP (Corporate Projects) TATA Chemicals Mr. Anil Mathur COO Godrej Interio Mr. C V Raman Chief General Manager - R&D Maruti Suzuki India Limited Mr. Suresh Sethi Vice President, Indian and Director-Global Consumer Design Asia Whirlpool Corporation Mr. George Paul Executive Vice President HCL Ms. Sangita Jindal Chairperson JSW Foundation Mr. Dilip Chhabria Chairman & Managing Director DC Design Pvt. Ltd.

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CII National Committee on Design

Mr. Satish Gokhale Director - Industrial Design Design Directions Pvt. Ltd. Mr. Anuj Prasad Director & Chief Designer Desmania Design Pvt. Ltd. Mr. S Sundar President, ADI & MD Dovetail Design & Furniture Gallery Mr. Ashish Deshpande Founder Director & Principal Designer Elephant Design Pvt. Ltd. Dr. Amaresh Chakrabarti Professor & Director Innovation, Design Study & Sustainability Laboratory (IdeasLab) and Virtual Reality Laboratory (VRLab) Ms Preeti Vyas Giannetti Chairwoman & Chief Creative Officer Vyas Giannetti Creative Mr. Hrridaysh Deshpande Director DYPDC Center for Automotive Research & Studies

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CII National Committee on Design

Mr. V. Suniel Executive Creative Director Weiden + Kennedy Mr. Vivek Sahni Director Vivek Sahni Designs Mr. Kapil Gupta Principal Serie Architects India, Urban Design Research Institute Mr. Amitabh Kant Director Delhi Mumbai Industrial Corridor Development Corporation Mr. Jiten Thukral & Mr. Sumir Tagra CEO & MD Thukral & Tagra Mr. Michael Foley Founder Foley Designs Mr. Rahul Mehrotra Managing Director & Chief Designer RMA Architects

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CII National Committee on Design

Ms. Akanksha Himatsingka Founder Himatsingka Wovens Ltd (Atmosphere) Mr. Prem Kumar Gera IAS DG NIFT Campus Mr. Ambrish Arora Founder and CEO Lotus design Ms. Aparna Piramal Columnist on Design & Business Mr. Sudhir Sharma Founder & Creative Chairman Indi Design Ms. Priya Paul Chairperson Park Hotels Ms. Bharti Kher Artist

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Godrej & Boyce Mfg. Co. Ltd. Apeejay Stya University Dassault Systemes TATA Elxsi ELGI Ultra Ergo Future Factory DYPDC Creaform Luxor Back to content page

Godrej touches the lives of one-third of the Indian population every day. Being customer focused has helped us earn the trust of millions of consumers both in India and abroad. The essence of the Godrej brand is Brighter Living, rejected in innovative high-quality products, designed based on deep consumer insight and attention to detail. Godrej is a part of the social fabric of India and is contributing to building a better India. Godrej & Boyce is the holding company of the Godrej group. Its journey began in 1897 with the manufacture of high quality locks and continues with its outstanding engineering capabilities. These enable Godrej & Boyce to supply high-end products across diverse categories to discerning customers worldwide. Godrej has a diverse product portfolio consisting of consumer durables and industrial products & services. • Godrej Appliances: a leading player in the consumer durables market space with a strong

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presence in refrigerators, washing machines, air conditioners, microwave ovens and televisions. • Godrej Interio: the largest furniture manufacturer in India with solutions for homes, offices, educational institutions, laboratories, hospitals and marine accommodation. • Godrej Security Solutions: the largest player in the physical security products market in India with a stronghold in the electronic security and premises security solutions space. • Godrej Locking Solutions & Systems: the leading provider of locking solutions in India with a product portfolio including padlocks, door locks, furniture locks, electromechanical locks and ultra locking systems, among others. • Godrej Audio Visual Solutions: provides digital imaging products, AV conferencing solutions and integrated AV solutions for effective and effortless communication.

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• Godrej Vending: leading manufacturer of high quality table-top beverage vending machines for the world market in collaboration with Veromatic International BV of the Netherlands. Services include cleaning, breakdown maintenance, supply and relling of consumables. • Godrej Batteries: deals in consumer batteries and allied products with special focus on rechargeable batteries and chargers. • Godrej Storage Solutions: a pioneer and market leader in integrated material storage and handling solutions for warehousing, shop or and record management needs. • Godrej Material Handling: a leading manufacturer of high-tech material handling equipment as well as custom designed & engineered systems (forklift trucks, pallet trucks etc). • Godrej Precision Engineering: caters to the critical and exacting requirements of the nuclear market segment, defense and wind energy sectors. • Godrej Process Equipment: offers a wide range of unit equipment like heavy walled reactors & vessels, high pressure shell & tube heat exchangers, distillation/fractionating columns, equipment internals & trays, skid mounted assemblies and custom-built equipment, in all metallurgies, process conditions and engineering standards for end users in the core

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sectors like reneries, petrochemicals, fertilizers, oil and gas, chemicals, pharmaceuticals and power. • Godrej Precision Systems: supplies mission critical equipment for aerospace and aircraft industry and has been making critical components for India’s space programs. • Godrej Tooling: one of Asia’s largest and most sophisticated tool rooms, capable of handling any challenge in design, manufacturing and testing of precision tools. • Godrej Electricals & Electronics: solution provider in the areas of turnkey electrical contracts for power distribution/transmission, commercial, residential & industrial electrication MEP projects, automation in manufacturing industries besides embedded • technologies, compressed air systems, compressors and green building consultancy. • Godrej Construction: in the business of ready mix concrete, property development, property leasing and civil construction contracts.

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• Lawkim Motors Group: the trusted manufacturer of specialised electric motors for sealed compressors and other custom applications. Sustainability is an integral part of Godrej’s endeavour to re-invent itself continually to meet the challenges of the future. Regd address: Pirojshanagar, Vikhroli, Mumbai 400 079, India. Contacts: 022 6796 5656 / 1700 / 1800, www.godrej.com

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APEEJAY STYA UNIVERSITY: The Apeejay Stya University - India’s first Liberal Arts and Meta University - is a seat of global learning that offers rich opportunities for innovative teaching-learning, creativity and research across disciplines. (http://university.apeejay.edu) Established in 2010, ASU is situated amidst a sprawling picturesque campus with state-of-theart infrastructure in Sohna, Delhi NCR. It is the culmination of a long-standing dream of its Founder Chancellor late Dr. Stya Paul who established the Apeejay Stya Group & the Apeejay Education Society as trusted symbol of quality and excellence in the country’s industrial and educational landscape. Currently Mrs Sushma Berlia is Chancellor of University. The ASU is UGC recognized, and carries forth the Apeejay legacy of 45 years of educational excellence, encompassing 13 schools and 16 institutions of higher learning across the country. The ASU offers a wide range of innovative graduate, post-graduate and doctoral programmes across a plethora of disciplines that are based on the best education practices of some of the leading universities of the world. The various programmes in the University are of-

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fered through specialised Schools pertaining to the disciplines of Engineering & Technology, Computational Sciences, Design & Visual Arts, Management Sciences, Journalism and Mass Communication, Biosciences, Pharmaceutical Sciences and Education. Being a Liberal Arts institution, ASU allows its students the flexibility to take any course being offered by the university and individually customize their schedule in a semester to accomplish personal learning milestones. The Apeejay Stya University has been recently conferred the “Best Innovation by Private University” award in the category of “Higher Education Institutes” (HEIs) at the World Education Summit 2012. The School of Management Sciences of Apeejay Stya University has recently been conferred ‘Amar Ujala B-School Excellence Award’ at the World Brand Congress 2012

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Some of our major international tie ups are Dutch Design society and St Joost Avans University, BREDA, William De Kooning Academy, Rotterdam, University of Applied Science, Rotterdam. Currently we have organized Design Innovation Workshop with MIT USA on March at Delhi-(www.apeejay.edu/asumit). We are also tied up with Georgia University for Indo UD Business Summit for Design Show in June, 2012. With the help of an international alliance (student exchange program), the students have the choice to take a semester in France (Normandy Business School, Paris), the credits for which are transferred to the University for final degree award. Similarly, those from France are eligible to study under the exchange program at the University (ASU). The university has collaborative arrangements with Chinese Academy of Science, CCMB, Hyderabad, NDRI Karnal, Medanta, The Medicity, and Dr. B.R. Ambedkar Center for Biomedical Research, Delhi University and Endocrinology Lab, DU to foster joint research projects.

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ASU has strong linkage with the industry for internships and final placements. Various companies such have provided internship opportunities to the students. Besides, corporate leaders are often invited to share their experiences. ASU has a partnership with National Entrepreneurship Network that facilitates training and development opportunities for cultivating an entrepreneurial spirit. The E-Cell imparts and strengthens the entrepreneurial spirit among the students.

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Contact Information: ASU Campus: Sohna-Palwal Road, Sohna (South of South Delhi) – 122103, Delhi-NCR 0124-2013718-19 ASU City Office: Apeejay Stya University Admissions Office, Plot no. 23, Sector 32, Institutional Area, Gurgaon, Haryana- 122001 Email: [email protected];[email protected] Toll Free Number: 1800-103-7888 Website: university.apeejay.edu

Design School Sponsor

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3DEXPERIENCE Universes for Sustainable Innovation Dassault Systems, the 3DEXPERIENCE Company, provides business and people with virtual universes to imagine sustainable innovations. Its world-leading 3D design software, 3D Digital Mock-Up and Product Lifecycle Management (PLM) solutions transform the way products are designed, produced, and supported. Dassault Systems’ collaborative solutions foster social innovation, expanding possibilities for the virtual world to improve the real world. The group brings value to over 150,000 customers of all sizes, in all industries around the globe. Transforming the way “innovators will innovate with consumers” The 3DEXPERIENCE Platform transforms the way “innovators will innovate with consumers” by connecting designers, engineers, marketing managers and even consumers, in a new

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‘social enterprise’. “We have evolved the V6 platform with our customers over the last few years. The addition of intelligent information search-based technologies, social innovation capabilities and realistic 3D virtual experiences made us ready to pioneer a new technological wave: a 3DEXPERIENCE Platform to serve the social enterprise of the 21st century,” said Bernard Charlès, President and CEO, Dassault Systems. “I am convinced that within this century, people will invent and innovate more than ever before. We must provide businesses and people with holistic 3D experiences to imagine sustainable innovations capable of harmonizing products, nature and life.”

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engineering creativity Tata Elxsi is a design company that blends technology, creativity and engineering to help customers transform ideas into world-class products and solutions. A part of the $ 100 billion Tata group, Tata Elxsi addresses the communications, consumer products, defence, healthcare, media & entertainment, semiconductor and transportation sectors. This is supported by a talent pool of over 3800 employees and a network of design studios, development centers and offices worldwide. Key services include embedded product design, industrial design, animation & visual effects and systems integration. The Industrial Design (ID) division helps customers develop winning brands and products by using design as a strategic tool for business success. ID’s expertise extends across research & strategy, branding, product design, packaging design, UI design, retail design & signage, transportation design, design engineering and manufactur-

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ing support. An in-depth understanding of consumers and rapidly changing market dynamics, backed by a multi-disciplinary design team, enables ID to service a broad spectrum of industries. ID has supported the launch of multiple brands and products across the world. It has to its credit several international awards and patents for design and innovation. www.tataelxsi.com Follow us on

: Tata Elxsi IDE

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India’s leading manufacturer and pioneer of modular office furniture systems. BP Ergo Limited was established in 1992 and has its headquarters in Mumbai, sales offices across the country, and manufacturing facilities in Nagpur and Nalagarh. It is part of HNI Corporation, the second largest office furniture manufacturer in the world. Ergo operates as a focused, stand-alone business with a unique brand position and strategy under HNI’s split and focus business model. It is headquartered in Mumbai, and has sales branches across India. The management team of Ergo is led by Mr. Vikram Sharma, Managing Director.. Our innovative and award-winning products, many with green certification, are offered under the ‘Ergo’ umbrella brand. Ergo’s wide range of products are suitable for workspaces of all kinds such as open plan offices, executive cabins, board rooms, break out areas, meeting rooms, reception areas and for storage. Our clients range from banks to IT and ITES companies, from manufacturing concerns to ser-

Corporate Contributor

vice firms: in fact all types of organizations with challenging needs. In 2006 Ergo entered the shop fitting market, and is currently executing orders for some of the world’s leading retailers in cities in India and globally. A pioneer in wire management and ergonomic furniture suitable for the Indian physique, the complex Indian office environment, as well as the disparate climatic conditions, Ergo’s designs have always been world class. We have a strong design and development team composed of both in-house and international designers. Over 30 designers are based in Nagpur. Qualified CAD/CAM technicians in each branch cater to the needs of our customers. Our international designers include Chris Sykes, a member of Element International, Australia; and Jonathan Levien and Nipa Doshi, founders of Doshi Levien, UK. More than 500 architects are in continuous touch with Ergo. Our mission is to create pleasure at work through high quality furniture for high performance working environments. Back to content page | Back to List

Ergo is the first office maker in the Asia Pacific region to be awarded BIFMA’s silver certification for manufacturing green products. Ergo furniture can assist customers in gaining points from both LEED and LEED-CI Green Building Rating System. Manufacturing takes place at Nagpur, the geographic centre of India, well equipped with metal and wood working CNC machines. We are ISO9001:2000 certified and Ergo’s products conform to stringent quality standards during and after the manufacturing process. We follow the standards of BIFMA and FIRA for finished products testing and BIS and ANSI for raw material testing. Ergo’s “Accelerated Life Cycle Testing” screens products for anticipated use and abuse by users. Ergo‘s new Factory at Nalagarh, Himachal Pradesh in the hills is targeted to meet Platinum Certification criteria from IGBC. It is only appropriate that our new factory will be a green building. As leaders in modular furniture we recognize the need for environmental stewardship within the industry and raising awareness of green building benefits. Our blue chip customers are served through our eight branches, as well as a far flung dealer

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network. Every branch is equipped with a dedicated project management team to develop customized solutions for differing client requirements and also to ensure timely and quality installation. Typically Ergo services 2,000 locations annually. Up to 2011, Ergo has furnished more than 30 million sq ft. of office space in India and 44 cities outside India (both systems and shop fittings). From time-bound national rollouts to specific applications for customer interface areas, from multi-location offices to high-density layouts, Ergo has developed time-tested solutions over the past 20 years for offices of every kind. For further information, please contact us: Address: BP Ergo Limited, DGP House 4th Floor, 88C Old Prabhadevi Road Mumbai 400 025, India Tel: +91 92233 07575 Email: [email protected] Back to content page | Back to List

Future Factory is a leading product design consultancy. offering unique capabilities across the width of product development, and credited with winning the globally acknowledged Red Dot and IDSA design awards. These capabilities include strategic design and innovation at the front end to help design deliver business objectives. And design services are followed by development capabilities, to enable successful conversion of ideas to design and eventually to manufactured products. More info on www.futurefactory.in

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DYPDC offers pioneering undergraduate and postgraduate course programs in unconventional areas of Innovation and Automotive Design. An institution focused on developing the thinkers and creators of tomorrow, DYPDC brings together the strengths of the DY Patil Group in the area of educational program management with that of the legendary Dilip Chhabria in the area of Automotive Design and Innovation. DYPDC’s unique programs are linked with an exemplary ‘DYPDC Student Experience’ supported by excellent facilities and a highly motivated teaching staff who dare students to Dream and also develop the confidence to fulfill their dreams. Our courses are highly experiential, hands-on programs with a unique learning experience to explore new ways of generating cutting-edge solutions using creativity and design principles. The emphasis at DYPDC is always on creating an exciting and charged environment, where a mix of youthful vibrancy with experience & maturity, global viewpoint with local reality, emerging technology with traditional wisdom, and existing knowledge with rebellion and con-

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stant questioning will lead to an exciting journey throughout the programs. Currently we have six programs: • UG Program in Automobile Design • PG Program in Automobile Design • PG Diploma in Digital Modelling • PG Program in Integrated Product Design • PG Program in Business Innovation and Strategy • Executive Program in Retail Strategy, Design and Innovation

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As part of the DYPDC curriculum students learn how to find solutions to challenging problems, gain global and cultural insights, develop a process oriented way of working but most important of all the learn how to apply their learning in ‘Real World’ situations. The courses offered by DYPDC are planned in such a manner that they address the specific needs of the industry. Students are therefore better prepared to ‘hit the ground running’ and contribute to organizations from day one.

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Luxor Group was started in 1963 under the entrepreneurial leadership of Mr. D. K. Jain, Chairman & President of Luxor Group. Luxor is one of the largest and the most respected names in the Indian writing instruments industry. Today, under the guidance of Mr. D. K. Jain and leadership of Ms. Pooja Jain, Executive Director, Luxor Group, the turnover of Luxor Writing Instrument is Rs 300 crore. Luxor has always remained a pioneer in Indian Writing Instruments Industry. Luxor’s vision is to build total brand recall by delivering greater consumer value faster and better than its competitors. Luxor Writing has a 2350 - strong workforce, 8 manufacturing units and a wide network with 5 regional sales offices and is also the largest Indian exporters of Writing Instruments reaching 85 countries. What started as a small venture in the crowded lanes of Old Delhi has evolved into India’s No. 1 manufacturer & exporter of writing instruments – operating via eight state-of-the-

Official Writing Instruments partner

art facilities in NCR-Delhi and Mumbai producing more than one million pens a day. Under Mr. Jain’s leadership, Luxor Group has diversified into Hospitality, Fibre Optic, IPTV and VOiP, Real Estate (Commercial & Residential), SEZ, Retail, Digital, Nanotechnology etc. Today, the world values the magic of Brand Luxor – the ingenuity and innovation, care and efforts, which help craft every product with utmost precision. The Luxor brand is a registered trademark in more than 126 countries and belongs to an exclusive club of top 101 brands hailing from various industry segments in India. Luxor brand enjoys the status of “Superbrand”, since 2004 when first edition of Superbrands in India was launched. It is also the first writing instrument company in India and second in the world to get the certification of “ECOLOGO” for Eco-Write series of writing instruments.

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In the five decades since its inception, the Luxor Group has been continuously raising its bar in technological competence and gaining recognition as a leader and innovator. The Luxor Group pioneered fiber-tip and roller ball pens in India way back in 1975 – creative innovations which instantly caught users’ fancy for their superior performance, great convenience and distinct style. The company has been producing home-grown Indian pens using backward integration and leveraging the most advanced technologies. In a bid to ensure incremental growth, the Group decided to re-invent itself and opted for a three-pronged strategy including modernisation, exports expansion and tie-ups with coveted International brands. In 1980, an exclusive International Business Division (Luxor International) was set up to promote and sell the Luxor Brand far beyond Indian boundaries while the Group decided to bring under its umbrella some of the most famous foreign makes to serve a vast and quality-

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conscious Indian consumer base. Keeping in mind the resounding success of the Luxor-Pilot tie-up in 1982, the Group decided to follow the same strategic approach with Brand Parker in 1996. Waterman in 2003 followed suit and the Luxor Group now acts as a preferred business partner in India, holding the manufacturing and marketing franchise. In 2002, Luxor acquired the ITDC-promoted Qutub Hotel in the capital city of Delhi and diversified into real estate development a year later. Luxor tied up with leading technology firms in 2005, in a bid to mark a foray into the fibre optic & broadband segment. Retail is another focus area where Luxor has forayed in 2007. Today Luxor has one flagship store named as Luxor Signature and more than 45 shop-in-shops named as “Luxor Express” being set up across the country for showcasing the entire range from the house of Luxor. Here Luxor has exclusive tie ups for shop-in-shop formats with big retailers like Reliance, Stapes, Crossword etc.

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Over the years, the Luxor Group has been bestowed with numerous awards and certifications for quality, innovation and product design. The Group lays great emphasis on Research and Development to bring the best writing solutions to its vast customer base leveraging on the cutting-edge technologies and best industry practices to enhance product quality and performance. In a bid to promote the diversification move, the Luxor Group has made huge investments in commercial real estate development and acquired suitable land for such premium projects as cyber cities, luxury hotels, office complexes, commercial plazas and Special Economic Zones (SEZs). The Group has recently introduced a chain of exclusive outlets under the new retail brand of Luxor Signature. The first Signature Store that has come up at the Shipra Mall in Delhi/NCR, showcasing the entire product range from the Luxor product portfolio. Luxor is amongst the first writing instruments companies in India to implement SAP across the Group and the first to sign Amitabh Bachchan as its Brand Ambassador for Parker brand. In

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2011 Luxor also signed up Deepika Padukone as its Brand Ambassador for Pilot. During 2011, Luxor has ventured into a new and innovative technology in the field of Surface Cleaning and Impregnation. Luxor Nanotechnology is a new high-end technology, based on natural processes and came out with a unique product called Luxor Nano Clean 2-in-1 (1st Time in the World). Luxor Nano Clean was invented and developed to help not only clean the surfaces but also protect the surfaces. Luxor Nano Clean products are water based, detergent and harmful chemical free. The technology is eco-friendly. Luxor Nasnotechnology manufacturers and sell Household Cleaners & also Protectors, Mobile & Gadget Cleaner & also Protector, Car Care Kit, Motorbike Kit, Mould Release Technology solution and industrial applications.

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Luxor Foundation, a charitable trust engaged in spread of religion and education for needy was started in December 1994 by Mr. D.K Jain’s family. In pursuing the mission, Luxor has always lived upto the values for people, customer focus and good citizenship. Employee innovation and creativity is one of the key business processes in the company. The Human Resource policies in Luxor treat employees not like a resource but like an asset. The department practices humanistic management giving people the freedom to work well, to grow and earn their rewards. Innovative HR policies have added traditional understanding that the employer and employee benefit from and eventually contribute to the company’s success.

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Association of Designers of India Episode Therefore Design Art Papyrus

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This v group is for all Indian design professionals who desire a cohesive effort at elevating the standards of design practice in India, who are keen on promoting Indian design practice and who are interested in networking, learning and sharing with other design related professionals and industry. Our Vision ADI vision is to be a world class network representing professional interests of Indian Design community, creating a meaningful interface between design professionals, people as users, the industry, education institutions and the policy makers. Philosophy ADI is committed to promoting best practices in the profession of design in India by strengthening and promoting the capabilities of the Indian design profession, as well as amplifying and presenting a unified voice to influence public policy, shape the industry and benefit the people at large. The ADI is managed by the National Executive Committee (NEC) who are elected biennially by members. The National Executive Committee is responsible for running ADI, creating regional chapters and elected local Managing Committees, formulating policies and initiating projects to promote design and the interests of its members

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Key v Objectives of ADI • Create a strong network of designers from India, • Build a platform for sharing design thinking and design case studies. • Become a national strategic body of the design professional community advising at government & policy- level, acting as an independent professional body represented at the India Design Council and any other Chartered Society of Designers. • Lead the design community towards better quality of service, responsible design and smooth interface with the industry • Promote compliance of ethical practice code amongst design community in India • Increase awareness of “good design” amongst the “people” and “industry”, through outreach programs, publications, events & installations. • Encourage Chapter level activity in promoting design and design related activities • Build a national movement of young designers • ADI shall network with national and international bodies related with the profession • Promote India as a design service destination Inspire ADI presents an opportunity to get inspired. By becoming a member of ADI, your horizon of design expands as ADI presents itself as a platform to reach out to other follow designers and their thoughts.

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Honorary Fellows as peers v ADI honours masters of the profession of design. Persons, who, through thought and work, contributed immensely to the field of design and its development in India. Senior members as mentors Rub shoulders with senior practitioners in the design field. Connect with them as mentors for your refining your practice. Volunteer for Interest Committees ADI has created various micro interest groups looking into various design related issues and activities. Become a volunteer in such programs and learn by contributing to a larger cause. Learn & share at Seminars & workshops ADI plans to conduct share and learn events. Events that propagate new thoughts, showcases the power of design and helps you share. Network at Design Mixer events Not every event at ADI needs to be formal. ADI will create opportunities for local design professionals to network. Make new friends, meet old buddies and simply link up to do better business. http://www.adi.org.in

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India’s premier silversmith, Episode, enjoys the reputation of an honored family lineage in sterling silver that can be traced back to 1882. Enjoying consistent patronage from industry barons, corporate czars, eminent families and more recently, aspirational youth, Episode has perpetually been in the forefront of innovation. The one of a kind Silver Clad glass/porcelain ware, demonstrating dexterity in mix-n-match material, has been developed using in-house techniques. Realising the potential of the domestic Indian market, Episode elected to venture into domestic retail. With this initiative Episode moved into a new trajectory and today retails out of ten outlets in India in Delhi, Gurgaon, Mumbai and Kolkata. With an impressive array of over 10,000 products including an elegant and varied corporate range, religious deities, table accessories and breathtaking silver collectibles, Episode has products designed to suit all seasons of living including festivals, marriages and other happy occasions that enjoy a memorable emotion and have captured the myriad through their aesthetic and elegant creations that guarantee 92.5% sterling silver and high quality silver plated products.

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The corporate edge to gifting is easily secured through the tasteful selection of Episode’s impeccable designs. From festive gifting like Ganesha, tea light holders, chocolate & candy bowls to mementos for conferences or articles for sales promotion tie-ups as in the case of the liquor industry (that is not allowed to advertise), Episode caters to a wide variety of corporate requirements. A tryst with the Episode and its ethos assures a bridge that will endure through generations and identify an Episode product owner - as a true sophisticate.

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A design studio that offers services in Communication Design, Industrial Design and Design Research.Established in 2009, Therefore Design helps businesses to achieve their business goals through Design. We work in synergy with clients, across diverse industries, acquainting ourselves with the nittygritties of their business to identify and explore new opportunities and leverage their potential using Design. Be it a brand, a product or a piece of communication, every interaction can be designed to be more thoughtful and better geared to fulfil its purpose. This we find is both the most exciting and most challenging aspect of design. When applied consistently, Design Processes have the potential to provide a significant advantage for any business. This is what we strive to deliver to our clients and their businesses. Communication Design Branding | Packaging | Publication | Experience | Interaction | Promotion Industrial Design Product Design | Accessory Design Design Research Trend Research | User Centric Research | Ethnographic Research | Craft Research www.thereforedesign.co.in

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Art Papyrus, a brain child of Lifestyle store and Ravi Sharan, brings colors to life through plethora of papers with ingenious designs ‘Art Papyrus’ is the treasured endeavor of Sharans’. The lifestyle store, located in New Delhi, offers a unique blend of functionality and design, bringing forth a special collection of wedding invites, gifts, packaging and photo products, home décor, jewellery boxes and many other surprises. ARTIFACT INDIA, the parent company of Art Papyrus, is the largest manufacturer and exporter in their category. Constant Innovations, a complete infrastructure and in house manufacturing eventually reaped fruits when international brands like Louis Vuitton group, Harrods, Calvin Klein and Walmart etc. became their clients. They have won numerous awards at national and international level as recognition of their capabilities. Savina, an internationally appreciated designer cum entrepreneur and recipient of various prestigious awards, used her years of experience to create Art Papyrus, a paper artifacts explosion that has already begun to create a revolution in the Indian lifestyle retail!



Ajay Verma

Paul Priestman

Francesco Morace

Lee Bazalgette

Jan Gogelein

Jashish Kambli

Willem Woudenberg

Paul Hendrikx

Aditya Berlia

Nick Talbot

Venkat Rao

Anil Saini

Md. Sadiq

Abhijit Thosar

Varsha Gupta

Anuj Prasad

Taina Snellman

Sudhir Kumar

Christoffer Langenskiöld

Zachary Jean Paradis Vivek Sirohi

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Speaker Paul Priestman is co-founding director of Priestmangoode, a leading multidisciplinary design consultancy specializing in transport, aviation, environment and product design for a roster of significant brands across the globe. Priestmangoode believes in using intelligent design solutions to transform businesses. Over the last 25 years, its record of award-winning designs has firmly established the studio as a visionary and innovative leader in user- and passenger-focused design. From the first lie-flat airline seat for Virgin Atlantic in the early nineties to designing the fastest trains and the smallest hotel

Paul Priestman zachary jean paradis Co-founding director,

rooms in the world, Priestmangoode’s designs have revolutionized the aviation, transport and hospitality industries.

Priestmangoode Paul Priestman studied Industrial Design at Central Saint Martins and at the Royal College of Art. He was a member of the UK Design Council and Chair of the Design Sector Skills Panel from 2004 to 2006. He was also President of the Design Business Association from 2001 to 2003 and a member of the D&AD Executive from 2005 to 2007. He is currently a member of the Royal College of Art Council. In 2010, Paul was one of 40 delegates on the Prime Minister’s Trade Delegation to China, representing the smallest and most creative company and flying the flag for the British design industry around the world. Priestmangoode recently opened its first overseas office in Qingdao, China. www.priestmangoode.com

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Speaker Having graduated from Loughborough University with a First Class Honours in Industrial Design, Lee has gone on to bring many successful products to market, from household goods and consumer products, to aircraft interiors and seating, many of which have won internationally coveted awards such as the D&AD, BDI Design Effectiveness Award and the Chicago Athenaeum Good Design Award. He has worked for a wide range of clients, including British Airways, Etihad Airways, Remington Products, Tetra Pak, DLink, Ford, Yamaha and many more. He has also judged the Helen Hamlyn 24 Hour Inclusive Design challenge, and lectured at universities such as Brunel and Glasgow on the benefit of design.

Lee Bazalgette zachary jean paradis Founder,

He is also a Certified Solidworks Professional and Solidworks Surfacing Professional, those

Colombo Design Studio

being difficult to achieve and internationally recognized certificates of authority with regard to the use of Solidworks software for computer aided design and engineering. With over ten years working as a product designer in the award winning London consultancy Factorydesign, Lee has recently moved to Sri Lanka where he has set up the first Product Design Consultancy in the country: Colombo Design Studio. He hopes that his knowledge and experience of the industry can be used to really make a difference in the local design and manufacturing sector. Colombo Design Studio aims to bring leading product and industrial design consultancy methods to Sri Lanka, aiding companies who are manufacturing, assembling or fabricating products in the country to improve their competitive advantage, both in the local and the international markets. Lee hopes that Colombo Design Studio will help to build upon the talent of local designers working in the fields of architecture, interior and graphic design, and encourage people to recognise the value of design in all aspects of life.

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Speaker Jashish is the founder of Future Factory, a leading product design consultancy in the region, where he has led design initiatives for global brands in over 40 companies. Since 1997, Jashish has developed patents, evolved intellectual property and overseen more than a 100 successful products introductions across consumer, healthcare and industrial segments. His work on India’s low cost purifier, non-electric refrigerator, and entry-level insulin device, represents widely acknowledged ground-breaking innovations, that aim at

Jashish Kambli zachary jean paradis

improving the lives of millions of Indians. But he is best known for his ability to integrate

Executive Partner,

design with technology to help companies achieve their business goals.

Future Factory

His work has been awarded the prestigious Red Dot and IDSA awards and he often represents the voice of design in industry and academia.

Paper Title: “The Anatomy Of An Idea: What it takes to make innovation succeed in organizations.” A recent study that spoke to CEO’s across India, stated that innovation figured in the top agenda of most organizations, seen to be a strategic driver to business success. Yet, much has been said about the high failure rate on innovation, about the difficulty in managing design risk and on the challenges of taking a great idea forward to create business success. Being part of their innovation team, Jashish has closely observed innovation practices across global brands over the last 15 years. Based on his experiences and on established theories and publications by leading practitioners, this study puts together a guide for best practices to help achieve successful innovation within organizations. Using a framework, it explains the drivers to successful integration of innovation as a practice, and on the factors that lead its path to success.

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Speaker Paul Hendrikx is the co-founder of Studio Mango which he founded with Frank Hanssen. Studio Mango helps its customers looking for innovation; through co-operation, research, creative solutions and affordable engineering. The studio strives to develop products which look professional, are useful to consumers and generate more revenues.

Small & Big innovation A lot of companies think that innovation is not their “cup of tea” most of them are afraid of the uncertain road which might be ahead. It is far more secure to take roads often travelled and

Paul Hendrikx zachary jean paradis

follow the flock then to take a turn and go on the dirt road less travelled, but who knows what


unknown wonders might be ahead? So by going in a different direction, by thinking different

Studio Mango

and approaching problem solving & product development in a completely new and innovative way it provides the possibility to put the market upside down, set yourself apart and develop that brand image and profitable company which stands out from the others. New industry leaders are born every once in a while and they all have this simple fact in common, and no matter who you are, where you’re from or what you do, everyone has the capacity and the ability to become one of these leaders. With a few case studies Studio Mango will show that you can find innovation in small and big things, these case studies will show how you move from Design Thinking towards Design Doing step by step. And to stipulate this at the end of our talk one of our Indian clients from Moradabad will tell how Studio Mango is helping them to innovate and renew their business.

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Speaker Mr. Nick Talbot is the Global Design Head at Tata Elxsi. In his current role, Nick is responsible for all design initiatives for the Industrial Design division of Tata Elxsi across the globe including India. This includes innovation driven initiatives for customers and supporting them with new product creation, development and delivery. He is also responsible for IP portfolio creation within Tata Elxsi. Nick has enjoyed a varied career. He has led key projects including, the design of a production train for Bombardier, a concept show car for Ford and production of running prototypes

Nick Talbot zachary jean paradis Global Design Head, Tata Elxsi

of ENV - the world’s first hydrogen fuelled motorcycle. More recently Nick led the team that created the ‘Aircruise’ concept for Samsung construction and trading. He has also been the recipient of the Giugiaro Award for Transportation Innovation. Prior to Tata Elxsi, he was one of the senior directors at Seymourpowell, one of the world’s leading design and innovation firms. An alumnus of Royal College of Art, London, Nick Talbot holds a Master’s degree in Transportation Design. He brings with him over 20 years of design experience in working with some of the world’s most innovative brands.

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Speaker Brief Profile • 24+ years of professional experience in designing Automotive/Consumer Products and managing different aspects of NPD (New Product Development); • Set up Industrial Design/Styling studio; developed teams and infrastructure. • Implemented Computer Aided Industrial Design (CAID) in national and international Design houses. • Developed and managed training of Computer Aided Industrial Design (CAID) programs. • Managed development, publishing, and production and testing of Training and Consulting

Anil Saini zachary jean paradis

Methodology products.

Director General Motors Design Studio, India

Positions held Bajaj Auto Limited; Head of Styling • Set up styling studio at Bajaj Auto Ltd. • Developed design team and modeling studios with state of art equipment and infrastructure • Set up high-end CAID system to implement “Art to Part” process • As Stylist, designed several 2 & 3 wheeler Design Matters; Partner • Promoted and managed design studio along with two partners. The firm engaged in product design and development consultancy in the areas like Consumer goods, Industrial & Scientific equipments, Educational and Children products, Medical equipments and automotive accessories. • Designed several products (Consumer, Medical, Industrial, Automotive) PTC; Director (Global Services) • Trained worldwide PTC customers and implemented Pro/ENGINEER Industrial Design and Surfacing Solutions (CDRS, 3D Paint, Style and Pro/Surface) at various com panies in India and abroad. Back to content page | Back to List

• Managed an offshore group of PTC Global Services which was responsible to develop and produce Services IP products like Customer Training (ILT and WBT), Global Services Training, Consulting and Implementation Methods etc. General Motors Design Studio, India; Director • Heading GM India Design Center located in GMTCI (General Motors Technical Center, India), Bangalore; a team of 100+ people engaged in automotive design and its execution.

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Speaker Abhijit Thosar is a Design Consultant and Customer Experience Strategist with over 18 years of industry experience. He has a Bachelor’s Degree in Polymer Engineering and a Masters in Industrial Design from National Institute of Design. He is also one of the first Certified Usability Analyst from Human Factors International, Inc. Abhijit now heads Cognizant’s Interactive Consulting practice. He is responsible for crafting and delivering Digital Strategy and Advisory services to Cognizant’s array of international clients. At Cognizant, Abhijit built one of the largest Interactive Design business unit in the IT

Abhijit Thosar zachary jean paradis

industry with over 500 designers working across the globe.

Design Consultant & Customer Experience Strategist

In his early career, Abhijit has worked with large consumer goods and engineering companies such as Supreme Plastics, Crompton Greaves and Nissei ASB where he was responsible for setting up their Design teams, Design Studios and CAD/CAM processes. Abhijit moved to IT Industry in late 90s with his own Design Consultancy in Mumbai where he helped many leading Indian IT companies use DESIGN to differentiate and compete in the international market. Over the years, Abhijit has led multi-disciplinary and globally distributed project teams. He has conducted many UX DESIGN training courses and workshops across North America, Europe and Asia. He has traveled worldwide to meet business stakeholders, interview and observe users and present Customer Experience strategies. Over recent years, Abhijit’s focus has been on Financial Services industry where he has worked extensively on Multi-channel User Experience assessment, Strategy and Channel design for world’s leading financial institutions.

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In past, Abhijit has held consulting positions with Tata Consultancy Services (TCS) and Human Factors International (HFI). His last assignment was with Capgemini Financial Services where he led a global team of 150+ consultants, created niche service offerings on Customer Experience Management, managed Digital Innovation projects and helped set up global Digital Channels CoE. Apart from Design Thinking, Abhijit’s passion include people, places and photography. He is also an avid traveller and food aficionado.

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Speaker Anuj Prasad is the Founder & CEO of Desmania, a leading design consulting firm in India. He is an alumnus of NID, with a base qualification in Production engineering. After putting in 9 years in the industry as a designer and engineer, he founded Desmania, along with Sandhya Raman. Anuj has been a reckoning voice of Design in the country. He has been a member of CII’s National Committee of Design since its inception. He has also been an active member in mobilizing the Design Clinic Scheme for the MSMEs. He was a jury member in the first

Anuj Prasad zachary jean paradis

edition of India Design Mark, while being an intrinsic part of all design forums.

Founder & CEO, DESMANIA His leadership and entrepreneurial skills have catapulted Desmania into the top league of design companies in the country. Desmania offers Strategic Design Solutions that give measured business success to the clients. It is a recipient of several awards in the area of product & packaging design. Desmania’s latest foray has been in the area of Automotive Design, with a large integrated design studio in NCR Delhi, which boasts of a unique clay modeling & prototyping facility for full scale car & bike models. Desmania has full services offices in Delhi, Mumbai and Gurgaon. It has partnered with Italian, German and Korean companies to offer high quality, end to end design solutions.

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Speaker Sudhir is a Post Graduate in Industrial Design from National Institute of Design, Ahmedabad with Mechanical Engineering background. He was also recipient of the prestigious “The Hindu-Hitachi Scholarship” and went through advanced training at the Hitachi Product Design Centre at Tokyo, Japan for 6 months. Sudhir has started his professional consultancy career doing projects for Research and Development Centre for Iron And Steel, Steel Authority of India Ltd. SAIL developing several custom machines for Steel Plants, precision instruments and import substitute developments.

Sudhir Kumar zachary jean paradis

Several of them got PATENT and successfully commercialized.

Product Designer Sudhir has 16+ years of hands on experience in design and development of Machines, Agricultural Implements, Home Appliances, Industrial, and Medical & Healthcare products, Research & Development, Energy and Grass Root Innovations. He believes in simplicity as a strategy in creating straight forward innovative design while ensuring a good differentiation with competition in varied market segments. Today, Sudhir heads a design consultancy firm SKM Designs Pvt. Ltd. in Delhi and has recently developed several life saving Products and Medical Emergency Kits for the Indian Defence to be used in battlefield during warfare.

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Speaker Experience Innovation Adelaide Wharf, Flat 420, 120 Queensbridge Road, London, UK E2 8FB | +44 (0) 786 765 8483 creativeslant.com | [email protected] | twitter.com/zacharyparadis Professional Experience SAPIENTNITRO; Director Experience Strategy; Chicago, USA; London, UK; 5/07–present;

Zachary jean Jean Paradis zachary paradis Director of Experience Strategy

• Co-led and grew strategy team in the EU by 50% (10+ practitioners), 2011–present

Sapient Nitro

• Led successful product strategy and multichannel experience programs in auto, CPG, financial services, and retail, including facilitation of C-level stakeholders at clients including Chrysler, John Deere, HSBC, Ladbrokes, McLaren Auto, M&S, Target, Unilever, et al. • Crafted vision, led and scaled the two largest (by budget and team size) multichannel retail programs in history: Target (live) and M&S (in progress) • Former strategy team lead of SapientNitro’s largest business unit, North American Central, leading a diverse team and defining the BU’s massively successful go- to-market strategy across Chicago, Detroit, Minneapolis and Toronto, 2009–10 • Co-founder of Experience Research, Strategy + Analytics practice, 2008 • crafted Sapient’s successful go-to-market strategy in financial services, 2008 IIT INSTITUTE of DESIGN; Adjunct Professor; Chicago, IL, 7/08–present; • Classes: Rapid Experience Modeling, Managing Complexity, Executive Summer Camp

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SAP Office of the CEO; Innovation Strategist; Palo Alto, CA; Internship, 6/06–12/06; • As a member of SAP’s high-performance Design Services Team, co-authored a plan for a company-wide new product innovation process, rolled out to strategic product groups • Synthesized user research data and designed scenario and interfaces for an evaluation of voice-enabled mobile interfaces and communication-enabled business process products • Led an SAP-funded workshop class project developing tools for product and portfolio definition at the IIT Institute of Design, as a continuation of my work at SAP • YAHOO!; Design Strategist; Sunnyvale, CA, Internship, 5/05–8/05; • Co-led user-research, identified opportunities, and co-authored a plan to leverage design strategically within Yahoo! paving the way for a new functional group within User Experience Design called “Platform and Practice” • authored product and innovation plan for Yahoo! mobile featuring customer research, scenario planning, concept workshops, and strategic planning RADIOWAVE; Product Manager | User Experience Lead; Chicago, IL, 1/00–11/01; • Led RadioWave’s research, development and prototyping of portable and wirelessly delivered enhanced multimedia music and news services • Managed products from new product definition to design and implementation, including rollingStone Radio and MSN Chat Radio accessed by over 2 million users per month • Designed and produced interactive audio-visual programs for MSN.com, RollingStone radio, Universal Music Group, Blue Note, Verve, and Alligator Records • Managed the design and development of RadioWave’s ad scheduling, serving, tracking and reporting application and integration with clients

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INDEPENDENT CONSULTANT; Producer | Experience Designer; Chicago, IL, 7/99–1/01; 12/01–8/04; • Designed and managed experience and marketing projects with clients including: Allstate, Amazon.com, Anderson, R.J. Reynolds, Unilever, uBid “Superstore”, et al. METRO; Art & Marketing Director; Chicago, IL, 7/97–7/99; • Led marketing and design team at three of the USA’s most successful concert venues RAPP; Digital Imaging Specialist; Chicago, IL, 12/95–7/97; • Co-developed successful direct, print and interactive advertising for Fortune 1000 clients

OBJECTIVE To create compelling, valuable experiences and knowledge for millions of people; to lead thinking and interdisciplinary teams in strategy, product and service definition; to shape new ideas, align cross-functional teams, and foster a culture of structured innovation.

EDUCATION IIT INSTITUTE of DESIGN Chicago, IL, 2004–07; Master of Design 5/07 IIT STUART School of Business Chicago, IL, 2004; management classes UNIVERSITY of CHICAGO Chicago, IL, 1991–95; AB Anthropology 6/95; AB Psychology 6/95

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THOUGHT LEADERSHIP Naked Innovation A book about innovation—uncovering a shared approach for creating value; 2007 www.nakedinnovation.com Future of Retail Presentation at “Future of the High Street”, Mintel London; March 2012 3 Myths of Customer Experience Presentation for UK UPA, February 2012 http://www.creativeslant.com/mt/archives/000079.html Additional presentations at SXSW, Mastermundo, et al., and writings at http://www.creativeslant.com/mt/index.html Writing topics include: The Appification of Things, Apple’s Move in Financial Services, Innovation Suicide: 10 Ways Company Kill Their Own Good Ideas, Siri: Designing the Invisible Interface, et al.

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Speaker Vivek Sirohi is a Chemical Engineer from Indian Institute of Technology, Delhi. He is current the Vice-President, R&D for South Asia as well as Global VP for Water Category for Unilever. His regional responsibility span across Home Care, Personal Care and Foods category for South Asia (India, Pakistan, Sri Lanka, Bangladesh and Nepal). The personal care market is seeing a fundamental change in these geographies and he is, by his own admission, excited to be part of this transformational journey. A career spanning almost 20 years of which major part has been with Unilever for the last 15

Vivek Sirohi zachary jean paradis

years. He has served in various functions, starting from Engineering Projects (setting up large


Engineering and Design projects), Supply Chain and for the last 9 years in R&D covering

R&D for South Asia

India, Asia and Global responsibilities.

Global VP, Water Category Unilever

He has had exposure to Surfactants through his stints in Engineering projects where he set up large Ole0-chemical factories for Personal Wash (Fatty Acid and Soaps) and later in Home Care R&D (Detergents and House Hold Cleaning products). He is married to Krishna, who is a marketing executive in HP (Hewlett Packard) and has a 11 year old daughter, Ananya (who is probably the most influenced by the changing Personal Care market!!).

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Speaker As Vice President for Value Solutions at Dassault Systems, Ajay has responsibility for driving the company’s business through its channel partners across India. As part of Dassault Systemes, Ajay is responsible for driving the Value Solution business covering all Industry vertical solutions through an eco system of Partners across the region. Associated with DS since 2010, he has worked with the Partners and their customers to create true value which enhances the level of innovation being done thereby driving significant incremental growth in the business.

Ajay Verma zachary jean paradis Vice President,

Ajay is very passionate about the strong technology portfolio that the company offers and the

Value SolutionsDassault Systèmes India

ability to impact customer competitive position which is integral to the difference that DS makes. The role that the extended community has in bringing this change and accelerated adoption are key focus areas. Prior to joining Dassault Systemes, Ajay was with Symantec where he led the Sales, Channel and Alliances team. During his 6 + years, he led Symantec to win numerous awards from the partner community for being the most preferred vendor as well as significant gains in market share for the Storage and Security solutions. He had joined Veritas Software in 2003, which subsequently merged with Symantec. He started his career with HCL. He had an 8 year stint with Silicon Graphics Inc., and held various positions, the last being the Director for Technical and Scientific Computing sales. He was key in evangelizing and seeing early adoption of High end technical computing for CAE, Weather modeling, molecular modeling and use of Immersive Visualization solutions for Manufacturing, GIS and defense applications. Prior to this, he was The Director for Manufacturing Industry for CAD/CAM and CAE solutions. He also worked in the entertainment industry to drive the adoption of technical tools in the area of special effects and film compositing. Ajay lives in Delhi with his wife and daughter. Back to content page | Back to List

Speaker Sociologist, journalist and author of over 20 books, translated into various languages, and ranging in subject from trends in consumption to social change. Founder of the research and strategic consulting institute Future Concept Lab (1989), he is also a professor at Domus Academy and Milan’s Politecnico. He has participated in conventions and seminars in 22 different countries around the world, where he consults Future Concept Lab’s international clients. He also works with many Italian companies associated with and

Francesco Morace zachary jean paradis

dedicated to the excellence of Made in Italy, of whom include: Alessi, Barilla, Deborah,


Ferrero, Gruppo Coin, Guzzini, Illy, and Unicredit.

Future Concept Lab

Co-founder of the association The Renaissance Link. Amonst his most recent publications edited by Nomos are Verità e Bellezza (Truth & Beauty) and Il Talento dell’Impresa: L’Impronta Rinascimentale in dieci aziende italiane (The Talent of the Enterprise: traces of the Renaissance being left by 10 Italian companies) both published in 2010. He is a regular columnist for Adv, Mark Up and other specialised international magazines and journals.

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Speaker After graduating in 2001 as industrial design engineer from the University of Delft in the Netherlands, Jan Gogelein started his career working on product designs and international retail concepts. After a few years he founded his own design firm where he, while working for great retail brands, discovered the complexity and the importance of retail design. Having an increase in interest in the role of design in general and the design developing process, Jan started to work in international markets and met with one of the partners of FLEX/the INNOVATIONLAB. Soon after he joined forces and continues his career within FLEX, where he is responsible for the (international) business development.

Jan Gogelein zachary jean paradis International Business Developer Flex

With over 25 years of experience FLEX/the INNOVATIONLAB is one of the best product design agencies in The Netherlands. FLEX is specialised in consumer products, professional products and structural packaging design for which they received many international awards. By combining design and business ideas FLEX is creating a new reality: relevant benefits for end users and more profitable business opportunities for clients. FLEX is working with dedication for a large number of global renowned clients, such as Bosch, Skil, LEGO, HERO, Ahrend, Philips, KPN, Tefal, TomTom, Unilever, Friesland Campina, Heinz and Sara Lee.

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Speaker Willem Woudenberg is branding & design consultant. He has a long experience working for clients in Netherlands and Europe, in particular in the service sector. Willem was the managing director of a Dutch design studio. In 2010 he started Brand Dialogue, an agency for integrated brand management collaborating with Dutch design companies. Since the last 5 years Willem is also active in the Indian design-scene. In 2012 he initiated a consortium of 6 Dutch top-creative agencies for India. The group will be established in March 2013 and located in Mumbai and Delhi.

Willem Woudenberg zachary jean paradis Branding & Design Consultant.

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Speaker Mr. Aditya Berlia, Pro-Chancellor of the Apeejay Svran University and Member, Management Board of the Svrán Group and the Apeejay Stya Group (a constituent of the Svrán Group), is a young Entrepreneur and Educationist of the country. A multi-faceted personality who balances his role in the corporate world along with his philanthropic dedication to education, Mr. Aditya Berlia has to his credit several innovative industrial, entrepreneurial and educational initiatives both in India and abroad. Currently, Aditya Berlia is the Pro Chancellor and Co-Founder of the Apeejay Stya University,

Aditya Vijay zachary jeanBerlia paradis

established recently in the state of Haryana, offering graduate, post-graduate and doctoral

Pro Chancellor & Co-Founder,

degree programs in a plethora of disciplines. A believer in community service, Mr. Berlia is the

Apeejay Stya University

Joint Secretary of the Apeejay Education Society, where he manages multiple initiatives for

Member, Management Board,

thirteen K-12 schools and sixteen higher institutions across the country. In this context, Aditya

Apeejay Stya & Svran Group

Berlia is also well known for his dedication to education research, and is the founder of the Ap-

Founder & President,

eejay Stya Education Research Foundation, which is dedicated to improving education in India

Apeejay Stya Education

through research and policy initiatives.

Research Foundation

A graduate of Stanford University (B.Sc. Hons.) and an MBA from Harvard University School

Joint Secretary, Apeejay Education Society

of Business, Mr. Aditya Berlia is credited with designing the modern Apeejay School admission system that creates a new system of social justice and equality through the “representative affirmative action” system. Mr. Berlia is part of the Executive Management Board of the Apeejay Stya Group and Svran Group, where he directs strategic projects and executes key entrepreneurial projects while holding direct operational roles in a number of companies. The Apeejay Stya and Svran Group are diversified manufacturing and service companies that operate in numerous industry verticals, including life sciences, chemicals & plastics, logistics, distribution and retail, real estate & development, financial services, information technology, automotive and publishing.

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Current Role in Industry as Member Management Board, Apeejay Stya & Svran Group • Key participant in the formation of the overall vision and strategy of the Group, and in all major activities ranging from product development, human resource, legal contract work, fund raising, sales, marketing, channel development, statutory compliances, general operations amongst others. • Holds several direct operational roles in-group companies on an ad-hoc basis. • Responsible for all major technical and information systems design and decisions such as technology planning/implementation, and software/hardware architecture. • Directly involved with international Group structuring. • On-call for strategic initiatives, specific project implementations, new venture formations and crisis management. Role as Educationist in Apeejay and other Non-Profit Community Services As Pro Chancellor and Co-Founder, Apeejay Stya University, a research-based global seat of learning established with the mission to provide a supportive and nurturing environment that produces young renaissance men and women who would be the leaders of tomorrow • Instrumental in developing the broad vision of the University, and setting in place systems and processes to deliver on the promise of an institution of excellence that blends together the dual identities of a technology and research based university with a liberal arts institution • Developed the revolutionary academic system, which combines the best from institutions around the world, setting a new standard in quality and flexibility while preserving Indian values and culture.

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As Joint Secretary of the Apeejay Education Society - one of India’s largest private non-profit education foundations with 13 schools and 16 institutions of higher learning across the country imparting education to over 32,000 students spread across 28 campuses. • As a core member of the management responsible for the formation and execution the strategic vision of the AES. • Directly leading all the technological initiatives, including recruiting and administrating of the required teams. • Initiated, envisioned and implemented campus-wide and country wide networks in all Apeejay campuses, including high-speed broadband, conferencing and interactive tools. Recruited and trained the maintenance and implementation team, negotiated bulk contracts with hardware, software and communication vendors. • Introduced and implemented the digital teaching-teaching aid concept in Apeejay institutions starting from the late 1990s, a pioneering effort in India. • Instrumental in creating the Society’s online alumni web-portal and bringing more than 60,000 geographically distributed alumni back into involvement with the institutions. • Key participant in public relations and marketing initiatives of the Society. • Directly involved in the planning and architecture of new institutions and buildings. • Responsible for setting up collaborations with external bodies, such as government agencies, institutions of repute and other colleges and universities.

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As Founder and President, Apeejay Stya Education Research Foundation - a non-profit foundation formed with the mandate to improve the quality and availability of education in India. Its activities include research, giving grants, conducting seminars, lectures and workshops, teacher professional development, influencing government policy and publishing books and journals. • Founded the organization and created the vision and strategy. • Recruited the group of researchers and staff, and created the Advisory Board bringing onboard senior educationists, nationally recognized scientists, CEOs of large Indian companies, Directors and Chancellors, high-ranking members of the Armed Forces as well as other eminent professionals. • Established links with the government and policy makers.

Role as Entrepreneur in independent companies: As a serial entrepreneur, Mr. Aditya Berlia has set up several companies/startups offering niche solutions in areas of industrial innovations: 1 Proto Engine Inc. - Online Clinical Trials Management in Denver, USA. 2 Artwood International - Niche Bi-lingual portal publishing in Hong Kong. 3 Rocketry Society of India - Pan-India hobbyist rocketry club. 4 Effective Environmental Solutions - Research and Policy Bi-Partisan Environmental Soltions in California. 5 Bersoft Infotech Pvt. Ltd.- Software Development and Niche IT products. 6 ACME Networks - Online medical education company in collaboration with the Stanford Medical School

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Major Publications: A Handbook on Ragging - that has been widely distributed to students in the Indian educational system A Window to a Teenaged Soul – Poetry book published at the age of sixteen. Other Trivia and Interesting information 1 Has travelled to over 125 cities over 34 different countries. 2 Holds a United States Private Pilot License 3 Is a member of Rotary International and The Phi Kappa Psi Fraternity

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Speaker Venkat Rao is a young industrial designer from India. Graduated from D J Academy of Design Coimbatore, Venkat has a professional work experience in the field of Consumer Products, Toys, Interface and Furniture design. He is associated with a number of manufacturing companies and design houses in India. He believes innovation in all areas of design namely Usability, Form, Function, Experience and even sustainability is the core of design. He love challenges and use design to solve complex problems with simple innovative solutions. He won a RED DOT Design award 2012 for his Half dose” An easy split Pill. He also won a 1st Prize winner at IIT Chennai for Design of a safe dashboard for cars during accidents.

Venkat Rao zachary jean paradis Industrial Designer

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Speaker MD SADIQ , Scientist, CSIR-CLRI Shoe Design & Development Centre, India is a distinguished Leather Technologist with specialization in Footwear Science and Engineering in which he holds a Master’s degree. His focus has been on Footwear Styling and Design; R & D in Trend Forecasting, Colours and Texture development. He has also innovated in HRD activities with accent on Shoe Design Education and Training. He has also excelled in Planning for the Indian Leather sector in the area of design, trends and global competitiveness. His signature contribution has been in enabling the ‘Travel of India in fashion forecasting

Md. Sadiq zachary jean paradis Scientist,

for LEATHER’ - an R&D initiative for garnering global leadership. He helped India gain a foothold in the prestigious MODEUROP Colour Club.

CSIR-CLRI Shoe Design & Development Centre, India

Email: [email protected]; [email protected]

Innovation in the Global Leather Industry What Innovation Dimension is the LEATHER INDUSTRY in ? Where do we slot the Innovation in the LEATHER Industry ? • Leather has emerged as a fashion product. • Colour, texture and other highlights add to the fashion values of creatively designed leather products. These add significantly to the value realization from leather products. • “To emerge as a strong global player in the world leather trade, all efforts to take proactive measures to be ready with the fashion leathers when the fashion does emerge, is crucial.”

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In a globalizing economy, design is being perceived as a new engine of economic and industrial growth. Design and breakthrough innovations can play a pivotal role in positioning of Leather and Leather Product industries in the global arena by value addition apart from enhancing competitiveness. The Black & Brown Story • The CSIR-CLRI has a unique place. Its relationship with the industry it serves is deep rooted. CSIR-CLRI had always been a step ahead of the industry and guided the industry in its path of growth, diversification and modernisation • CSIR-CLRI’s research has generally been directed towards addressing specific technological challenges confronting the industry from time to time 50’s - 60’s: Way back in the 1950’s and 1960’s, the leather industry of the country was in the cottage sector, producing either pickled/wet blue or vegetable tanned leather, adopting crude methods of tanning. The industry had a virtual aversion for technology, with more than 90% of the industry being in the hands of men with very limited education. It took a good deal of convincing the tanners by ‘show-how’ to turn their attention towards simple technologies like using drums instead of pits for tanning. Likewise, use of basic equipment for various tanning operations such as unhairing, fleshing, liming and deliming, etc. was introduced to the tanners. CLRI’s model tannery was a great source of education for the cottage and small tanners in those years.

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70’s - 80’s: The leather industry underwent a metamorphosis in the 1970’s and 1980’s. The real push came from government policy. The foreign exchange crisis faced by India following the sudden spurt in oil prices after the seven day war between Egypt and Israel in 1973 was the trigger. With a view to encourage value addition to country’s raw material wealth before its export on the one hand and to increase employment opportunities on the other, the Government of India banned export of raw hides and skins, discouraged export of semi processed leather, wet blue or vegetable tanned, and actively encouraged manufacture and export of finished leather and downstream leather products such as shoe uppers, shoes, garments and assorted leather goods. The government offered a variety of incentives to those who were ready to espouse the new policy. Technological support: While the environment for transformation of the industry was provided by government policy, without required technological support, the industry could not have moved forward. The trade policy was liberalised selectively to encourage industries with export potential, such as leather, to grow. CLE seized the opportunity and came to the forefront to help the industry speedily convert itself into a modern forward looking sector. This is when world-class machinery from Italy was being imported into India. Mid-80’s: The first Computer Aided Design (CAD) machine for shoe design was bought by CLRI and demonstrated to the industry as early as in 1985. When it was bought by CLRI, many thought that CLRI was perhaps way ahead of time. Soon enough the usage of this machine increased and with the training provided by CLRI,

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many private enterprises started buying their own CADs. Subsequently many other national institutions followed suit. If, today, some strength in design and product development exists in India in leather based industries, a good deal of credit for this goes to the pioneering role played by CLRI. 90’s: Today, the tanners in India proudly say that not a single tannery operates here without either its own treatment facility or connection to a Common Effluent Treatment Plant (CETP); due to the initiatives taken. Changing Role: Though its name may suggest that India’s role is predominantly in the area of leather manufacture, over the years, consistent with changing government policy and focus, the Industry also has changed its vision and widened its scope of activities. The UNDPassisted National Leather Development Programme, executed by the Ministry of Industry, Government of India (1992-2000) provided with the opportunity of modernising its training facilities for training operatives, supervisors, managers and designers for footwear, garment and leather goods industries. Personnel from Indian Leather Companies have secured exposure in foreign soils to new methods of training and largely from Italy.

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The Black and Brown Story is now the Colour Story! Travel of India in ‘fashion forecasting’ for leather Travel of INDIA in ‘fashion forecasting’ for leather is an initiative to bring to the fore the ability of the Indian Leather Industry to take pro-active measures in fashion forecasting and design development by providing a scientific leather product development focus in the areas of colour forecasting, range building, design and retail analysis.The outcome envisaged is to strengthen the Indian leather product design capabilities which would be reflected in product quality enhancement. How we have walked our talk?: From being a mere resourcing partner in the early 90’s to being able to deliver the right product for the right market and the right season, TODAY; the Indian Leather Industry has travelled a long way. Winning Colours: Getting one Indian colour into the MODEUROP Colour Card in 1994 was a matter of prestige. Today, we have almost 70% - 80% of the colours chosen, featuring from Indian proposals. The challenge and opportunity today is to capitalize on the winning colours and translate them into fashion products. What is MODEUROP?: MODEUROP is an International Institution founded in 1960 in Zurich / Switzerland by the most important institutions of the leather and footwear industry. MODEUROP forecasts fashion and trends in Leathers, Colours and Materials for the International market, three seasons ahead.

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India at MODEUROP: India is a member of MODEUROP since 1994. CLRI and CLE jointly hold the membership. What happens in MODEUROP? Trade Fair Reviews, Top Colours, Colour Trends, Leather & Materials Trends & Forecasts. GLOBAL COLOUR SHADE CARD is first released in India giving a tremendous lead time over the competition. The potential of INDIA was recognized and it was conferred with the Presidency of MODEUROP recently. The official MODEUROP Colour Cards are now ‘Made in India’ with suitable acknowledgements to the contribution of CLRI/CLE as well as to the contributing tanners; thereby enhancing the marketability of Indian Leather in International markets. The MODEUROP initiative has been very successful in catapulting India into the foreyards of fashion. The Scientific Analysis of the market trends has helped the shoe manufacturers to understand the Trends in Retail in Shoes and Handbags and gear up with apt products for exposition at leading International Fairs.

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From ‘fashion forecasting’ to ‘value engineering’ “Success in being able to work with high-end customers requires building design capabilities that enable us to offer exciting collections that can compete internationally.” Design and brand driven value chain need to be developed as core strengths of Leather Products Manufacturing Industries which is currently focused in pattern development, engineering and sample prototype development. The time to move up the value chain has come. To achieve this one has to build not only in-house design capabilities, but also work in consultation with design companies internationally that have a deep understanding of lifestyle and fashion trends in Europe and the US, which will continue to be primary markets for the foreseeable future for up market products. ‘Merchandizing & Retailing’ would be another crucial area of attention and synergies would have to be built with international agencies to master this art. A lot of attention is to be paid to honing ‘Design’ capabilities, introduce technologically advanced tools to aid in the ‘design process’ and to develop ‘merchandizing’ expertise amongst our product design teams in the footwear companies.

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Road Ahead for the Indian Leather Sector 1 Design Station:

To set up an all products ‘Design Station’ for design and range building of seasonal design collection; offer new design collection and work in collaboration with International Design Studios to help the Indian Leather Sector stay ahead of time and season.’

2 LEATHER Incubator:

‘The Leather INCUBATOR’ to be an initiative of the Council for Leather Exports with the support of a leading Indian Finished Leather Association and CSIR-Central Leather Research Institute (CSIR-CLRI) set up with the support of Italian Government and the Department of Commerce and Industry, Govt. of India, New Delhi.

CLE & CSIR-CLRI have been catalysts in disseminating leather design and trend awareness amongst the Indian Leather Industry, as its members are active in every sphere of leather activity in the country manufacturing finished leather for the Leather garments, Shoes, Handbags, Gloves, Upholstery and Small Leather Goods. The mandate of ‘The Leather INCUBATOR’ is to nurture a culture of developing new leathers based on the seasonal demands, so that the designs and concepts metamorphose into newer and niftier products or services capable of being marketed and sold. The outcome is creation of a new class of world-class LEATHERS. The Leather INCUBATOR will use primarily the experience in Leather Design & Trends from Italian Leather Designers and International Chemical Companies and with counterparts from India with expertise in the field.

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The Leather INCUBATOR will look forward to work with Textile Associations in bringing International Fashions faster to its members. The Leather INCUBATOR will also take membership to International Fashion Organizations. The Leather INCUBATOR will strive to serve the members of the Indian Leather Industry through: • User Requirements Engineering • Contextual Inquiry and User Research • User Interface • Interaction Design • Surface Design and Texture Visualization • User Interface Design Inspection • Design Process Audits • Design Training • Design Capability Building and Institutionalization • User Experience Design Consulting

With every good wish to one and all ! Think Leather, Think India

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Speaker Varsha Gupta has a Post Graduate degree in Textile & Clothing from University of Delhi and has been trained at FIT, New York. Before taking up teaching profession in 1994, she has researched in the field of Natural Dyes and worked in the Apparel Industry in export houses of repute. Presently, she is an Associate Professor and Chairperson of Master of Design Program at NIFT, New Delhi and her current research interests include Recycling and Sustainable Development.

Varsha Gupta zachary jean paradis Chairperson Master of Design Program at NIFT

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Speaker Taina Snellman founded the Tikau design company in Helsinki in 2008 with the aim of combining sustainability, human dignity and global solidarity, working closely with poor Indian villagers to provide them with better livelihoods. Taina, who is Tikau’s director of design, was inspired to launch the company during her days as a researcher in the Indian textile industry and is keen to promote the idea of “design that helps”. In Tikau’s case, that help is provided by the framework of the Tikau Share NGO that operates in India. Taina oversees an evolving interior design collection that draws on ancient India handicrafts to produce top quality, aesthetically appealing items which appeal especially to a discerning Nordic market. Before

Taina snellman zachary jean paradis Founder, Tikau Design

launching Tikau, Taina worked with design and fashion companies in several countries in international marketing and corporate responsibility.

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Speaker Christoffer Langenskiold is the founding CEO of The Big Picture, a service designer consultancy that aims at democratizing customer Experience. On the basis of his experience of digital user-centered design, web design, usability specialization, concept design, brand management and cognitive research, Christoffer is currently developing an international collaborative network of customer-conscious professionals through The Big Picture. Christoffer is also an active member of the NGO Tikau Share, which aims at creating an innovative social responsible model template for NGOs and companies to combine design and global wellbeing.

Christoffer Langenskiöld zachary jean paradis CEO The Big Picture

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Adi Godrej Rajshree Pathy Pradyumna Vyas Chandrajit Banerjee Naushad Forbes Chandan Chowdhury R. Mukundan Sushma Berlia YS Rajan Back to content page

Rajshree pathy PANELIST Adi Godrej is chairman of the Godrej Group. He is also chairman of Godrej Industries Ltd., Godrej Consumer Products Ltd., Godrej Properties Ltd., Godrej Hershey Ltd., The Godrej Group is one of India’s largest conglomerates. Mr. Godrej is a Director of numerous firms, including Godrej & Boyce Mfg. Co. Ltd., Godrej Agrovet Ltd., Godrej International Ltd. He is former Chairman and President of the Indian Soap & Toiletries Makers’ Association, The Central Organisation for Oil Industry and Trade, The Solvent Extractors’ Association of India, The Compound Livestock Feeds Manufacturers’ Association, the Indo-American Society and the Governing Council of the Narsee Monjee Institute of Management Studies and former member of the Dean’s Advisory Council of the

Adi Godrej President, Confederation of Indian Industry (CII) & Chairman, Godrej Group

MIT Sloan School of Management and the Wharton Asian Executive Board. Mr. Godrej is a member of Tau Beta Pi (The Engineering Honor Society). Mr. Godrej is Chairman of the Board of the Indian School of Business; President, Confederation of Indian Industry; Mr. Godrej is a patron of the Himalayan Club. He is a recipient of several awards and recognitions including the Rajiv Gandhi Award 2002, the Entrepreneur of the Year for the Asia Pacific Entrepreneurship Awards 2010, Best Businessman of the Year for the GQ Men of the Year Awards 2010, Chemexcil’s Life Time Achievement Award 2010, AIMA-JRD Tata Corporate Leadership Award 2010, BMA-Management Man of the Year Award 2010-2011, Qimpro Platinum Standard Award for Business in 2011. Mr. Godrej received his undergraduate and Master’s degree in management from the Massachusetts Institute of Technology.

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Rajshree pathy PANELIST A Commerce Graduate, she subsequently value added her education with the Owner President Management (OPM) from Harvard Business School and underwent the course on Strategic Alliances and Corporate Ethics, INSEAD, Fontainebleau. She has contributed to the sugar industry’s growth and government policies by being part of the Confederation of Indian Industry. She was the first woman President of Indian Sugar Mills Association (ISMA). As the Vice Chairperson of the National Committee on Sugar; she has pushed for wide sweeping reforms in the heavily controlled industry. She has been nominated as a “Global Leader for Tomorrow” at the World Economic Forum, Davos, Switzerland

Rajshree Pathy

and as an Eisenhower Fellow.

Chairperson and Managing Director of Rajshree Sugars and

Under her leadership, the Rajshree group of companies has grown to include Green Energy,

Chemicals Limited.

Ethanol and Agri- Bio Products. She has incubated several businesses like KAMA Ayurveda, Aloha Travels and the Coimbatore Auto Industries Ltd. She is the Founder Director of the Coimbatore Center for Contemporary Art (CoCCA) and the Contemplate Art Gallery, Coimbatore. She is the Founder of The India Design Forum (IDF). IDF is the first International design platform that is held annually in India, by bringing together Global design thought leaders to enable strategic alliances, encourage dialogue between academia & industry and facilitate cross cultural design thinking, education and application. She has been awarded with several distinctions at the National and Global level and has consistently been included and lauded in many compendiums of business leaders. Scuba diving, photography, writing, a spiritual vision for daily life, contemporary art and design, architecture, TED events and the Ayurveda way of life contribute to empowering Rajshree Pathy to be a holistic business leader.

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Rajshree pathy PANELIST Acquired Masters in Industrial Design from Indian Institute of Technology, Bombay, India (IITB). Prof. Vyas has over 27 years of professional and teaching experience in different spheres of design. Since last 22 years he is associated with NID as a Faculty Member in Industrial Design Discipline with special interest in design for social and sustainable development intervention for SMEs and craft. Since April 2009 he has been appointed as Director of National Institute of Design, Ahmedabad Prior to joining NID, Prof. Vyas has 2 years experience in Product Design in Bombay and 3

Pradyumna Vyas

years overseas experience at Kilkenny Design Centre, Kilkenny, and Republic of Ireland.

Principal designer

Mr Vyas has coordinated major Design Promotion events in India and represented NID in

Director, NID

various international and national events including the ICSID (International Council of Societies of Industrial Design) congress in Taiwan, Korea, Germany, Denmark, USA and Singapore. He also represented NID in the Asia Design Network, Japan. He has been elected as an ICSID Executive Board Member for 2009-11. In pursuance of the National Design Policy approved by the Cabinet in February 2007, an India Design Council was recently constituted in March 2009 and Mr Vyas has been nominated as its Member Secretary by the Ministry of Commerce & Industry, Government of India. In June 2010, he was conferred with an honorary Master of Arts degree from the University for the Creative Arts in Farnham, United Kingdom in recognition of his many contributions to design education and promotion. In July 2011, Mr.Vyas was given the award for outstanding contribution to Design Education at the 2nd Asia’s Best B School Award at Singapore. Back to content page | Back to List

Rajshree pathy PANELIST Chandrajit Banerjee is the Director General of Confederation of Indian Industry (CII). Mr Banerjee has been with the CII for over 25 years and has been the Director General, CII since May 2008.

Mr Banerjee is a Post-Graduate (MS) in Economics with specialisation on Economics of Planning and Econometrics from the University of Calcutta. Earlier, he did his Graduation from St. Xavier’s College (Calcutta) in Economics (Hons). Mr. Chandrajit Banerjee Director General

As Director General, he is responsible for overall operations of CII.

Confederation of Indian Industry Prior to his appointment as Director General, he held several senior positions in CII. Mr Banerjee has been responsible for important areas of work including the Sectoral Verticals - Manufacturing, Services, Agriculture and Life Sciences Sectors and the SMEs. He has led key policy work of CII in the areas of Economic Policy, Financial Services and Corporate Governance (he was also the First Executive Director of the National Foundation of Corporate Governance -NFCG, an organization set up by the Ministry of Company Affairs, Government of India). He continues to be in the Board of Trustees of NFCG as a Founder Trustee. Earlier Mr Banerjee has served as Head of CII’s regional operations in the Northern, Southern and Western Regions. Over the years Mr. Banerjee has worked out of the CII-Headquarters in New Delhi for several years and has also been based at Kolkata, Chennai, Mumbai, Chandigarh and Ahmedabad. He was also in Bangalore to initiate the Centre of Excellence of the Indian Machine Tool Manufacturers’ Association (IMTMA), which is a state-of-the-art centre for training, conventions and trade fairs.

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PANELIST Mr Banerjee is in various advisory committees of the Government of India. He is the Vice Chairman of the Asia Pacific Chapter of UFI, The Global Association of the Exhibition Industry. He is the Co-chairman of the Governing Council, Overseas Indian Facilitation Centre (OIFC), a not for profit public private initiative of Ministry of Overseas Indian Affairs (MOIA) and CII, established in 2007. He is a Member of the World Economic Forum’ s Global Agenda Council on India. Mr Banerjee is also a Member of the Board of Governors of Indian Institute of Management (IIM), Ranchi. Mr Banerjee has been honored with the China-India Friendship Award by the Chinese Premier Wen Jiabao for his contributions towards the development of bilateral ties between India and China. With 63 offices including 10 Centres of Excellence in India, and 7 overseas offices in Australia, China, France, Singapore, South Africa, UK, and USA, as well as institutional partnerships with 224 counterpart organisations in 90 countries, CII serves as a reference point for Indian industry and the international business community.

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Rajshree pathy PANELIST Naushad Forbes is Director of Forbes Marshall, India’s leading Steam Engineering and Control Instrumentation firm. He is the CEO of the Steam Engineering Companies within the group. Naushad has also been a Consulting Professor at Stanford University in the Program in Science, Technology and Society from 1987 to 2004. He developed courses in Technology and Policy in Newly Industrialized Countries and the Management of Technology in Firms in Newly Industrialized Countries.

Naushad Forbes

Naushad received his Bachelor’s and Master’s Degrees from Stanford University and his


PhD in Industrial Engineering was on the Process of Technical Entrepreneurship in India,

Forbes Marshall

also from Stanford. His book, co-authored with David Wield, From Followers to Leaders: Managing Technology and Innovation in Newly Industrialising Countries, was published by Routledge in 2002. Recent papers include: • Doing Business in India: What has liberalization changed?, Working Paper No. 93, Center for Research on Economic Development and Policy Reform, Stanford University, 2001 • Pan Asia Conference: Focus on Economic Challenges; held at the Stanford Center for International Development from May 31-June 3, 2006. • “India’s National Innovation System-What’s new, what’s old, what do we really know”, Mont Pelerin Society Tokyo, September 2008, Japan

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PANELIST Naushad is on the boards of: • Godrej Industries Limited and the Godrej Family Board • Kirloskar Oil Engines Ltd • Tata AutoComp Ltd (TACO) • Board of Governors National Institute of Industrial Engineering (NITIE), Mumbai • Ruby Hall Clinic Pune, • Jump Associates LLC, California, USA. • Stanford Alumni Association • Advisory Council Indian Institute of Technology Bombay and Vishwakarma Institute of Technology, Pune • Member Steering Committee on Industry for the Twelfth Five Year Plan • Naushad also chairs several commissions in the Confederation of Indian Industry (CII) and was the Chairman of CII Western Region for the year 2009-10.

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Rajshree pathy PANELIST Dr. Chandan Chowdhury is the Managing Director at Dassault Systemes, India. In his current role, he is responsible for driving business strategy through sales, business development and consulting for all 3DS industry solutions in India. In his earlier roles, Dr. Chowdhury has held a number of senior management positions in leading companies. Prior to joining Dassault Systemes, Dr. Chowdhury was Country Manager, Software Group, Strategic Accounts in IBM. He had also headed a Swedish multinational. Dr. Chandan did his MS in Mechanical Engineering and has a double Doctorate, and comes from a unique background that is an excellent blend of corporate and academia. He was

Dr. Chandan Chowdhury

formerly the Dean (Academics), Chairman (Board of Research) and Member (Board of Gov-

Managing Director- India

ernor) at the National Institute of Industrial Engineering (NITIE) (a joint initiative of United

Dassault Systèmes

Nations and Government of India). Dr. Chowdhury has been the recipient of numerous awards, and his special areas of interest are innovation, 3D, eGovernance, democratization of innovation, virtual product development and virtual manufacturing, PLM, the 3D experience universe, and ‘Technology Enabled Business Process Improvement”, criminal intelligence system, cyber crime, smart grid and smart city. He is also considered as the pioneer in ERP (Enterprise Resource Planning), EAM (Enterprise Asset Management) and BPR (Business Process Reengineering) movement in India. He has conducted extensive research on EAM, ERP, BPR, TPM (Total Productive Maintenance), WCM (World Class Manufacturing Practices), eGovernance and IT Driven Business Transformation and Change Management related issues, covering more than 500 corporate, defense, utility and public sector organizations. Dr. Chandan had been a member of a “panel of 4 experts” that prepared a a report on “ICT Applications in Indian Manufacturing Industries” for the Department of Industrial Policy & Promotions, Ministry of Commerce & Industry, Government of India.

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PANELIST Dr. Chandan’s passion lies in both business and non-business sectors. He is an avid reader and has authored many articles and proceedings. Dr. Chandan has guided several masters and Ph.D level thesis and research projects, and has also offered consulting services to many leading organizations, both in public and private sector. He is an outstanding orator, has made contributions to many professional bodies, and has conducted several seminars, workshops and top level training programs for the benefit of the industry. Dr. Chandan has also been instrumental in conceiving many industry academia interactions strategies.

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Rajshree pathy PANELIST Mr. R Mukundan, Managing Director of Tata Chemicals Limited, joined Tata Administrative Service in 1990, after completion of MBA from FMS, Delhi University. He is an Engineer from IIT, Roorkee and an Alumnus of Havard Business School, London. During his 22 year career with Tata Group, he has held various responsibilities including Strategy & Business Development, Corporate Quality, Corporate Planning, Projects etc across the Chemical, Automotive and Hospitality sectors of the Tata Group. He has been on

Mr. R Mukundan,

the Executive Committees of various industry forums including Indian Chemical Council,

Managing Director

Automotive Component Manufacturers Association, Alkali Manufacturers Association of

Tata Chemicals Limited

India, The Council of EU Chambers of Commerce in India, Bombay Chamber of Commerce & Industry, and currently is Dy. Chairman, Western Region Council, CII.

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Rajshree pathy PANELIST Mrs. Sushma Berlia is a leading woman entrepreneur and industrialist of the country, who has made outstanding contribution to the cause of industry, woman empowerment and education. She is the President of Apeejay Stya and Svrán Group – a leading industrial & business house with diversified interests in India and abroad, and President of Apeejay Education Society which runs 29 Schools and higher education institutions across the country. She is also the Chancellor of the Apeejay Stya University - India’s first Liberal Arts & Meta University with a strong focus on research and technology. Mrs. Berlia became the President of the PHD Chamber of Commerce & Industry in 2005-06,

Mrs. Sushma Berlia

becoming the first-ever woman to head a multi-state apex chamber in India.

President, Apeejay Stya & Svran Group; Chancel-

A well known Educationist and Industrialist, Mrs. Berlia has contributed and played a leading

lor, Apeejay Stya University

role in formulating policies in the field of educational reform and Industry and her suggestions on issues of access, equity & inclusive education, industry-academia linkages, skill development and implementable solutions for funding of higher education have been well-appreciated by the government and regulatory bodies. Mrs. Berlia plays a leading role in the Indian pharmaceutical industry and has been actively involved in taking up various important issues like drug norms, price regulations etc. She was nominated to represent India at the ‘Commission of Biotech Society’ by the International Chamber of Commerce. She was also nominated to represent OPPI in the Internet Task Force of the IFPMA (International Federation of Pharmaceutical Manufacturers Association). Mrs. Berlia is a Governing Body Member of the National Board of Accreditation. She has also served as the Chairperson, Board of Governors of the NIT, Jalandhar, and as Member of the Board of Governors of IIT-Roorkee. She is a Member of the Managing Committee of the PHDCCI, ASSOCHAM & International Chamber of Commerce – India, Member of the National Executive Committee of the FICCI, and a Honorary Advisor of FICCI Higher Back to content page | Back to List

PANELIST Education Committee. As the founder Chairperson of the Higher Education Committee of FICCI in 2004, she was instrumental in initiating and organizing the First Global Conference on Higher Education in collaboration with UGC. For over two decades, Mrs. Berlia has actively championed, at various national and international forums, the cause of education of the girl child, and women’s empowerment in the family, industry and society at large. In 1995, she had represented India at the UN World Social Summit held at Copenhagen (Denmark) at the invitation of the International Chamber of Commerce and International Organization of Employers, and had delivered a keynote address on the ‘Role of Women at the Work Place’. Mrs. Berlia has many awards to her credit, including Felicitation by Confederation of Indian Industries (CII) including for her Outstanding Contribution to Academia and Industry; the “Outstanding Businesswomen Award 2008” of the PHDCCI, the ‘International Lifetime Achievement Award 2009’ of the ‘International Congress of Women’ in Collaboration with the Govt. of India and the UNIC”, and a Special Honor by the Punjab Technical University in 2005 for her contributions in the field of Biotechnology, Life Sciences and Research. Mrs. Berlia has represented India at the UN World Social Summit held at Copenhagen in 1995 at the invitation of the International Chamber of Commerce and International Organization of Employers, and delivered a keynote address on the ‘Role of Women at the Work Place’. She has also presented the business perspective of “The impact & challenges of the Global Economic crisis on Investment & Employment in India/South Asia” at the Department for International Development, London (DFID) in July 2009. She has been a member of the official delegation to the United States for the US-India Higher Education Summit held in October 2011, where she spoke on ‘Building Capacity through Private Sector/AcademicIndustry Research Partnerships’. Apart from these, Mrs. Berlia has participated and delivered keynote addresses in numerous national and international conferences, symposiums and seminars, and published research articles extensively in various national and international journals. Back to content page | Back to List

Rajshree pathy PANELIST Y.S. Rajan has a proven track record of excellence as a Scientist, Technologist, Administrator, Organisation Builder and Leader, Diplomat, Academic, Writer and Poet. He combines a unique ability for original and innovative thinking with strong implementation skills. He has capability to network with multi–disciplinary and multi–cultural groups. He has made key contributions to space research, technology and applications since 1964 and continues to be an important expert on space matters. As Scientific Secretary, Indian Space Research Organisation (ISRO), he was responsible for a combination of scientific, technical, administrative, planning, policy and international cooperation matters. His contributions in

Y S Rajan

shaping ISRO from its initial experimental phases into a major service delivery organisation


have been remarkable. In the process, he has also been a creator of many institutions and

National Board of Accreditation

sustainable mechanisms between ISRO and its end-users. He has worked with Massachusetts Institute of Technology (MIT), USA and NASA for about three years. He is also a well recognized authority and thought leader on technology development, business management and society linkages. While holding various positions of responsibility related to science and technology (S&T) between 1988 and 2002, he has shaped key policies and implemented several successful R&D projects with industry participation. He has been responsible for creating a series of documents related to Technology Vision 2020 for India, which culminated in a book on a roadmap for socio-economic development for India called “India Vision 2020”. He has practical ground level experience in developmental issues and has founded and built organizations like Technology Information Forecasting and Assessment Council (TIFAC), which he has led for about two decades. These organizations have helped to bring relevant technologies to improve productivity for the agricultural, manufacturing and service sectors. After a 30 year stint with the Government of India (GOI), he joined the leading industry association In India, Confederation of India Industry (CII) in 1996. At CII, he strengthened and Back to content page | Back to List

PANELIST expanded their capabilities to interface with Government on S&T and business issues. The technology division which he expanded and strengthened has now become a powerful platform for national and international cooperation between industry, academia and governments. As Principal Adviser (2004-2010) he created unique mechanism at CII for University – Industry collaboration. He has wide international experience and was responsible for a large number of cooperative projects between India and other countries. He has led Indian delegations to United Nations (UN) and has visited about 40 countries in all continents as a part of cooperative efforts in science, technology and business. He is an expert in environmentally sound technologies, satellite meteorology, remote sensing, mapping systems and Intellectual Property Rights (IPR) related matters. He has completed special assignments for UN organizations like UNIDO, WIPO and UNEP. He was actively involved in evolving policies and procedures relating to adopting IPR laws in India to the post WTO/TRIP situation and also in preparing the Indian Industry and institutions to master IPR issues. His engagement with academic world began since 1976 and over a decade was responsible for funding basic research and introducing courses relating to space science and technology in several institutions. He was visiting professor in Anna University for four years (1984–88) and conducted Masters level courses. Since 1988, he has also been responsible for introducing several innovative courses and creating unique centres of relevance and excellence for industry-academia cooperation, with part funding from industry. As Vice-Chancellor, Punjab Technical University (PTU), he introduced key initiatives to improve the internal processes and the external interfaces of the university. He continues to be visiting faculty, board member and advisor to various renowned Indian academic institutions.

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PANELIST He is also a prolific writer and has written on a variety of subjects, including on science, technology, business, youth, leadership, social and ethical issues. He has authored and co-authored a number of books and has contributed to several others. He has also written a large number of articles in journals in India and International papers/ magazines, etc. He is an excellent communicator in written and spoken form for different segments of people ranging from school children to accomplished elders. He has written seven books of poetry in an Indian language, Tamil which has been critically acclaimed by eminent Indian poets. He has also written three books of English poems which have received very good reviews. Key Current Positions: • Dr Vikram Sarabhai Distinguished Professor at ISRO Headquarters and Chief Mentor, ISRO Strategy Group (ISG) • Adjunct Professor, Birla Institute of Technology & Science (BITS), Pilani, India, an internationally reputed institution and Member Senate, BITS, Pilani • Vice President, All India Dayanand Anglo-Vedic (DAV) College Managing Committee, a network of high quality schools (615) and colleges (60) throughout India • Vice President, Forum for Global Knowledge Sharing [http://knowledgeforum.tifac.org.in] • Member, Courts of Jawarhal Nehru Univesity (JNU), Delhi University and Guru Gobind Singh Indraprastha university, New Delhi • Chairman, National Institute of Technology (NIT), Manipur • Member, Academic Council, Guru Ghasidas Vishwavidyalaya • Advisory role and Membership of Apex Boards or Councils for several other Institutions

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PANELIST Key academic qualifications and professional affiliations: • Masters in Physics from Bombay University (1964), a top Ranker • Doctor of Letters (Honoris Causa) had been conferred by Jain Vishva Bharati Institute in recognition of dedication to humanity, human values, creativity and literature in the presence of H.E. the President of India on 20 October 2005 • Life time fellow of Indian National Academy of Engineers, an Apex Academy since 1998 • Life time elected member of International Astronautical Academy, Paris since 1986 • Member of International Law Association, Indian Chapter. • Member India International Centre, New Delhi. • Fellow, World Academy of arts and science, WAAS. Positions held by Y.S.Rajan earlier • Principal Adviser, CII (2004-2010) • Scientific Adviser to Punjab Chief Minister (Minister of State Rank) from Oct 2002 to March 2004. • Vice Chancellor & Chairman, Board of Governors, Punjab Technical University (PTU) from Oct 2002 – Feb 2004). • (Founder) Executive Director TIFAC (Technology Information, Forecasting and Assessment Council) from July 1988 to November 2002. India Vision 2020 and many other Missions came from this Institution. • Scientific Secretary to Principal Scientific Adviser to GoI (Secretary to Govt of India level post) from March 2000 to Oct 2002, Member – Secretary Scientific Advisory Committee to Cabinet etc. • Senior Adviser (Technology), CII from Sept 1996 to March 2000. • Advisor, Dept of Science & Technology (DST), Govt of India (Addl Secretary level position), from July 1988 – Sept 1996. • Scientific Secretary, ISRO from 1976 to 1988. Back to content page | Back to List

PANELIST • Director, Earth Observation Systems & several other senior positions in ISRO till 1988. • Secretary, NNRMS (National Natural Resources Management systems) - Founder Chief Executive Officer) from 1983 to 1988. • Responsible for programme management at senior corporate headquarter level for many projects of ISRO like SITE, SLV-3, Aryabhata, Insat, IRS, PSLV decade profiles in ISRO etc. from 1970 to 1988. • ISRO Engineer at NASA ATS – F Project Goddand Space Flight Centre (USA) from 1970 to 1973. • Member, ISRO – MIT Study on INSAT 1970. • Development Engineer in INCOSPAR/ISRO from 1966 to 1970. • Research Scholar at Physical Research Laboratory, Ahmedabad from 1964 to 1966. Others (held earlier): • Member of Executive Council of Universities : Banaras Hindu University (BHU), Doon University, Dehra Dun. • Visiting Professor Anna University. • Chairman, Nalanda University Board established by Bihar Govt.

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Blueprint for sustainable co-existence: a study of urban-rural dynamics in India ; Varsha Gupta , Ajit Khare Creating a ‘Design Doing’ ; Prof Kripal Mathur Design thinking to Design doing through Innovation in Service Design ; Mark Watson Designing Menswear for the Emerging Markets in India ; Vandana Narang, Usha Narasihman Research partnering Design-A study in Fashion Education ; Vibhavari Kumar, Nithya Venkataraman Identifying significant design elements of customer interface – A study of websites of online apparel retailers in India ; Harleen Sahni, Priti Gadhavi “Half Dose” International Red Dot Design Award Winner 2012 ; Venkat Rao

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Blueprint for sustainable co-existence: A study of urban-rural dynamics in India

Varsha Gupta

the recycling of apparel brought about by the growing

creates in the society. While the coexistence of diverse

National Institute of Fashion Technology

consumerism. The process helps in generation of non-

elements with their diverse needs poses a challenge for

Hauz Khas, New Delhi, India

farm employment in rural clusters in environmentally

the Indian designer, it also serves and acts as a great op-

[email protected]

sustainable manner with zero carbon footprints. The

portunity providing vast skill set and possibilities avail-

model encourages empowerment of woman through

able to the designer. On another plane, the complete

Ajit Khare

reaffirmation of her role in the complete supply chain

dynamics and inter-dependency between the urban

National Institute of Fashion Technology

with work-life balance for sustaining livelihoods.

and the rural India open the doors for a sustainable and

Hauz Khas, New Delhi, India [email protected]

beneficial co-existence. The study also highlights the role played by the rural and unorganized sector in recycling of post-consumer



textile and suggests the role of stakeholders like the in-

Majority of India’s population still resides in rural ar-

A mix of rural and urban populace defines the real In-

dustry, policy makers, academia, and society in provid-

eas. There has been a steady migration of rural popula-

dia with a majority living in villages and a growing ur-

ing support to the communities involved.

tion to urban areas, as is evident from the steady decline of rural population from 89.2 percent in 1901 Census

ban population. This change is expected to bring in the dynamism required for the growth of economy, at the


same time such changes could also pose danger to the

urban-rural dynamics; recycling own clothes; made-to-

existing social dynamics; it is a double-edged weapon: a

order; sustainable co-existence

to 68.8 percent in 2011 Census (Census 2011). Lack of employment opportunities in the rural framework, dissatisfaction with their current living condition,

challenge for the Indian designer and an opportunity to explore the changing dynamics. More importantly, it is


growth in urban incomes is causing imbalances in the

a challenge for the government, industry and society as

India is a country of diversity: cottage industry, craft

society and the concomitant migration of rural popu-

a whole to be aware and harness this inter-dependency

industry, small-scale industry, medium-scale industry

lace to urban areas in search of better income generat-

between the urban and rural India and create systems

and large-scale industry - all sizes of industry co-exist.

ing opportunities. Baig & Baig (2008), in a case study

for co-existence.

Different religions, cultures co-exist, people of different

on Cuttack Slum Dwellers provide a warning on the

generations co-exist in the same family. The past ex-

rural to urban migration. “About 70 percent still lives

The study identifies & analyses the supply chain in re-

ists with the present, the rich exist with the poor, and

in rural areas and major cities are already showing signs

cycling of post-consumer textile in an identified region

tradition exists with modernity. The Indian designer is

of ‘over-exhaustion’. In the coming decades, rural to

and emphasize rural-urban dynamics to help manage

overwhelmed by this diversity and the synergy that this

urban migration is likely to become much more serious Back to content page | Back to List


Blueprint for sustainable co-existence: A study of urban-rural dynamics in India

even in small cities. While migration is seen as a liveli-


spending at a forecasted 13.67 times in the same period.

hood diversification strategy, it is also important to be


Although, the share of average household consumption

seen as an economically and environmentally destabi-

Like most other industrialized countries in the world,

on Apparel is expected to remain constant at 5%, due

lizing process” (Baig & Baig, 2008).

India would also experience shift overtime from a rural,

to the overall growth in the expenditure, the increase on

agrarian-dwelling population to a more urban popu-

spend on Apparel will be of the same order.

The common reasons for dissatisfaction could be attrib-

lation. According to McKinsey Global Institute’s Re-

uted to non-availability of job, over burden on agricul-

search on India’s Urban Awakening (MGI, 2010), 250

The Policy document, “Indian Textiles & Clothing In-

ture, burden of personal debt and inability to afford the

million more people are expected to live in Indian cit-

dustry: 2015” released by FICCI in Jan 2010 estimates

basic necessities of life. About 55% of India’s workforce

ies, the fastest addition to any country in history outside

India’s per capita consumption of fiber at 5-6 kg against

consists of agricultural workers and with an estimated

of China. The cities will become more important by

a global average consumption of fiber at 10.8 kg. In

population growth rate of 2.5%, about 4 million new

2030, when an estimated 40 percent of the population

2009, US consumption of Fiber stood at 38 kg. There is

rural workers are added to the labour force annually

is likely to be living in them. It is estimated that the ur-

a need to adopt policies which balance the growth im-

imposing a serious challenge to policy makers to address

ban economy will provide 85 % of total tax revenue,

peratives aimed at improving the quality of life of indi-

the need for employment generation (Kapoor, 2010).

benefit 200 million rural Indians who live in proximity

viduals and at the same time incorporate the learnings

The cities are growing rapidly in India, unfortunately

of the 70 largest cities in the country and be perhaps the

from the mindless consumption levels in the developed

slums growing many times faster (Baig & Baig, 2008).

most effective vehicle to expand access to basic services.

economies (Indian Textiles & Clothing Industry: 2015,

There is a definite case for making policy frameworks

The fate of India’s villages and its cities are closely in-


that promote rural employment and generate income

tertwined. (MGI, 2010) Further, the industry body suggests the need to increase

for the rural households to provide better quality of life to the rural people in their natural habitat, in other


the per capita consumption and also improve the mix of

words, promoting sustainable development.


Natural Fiber to Man-made Fiber from 40:60 to 60:40

According to McKinsey Global Institute’s Research

in line with the global trends. As economic growth in-

A solution to rural problems in India could be by com-

on India’s Consumer Market (MGI, 2007), the Indian

creases, the consumption is bound to increase further.

bining the strengths of economic energy of urban areas

consumer spending is expected to grow 4.1 times dur-

The impact of globalization and growing access to

with the governance structures of rural decentralization

ing the period 2005-2025. More importantly, the num-

information coupled with the rapid growth in econo-

to create a more balanced spatial model of develop-

ber of people constituting the Middle Class will grow

my has greatly accelerated discretionary expenditure

ment, across rural and urban India, in a manner con-

by 11.66 times resulting in the growth in Middle Class

amongst the growing Indian middle class (Goswami,

sistent with the forces of localization (Ramesh, 2005).

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Blueprint for sustainable co-existence: A study of urban-rural dynamics in India

2008). Consumers react to changes in fashion, both

cause stylistic norms promote their obsolescence (Clau-

manufacturer as proposed by Boerner & Chilton (1994)

in clothing and household interior designs. Seasonal

dio, 2007). Globalization has made it possible to pro-

for recycling programs and one will have to look for oth-

changes in fashion mean that clothes can become out-

duce clothing at increasingly lower prices, prices so low

er sustainable solutions. This study primarily focuses on

dated very quickly, and this encourages the replacement

that many consumers consider this clothing to be dis-

the recycling of post-consumer textiles and highlights

and disposal of outdated, yet good quality garments

posable (Claudio, 2007), some call it ‘fast fashion’, the

a model where rural artisans collect post-consumer

(Katkar & Bairgadar, 2010). This results in issues of

clothing equivalent of fast food.

textiles from urban households and convert them into items of use through ‘made-to-order’ system.

over consumption and disposal of unused clothes leading to burdening of the resources throughout the world

Unless, we take this learning and adopt apt policies, we

(Hawley, 2008). This presents a double-edged sword, in

will have greater challenges to face than the developed

Post-industrial or pre consumer waste is easy to recycle

that while at the same time it stimulates the economy, it

world considering that while India accounts for a mea-

due to the condition, ease in collection and many other

also gives rise to the increased problem of apparel and

ger 2.4% of the world area, it accounts for 17.5 % of the

factors. Willow waste, cut selvedge, apparel industry

textile disposal. Piles of unfashionable, unsuitable cloth-

world population, while USA accounts for three times

waste, low grade clothing waste, or tailoring waste are

ing, not yet worn out but no longer wearable are further

more area and approx one-fourth of India’s population

being recycled by the industries themselves or are being

wasted (Joseph, 2001).

(Census 2011).

sold for recycling by other industries, lot of research in the area has been done and a number of players are involved in this industry around the globe.

Development of technology has enabled the industry to


produce a plethora of products resulting in the deple-

One of the key sustainability issues/challenges in the

tion of natural resources and indiscriminate disposal

textile and apparel industry is disposal of unwanted,

Recycling of Post-consumer textile waste has complexities

habits (Gupta, 1995).

not so fashionable clothing. The textile & fashion be-

involved. In developed countries only 50% of the discarded

ing so inter-twined, it is almost impossible to see a sce-

clothes are collected and only half of this fraction can be re-

The issue of consumption and concomitant discard has

nario where ‘reduce’ will ever work out. In the complete

used due to their condition or contaminations. The mixed

been further accentuated by the societal behavior. With

sustainability equation, thus, the need of impacting the

collection hinders recycling rather than promoting it, since it

the availability of resources and the dynamics of con-

other three variables of reuse, recycle and recover be-

is not possible to generate high purities of single fiber types

sumption, the consciousness to utilize the goods to its

comes all the more important. With increasing number

which are necessary for a quality recycling (Seuring, 2003).

full potential is reducing and economic growth came to

of apparel companies bringing in affordable apparel

The statistics may be slightly different for India as a lot of used

depend on continued marketing of new products and

in the market it may be impossible to depend on rest-

clothing is handed over or bartered and also, segregation of

disposal of old ones that are thrown away simply be-

ing the responsibility for life cycle of the apparel on the

waste takes place at a number of levels. Back to content page | Back to List


Blueprint for sustainable co-existence: A study of urban-rural dynamics in India

No accurate figures are available for the total quantity

stained, or mildewed, they cannot be sold for reuse (US

of Post-consumer textiles being discarded. It is esti-

Environmental Protection Agency, 2010).

The study identifies & analyses the supply chain in recycling of post-consumer textile, and establishes exis-

mated that all textiles entering the waste stream make up around 2-4% of the MSW (Morley et al, 2006 a).

Till date, textile wastes have barely featured in waste

tence of a relationship between urban expenditures and

Textiles make up 4% of our annual contributions to

disposal authority waste management strategies. Cloth-

generation of non-farm employment in rural clusters

Canadian landfills (Flower, 2009) and 3% of Indian

ing is second only to aluminum in terms of the CO2

in a commercially viable and environmentally sustain-

Municipal Waste Composition (Pearce & Turner, 1994)

benefit from collecting it for recycling compared to

able manner with zero carbon footprints. The model

4.6 percent of the residential waste stream (Polk, 1992),

landfill disposal. If nothing is done, the existing market

encourages empowerment of woman through reaffir-

4.6 % of MSW generation in 2006 in USA (US Envi-

will continue to operate but is likely to slowly reduce the

mation of her role in the complete supply chain and

ronmental Protection Agency, 2007). Apart from this,

availability of collection systems designed for reusable

shows maintenance of a work-life balance for sustaining

it is not known the degree to which consumers stock-

clothing (Morley et al, 2006 a).


cant factor in the mass balance equation for textiles as


The study also highlights the role of stakeholders like

a whole. (Morley et al, 2006 a) As per a 2006 report by

Recycling textiles is a process that affects many entities.

the policy makers, academia, society, industry etc in

Oakdene Hollins for Recycling of Low Grade Clothing

It avoids the punitive costs of landfill, provides employ-

providing support to the community to sustain the ac-

Waste in USA, 21% of annual clothing purchase stay

ment, helps charity, and moves clothing to areas of the

tivity within the region.

at home, adding to the ‘national wardrobe’ (Morley et

world where it is needed (Hawley, J. 2006). Field study

al, 2006 b). Very little or no statistics is available on how

was conducted in identified rural areas and surrounding

Relevance of studying the rural-urban dynamics with-

much people purchase and add to the stock in India.

urban regions in northern India where small clusters

in the recycling industry is also emphasized through

are involved in utilizing post-consumer textile waste to

a study done by Purushothaman, Bandopadhyay &

A survey by Goodwill Industries, one of the largest

create useful products. The supply chain of the process

Roy where it has been suggested that a 10% increase

textile collectors, found that half of the people making

(from raw material to the finished goods) provides an

in urban expenditure is associated with a 4.8% in-

donations prefer door-to-door pickup, and more than

insight into layers of economic, rural/urban factors that

crease in rural non-farm employment. As supply chains

half would not go more than 10 minutes out of their

can shape the dynamics in the region. This brings forth

strengthen across the country, growing urban demand

way to make a drop off. Textiles typically are not sorted

a symbiotic relationship between two extreme realities,

could provide a significant boost to the rural economy”

at the point of collection, but keeping them clean and

a phenomenon far different from the existing percep-

(Anonymous 2007). The real opportunity lies in mov-

free from moisture is important. Once clothes get wet,

tion of cannibalization of ‘urban’ on ‘rural’.

ing the development paradigm away from treating ru-

pile used clothes, but it is perceived that this is a signifi-

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Blueprint for sustainable co-existence: A study of urban-rural dynamics in India

ral and urban as separate issues, and in harnessing the

by urban areas. Depending on the availability of vari-

colors and surfaces. There are no planned patterns, no

powerful forces of localization and urbanization for ru-

ous raw materials, post-consumer textile waste or yarns

effort nor any attempts to be homogenous. Every piece

ral prosperity (Ramesh 2005).

like cotton, wool, and chenille are being used as weft.

that emerges is magical in its uniqueness, reflecting the

Generally a white or black cotton yarn is used as warp.

diversity of materials and people who make it happen. The yarns are sometimes received in the form of

CASE STUDY The handloom weavers in Lawar cluster in Meerut

The Process

bundles. This form of yarn needs to be stretched and

District form a small community and produce low cost

The textile collected is washed and treated in earthenware

reeled to make it free from tangles. This is done on the

blankets, mats, prayer rugs, durries1 and cotton khes2

or aluminum pot in hot soap water and dried in open air.

charkha6. The loose bundle of yarn is put over the larg-

from raw materials comprising of virgin, industrial

The post-industrial waste is used without washing. Fabric

er wheel of the charkha and the other end of the thread

wastage and post-consumer sources. There are around

is then cut into thin strips, often stitched together to get the

is tied to a small reel called gitta7, which effectively works

1000 weavers in the cluster who work on pit looms.

desired length, twisted and used as weft.

as the smaller wheel of the charkha. The gitta is then

Around 75% looms in the area are in working condi-

wheeled so the yarn is pulled from the larger wheel to

tion and the remaining are idle due to insufficient funds

the gitta. This form of the yarn is tighter, uniform and

for maintenance. The current socio economic condition

tangle free.

of the community is not very good and many weavers do not even have covered work sheds and hence have to

Handlooms have traditionally been run by the men

work under temporary plastic sheet covers.

folk. The economic conditions have also brought in a lot of women folk into the task and there are about 460

Raw material

women involved in the profession of weaving in a total

The raw material for the different products by this clus-

Figure 1. Lightly twisted strips of post-consumer

of 1000 in the area. The women folk are also involved

ter is acquired from various sources like near by textile

textile ready for weaving

in other preparatory tasks and are now contributing in

mills, carpet industry and small garment manufactur-

the whole process at almost all stages - from collecting

ing units. The other raw material is post-consumer

Other then the planning of the single coloured warps

recyclable clothes from the households to cleaning, cut-

unstitched and stitched apparel like sarees3, salwar

not much time is spent in planning the designs as the

ting, washing and weaving.

kameez4, dupattas5, shirts etc. Rural people or middle-

same takes place directly on the loom. The random-

men collect this by going from door to door in the near-

ness of colors and thicknesses combine to form an un-

The dependency of family income on women has led

predictable but unbelievably beautiful set of textures,

to women empowerment and with the additional reBack to content page | Back to List


Blueprint for sustainable co-existence: A study of urban-rural dynamics in India

sponsibility of all household chores; the women strive

these that have helped them meet their basic needs for

wages, working hours, freedom of association and col-

towards creating a balance between work and home.

many generations. For their development and well be-

lective bargaining.

Employment & economic independence of women has

ing they need to be nurtured in the same environment

led to improved quality of life for women, and also the

and supported in need based areas and with designs and


well-being of the family.

concepts for better marketability of products.

DEVELOPMENT Sustainable development aims at improving human

Figure 2. A weavers dwelling

Most families make products only on thekedari8 as they

well being, particularly by alleviating poverty, increasing

cannot invest money on material and are dependent

gender equality, and improving health, human resourc-

on job work only. There are many dealers who pick up

es, and stewardship of the natural environment. Sus-

orders from the nearby areas and distribute to these

tainable development is based on three pillars, namely,

weaver families on contract. The dealer is able to make

environmental protection, social progress and economic

good money but the families are also happy as they get

development (McKinlay, 2008). Understanding the in-

enough work providing them a decent monthly income.

tegration of these three areas is critical for being able to

Some government and non-governmental agencies

apply the principles to the practice of sustainable de-

have been spearheading entrepreneurship movement

sign. (Winchip, 2007)

in many handloom clusters providing the right impetus to the vocation. The involvement of the Lawar cluster


The whole work environment is created around the dwell-

community in their contribution to the recycling and re-

“Sustainable development is about undertaking activi-

ings, thereby facilitating the creation of work-life balance.

covery of textile and apparel waste has created interest

ties to ensure human beings a healthy and productive

The standard of living of these communities may be on

and has led to the adoption of the cluster by the Office

life that is in harmony with nature and that establishes

the fringes of sustenance; the satisfaction levels of these

of Development Commissioner of Handlooms, Min-

equality among generations, current and future. In so

families are much higher than what is seen in the economi-

istry of Textiles in their Integrated Handloom Cluster

doing, sustainable development protects the ecosystems

cally better off communities in the metropolitan cities, pri-

Development Programme. The scheme has helped the

and biodiversity while respecting the socio-cultural

marily due to a greater work-life balance.

weavers in providing basic raw material and looms. The

heritage and the structure of community life. Such ac-

adoption by such organizations ensures socio economic

tivities include educating and training the population so

The looms have generated a livelihood for many fami-

development and well being of the weaver families as

that individuals can contribute to the planning and de-

lies who had weaving running in their blood and it is

it brings in job security, equal opportunities, minimum

cision-making process, including issues of an economic Back to content page | Back to List


Blueprint for sustainable co-existence: A study of urban-rural dynamics in India

nature. The proposed processes are developed to target

ergy of urban areas with the governance structures

Researching environment

the appropriate level of intervention and to prioritize

of rural decentralization to create a more balanced

and development interactions

discussion and cooperation among all decision-mak-

spatial model of development, across rural and urban

Research should be undertaken with the explicit objec-

ers.” Harvey Mead, Québec Sustainable Development

India, in a manner consistent with the forces of localiza-

tive of assisting policy decisions and providing recom-

Commissioner (Dickey, 2008)

tion (Ramesh, 2005).

mendations on improving management practices to understand the interactions between and within social,


Rural clusters like Lawar cluster along with the catch-

economic and environmental considerations in a com-

The design activity of any country is best understood by

ment urban areas could serve as models of sustainable

prehensive manner.

understanding the context in which it operates (Balaram,

development where excess clothing in urban house-

1998). Culture based practices can offer a way forward

holds is converted into items of use and that too on their

Enhancing education and training

in socially responsible and sustainable design not only in

doorsteps. This will simultaneously address many other

It is imperative that significant efforts are made to im-

India but around the globe and examples can be drawn

issues like stocking unused clothing, contamination of

prove education and technical training, particularly

of fashion designers from Europe and America who

clothing and land filling

of the women and girls, by including interdisciplinary approaches, as appropriate, in technical, vocational,

have begun to establish design identities based on their indigenous roots. Projects like Coopa Roca and Ala-


university and other curricula in order to develop hu-

bama Chanin use local resources, transparent produc-

There are multiplicity of socio, cultural, economic and

man resources required to undertake the integration of

tion systems based on local sewing skills in their focus on

other factors that need addressing to create a viable

environment and development at various stages of the

human factors and on materiality (Clark, 2007).

model of Sustainable Development. The key factors

decision-making and implementation process.

and the recommendations thereof could be: Promoting public awareness

A large majority of India’s rural population continues to depend on the traditional crafts for their livelihood.


There is a need to have an inclusive agenda for promot-

Industrialization has created large-scale production ca-

Positive direct action by the government at the grass

ing public awareness of the importance of considering

pabilities and capacities resulting in a lot of challenges

root level to generate employment opportunities in the

environment and development in an integrated man-

for the traditional clusters in sustaining their products

rural areas by nurturing handloom units in clusters and

ner. All possible groups need to be involved in this ex-

in the market and in keeping pace with the design

funding their technology and skill up gradation needs

ercise - national institutions, NGOs, interested scientific

trends. A solution to rural problems in India could be

by channelizing the financial inputs thru’ NGOs, Co-

and sociological organizations, media, and the interna-

found by combining the strengths of economic en-

operatives, and other developmental institutions. Back to content page | Back to List


Blueprint for sustainable co-existence: A study of urban-rural dynamics in India scious but also needs to actively participate in bringing

to produce the utilizable components for making end

about sustainable development. To bring about local

products is again manual and in some cases has some

“Systems Approach” to the issue of

development, there is a strong need for active partici-

degree of mechanization. The unorganized nature of

sustainable development

pation between society, public authorities, NGO’s and

the activities and economic factors have led to a number

The need of the hour is to move away from narrow

other agencies. Society must be an integral part of all

of issues related to obsolete technology, risks and even

sector approaches, progressively moving towards full

development plans and processes to ensure local demo-

health issues. This may not provide wholesome solu-

cross-sectoral coordination and looking at the issue

cratic ownership, self-governance, local knowledge and

tions as most activities are in parts and need interven-

of sustainable development in a holistic manner. The

expertise that safeguard and uphold people-led sustain-

tion towards ‘Systems approach’. A strong need is felt

Systems Approach takes an integrated look in order to

able development (UN, 2008). NGOs, such as Goonj,

for a structured intervention by the industry bodies as it

understand the parts, rather than treating the parts in

are facilitating reuse and recycling of textile waste by

can bring in planning and research to bring about pro-

isolation and then trying to understand the whole

establishing collection systems with support from Cor-

cess efficiencies across the supply chain. As an example

porates as part of CSR initiatives and also diverting the

the small and mid sized industries where used clothing

clothing from areas of abundance to areas of scarcity.

is converted back to fiber can be completely revamped

tional community.


by the organized sector by bringing in research on cor-

Reputed public and private fashion, textiles and design institutes need to provide design and product develop-


rect fiber blends to retain the desired properties and

ment, technology intervention, skill development and

In India, reuse, recycling and recovery of post-consum-

bring on the demand for ‘Fabric to Fiber’ parallel to the

market strategies through regular research and inter-

er clothing may be much higher compared to the devel-

existing ‘Fiber to Fabric’. The enormity of the issue can

ventions in the rural clusters. The products that result

oped world but takes place in an unorganized manner.

be gauged from the fact that urbanization, consumer-

from many clusters are mainly made to order and are

The collection, segregation and processing of post-

ism and increased integration of the Indian economy to

at the low end of the value chain, putting a cloud over

consumer clothing for recycling is handled largely at an

the global will increase the textile consumption rapidly

the very sustainability of the model over a wider can-

individual or home/micro unit level and very few small

and unless technology interventions are brought in and

vas. There is a need for design intervention to take such

scale enterprises are involved in this activity. The collec-

the Small & Medium Scale Enterprises get involved, the

products up in the value chain, thereby enhancing the

tion process is handled by rag pickers at the lowest level,

lack of efficiencies in the unorganized sector will create

economic viability and sustainability of the model.

and is also addressed by kabaris9 and NGOs. There

a environmentally non-sustainable situation.

are large inefficiencies in the process. The segregation ROLE OF SOCIETY

and removal of non-fabric components in the post-

Industry bodies could also enforce policies to introduce

The society should not only become environment con-

consumer clothing is handled manually. The processing

one kind of material for each garment as it would not Back to content page | Back to List


Blueprint for sustainable co-existence: A study of urban-rural dynamics in India URBAN

only make recycling easier and cost effective, it will


also save many from risks associated with segregation

01. Durrie is a type of big size rug

of clothing. Industry bodies and academia can work

02. Khes is a bed sheet size thick cotton shawl used for

on joint projects to improve efficiencies in the recycling supply chain under the CSR initiatives.

·Value Added goods · Own clothes so on inhibitions associated with unknown sources · Retaining values and memories associated with old clothing · Satisfaction

·Post Consumer Clothing · Own clothes so on inhibitions · Economic wealth · Empowerment

in different styles by majority of Indian women 04. Salwar kameez - A two piece dress commonly

Sustainable development debate or discourse mostly ing the consumption-oriented society of the urban populace. There is a tendency, at times, to dismiss the issue

03. Saree - Most traditional to India, it is 6 yards rect angular fabric and draped by various communities

CONCLUSION originates in the context of environmental issues plagu-

slightly cold weather

Research and Development


Systems Approach Creating Awareness

Financing Design Intervention

Education & Traning

worn with a stole by many Indian women and girls 05. Dupatta – A type of stole but larger in size and worn with the salwar kameez 06. Charkha is the spinning wheel used

of sustainability as an elitist approach of the developed economies to prevent the growing economies of the de-

Figure 3. Rural-Urban Co-existence

veloping world to develop and find their true place in

employment generation. The model also highlights sus-

the comity of nation. The fact of the matter is that the

tainable development in the region through commer-

sustainable development model not only helps provide

cially viable activity of weaving with negligible carbon

an environment friendly growth opportunity, but can

footprints and encouraging the existing social milieu of

also create a urban-rural economic model, which helps

the families involved in the process especially the em-

improve the quality of life of rural populace in their

powerment of woman through reaffirmation of her

native surroundings. There has been a positive correla-

role in the complete supply chain.

07. Gitta is the wooden bobbin 08. Thekedari- a term used for work done on contract, ie an involvement of a dealer in the supply chain 09. Kabaris are junk and scrap dealers and normally deal in household items

tion observed between urban spend and its trickle down effect on the surrounding rural areas in terms of growth

For countries like India, a sustainable development

of jobs and rural non-farm incomes.

model presents an excellent opportunity to carry out a balanced growth with minimal societal upheaval. In

Collecting raw material from door to door from urban

order to roll out a sustainable development initiative,

areas and recycling in the rural clusters establishes exis-

all the players – policy makers, academia and industry,

tence of a relationship between urban expenditures and

needs to work in a concerted coordinated manner to complement each other’s effort.

Back to content page | Back to List


Blueprint for sustainable co-existence: A study of urban-rural dynamics in India


tute of Design, Ahmedabad, India.


01. Baig, TA & Baig, MA 2008, ‘Socio economic and

07. Boerner C. & Chilton K. False Economy, The

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recycling’, in J Hethron & C Ulasewicz (eds), pp.

ence, Cuba, 20-26 October 2007, [Accessed on-

er waste: a 4R’s guide - for the first nations com-

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munities of Quebec and Labrador, Sustainable

versation exploring issues, practices, and possibili-


Development Institute, Quebec: First Nations of

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Bhatt, S Ashraf, & A Illiyan (eds), Problems and

12. Goswami P 2008, ‘Is the urban Indian consumer

prospects of environment policy: Indian perspec-

ready for clothing with eco-labels?’, International

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Journal of Consumer Studies, Wiley-Blackwell

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Publication, vol. 32, issue 5, September, pp. 438–

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Solid Waste Management Conference, May 1994,



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Creating a ‘Design Doing’

First Author


, resulting in tangible and/or intangible consequences.

Today, design is the most discussed topic in the busi-

However, the core creative process of a design initia-

Textile Design Dept.

ness arena. It may be referred to as a creation of plan

tive defines what in common parlance is designated as

NIFT, New Delhi 100016 IND

or as a convention for the creation of an object, ser-

“Design Thinking”. It would be pertinent to mention

[email protected]

vice or system. It is a value addition to a tangible or

here that Design Thinking is the predecessor of Design

[email protected]

intangible product resulting in consumer satisfaction.

Doing, as any act without a meaningful thought is im-

This concept of deign has been implied differently in

possible to turn into actions.

Prof Kripal Mathur


various spheres and modus operandi and tends to vary

In this sample document, Professor Kripal Mathur de-

according to the discipline it is sought to be exercised.

Design Thinking

scribes the meaning of Design Thinking and Design Do-

According to the Finnish design policy of 2000, Design

Design Thinking today, is about processing the solutions

ing, and the methodology of creating a ‘Design Doing’

2005, ‘Design means planning which takes aesthetic

and its alternatives to a problem of any kind but they

in an professional organizational/ corporate structure.

and ethical considerations, usability and marketing into

may not necessarily be design oriented. It has become

Relating the two concepts with each other, this paper

account and which is targeted at businesses in industry,

part of the popular lexicon in contemporary design and

elaborately describes the key for success of many big or-

trade and services and at public sector organizations.

engineering practice, as well as business and manage-

ganizations by incorporating strategic design planning.

The object of design may be a product, a service, com-

ment, with its broader use coexisting in a particular style

munications, the living environment, and a corporate or

of creative thinking-in-action and has an increasing in-

an organizational identity.’

fluence on innovations of these generations.

Design is a term that has ceased to just exist as a notion

To help lay adequate emphasis on the importance and

by itself but has now culminated into an elaborate con-

significance of this concept, a perfect and most quoted

ACM Classification Keywords

cept. It no longer restricts itself to the creative fields but

example of Design Thinking and Design Doing would

HBR June 2008, Design Thinking by Tim Brown; Rott-

is also involved in the corporate as well as the quotient

help in clarifying the mist of ambiguity. The most cited

man Magazine S/S 2008; IDEO coined terms; terms

social environment. Initiating itself from a mere idea

example of the two concepts is Edison’s invention of the

from designworks™

instigated by any sort of need from any strata of the

electric light bulb. “Edison‘s intelligence lay in not only

society it is looked into and processed in a streamlined

his ability to envision of a fully developed market for

manner which no longer limits itself to stereotype rules,

his invention, not an ordinary distinct device but also

procedures or laid down principles which governed it

the satisfaction of his consumer clientele. He was able

Author Keywords Design thinking; design doing; innovation; concept; design process; organizational structure; alternative; planning

Back to content page | Back to List


Creating a ‘Design Doing’

to conceive the way his creation would be used by the

ket opportunity. Design thinking has the capability to

ing is a clean one way streak. Design thinking is about

consumer and thus engineered towards that insight. His

transform the corporate world in which management

optimization and not about innovation. It facilitates hit

genius wasn’t necessarily in his perceiving but he still

ideas and practices are freely available to be copied and

and trial and prediction, while Design doing provides

invariably gave great consideration to users’ needs and

exploited. Today, innovation is looked upon as a princi-

firm structure, repeatability and reliability. Even though

preferences. He worked towards a product which was

ple source of differentiation and competitive advantage.

many think design thinking kills creativity, it indeed is

not only contemporary for the time but was a break-

they would do well to incorporate design thinking in all

an essential design process.

through in the history of mankind. He was able to crys-

phases of the process.

tallize his thoughts and thus achieve what he had set

Learning about the audience

Brainstorming and coming up

Returning to your original user group

from whom you are design

with creative solutions

and testing youur ideas for feedback

out for by the virtue of his firm belief in the idea he nurtured. The success of his product stands testament to the strength and brilliance of his thought process as well as the courage and conviction for his suggestion.” From above it would be apt and appropriate to add that





Redefining and focusing your question based on your

Building a representation of one or more

insihs from the empathy stage

of your ideas to show to others


Fig 1 Design Thinking Process

Burdened with operation related issues and the need to build a new manufacturing plant, Boeing and its architectural firm NBBJ decided to bring upon improvement in the organization’s operational and organizational challenges utilizing the concept of design thinking in its broadest sense. They came out with an exposition to create a ‘democratic’ workplace where blue-collar

Design thinking is a methodology that imbibes the full

Design Thinking vs Design Doing

workers and white-collar engineers, sales, and corporate

spectrum of innovative activities with a human cen-

Business Thinking, is when the focus is on inductive and

people work side by side, with the product (Boeing 737)

tered design ethos. This means innovation is powered

deductive thinking i.e. thinking on the basis of facts,

at focus. When the new workplace was opened in 2004,

by a thorough understanding, through deep analysis of

logic, observation and analysis. Whereas Design think-

it was of the idea that every individual in the organiza-

what the consumer want and need and their preferenc-

ing lays emphasis on abductive thinking – theorize what

tional structure was important, with more focus on the

es when it comes to the way various products are made,

could happen. This thinking approach helps us chal-

product rather than the process. Significant and quan-

packaged, marketed, sold and serviced.

lenge assumed constraints and add to pre - defined ideas,

tifiable improvements like decrease in plane unit costs,

in turn, encouraging them. Design thinking opens doors

shortened resolution times, and reduction in the num-

Design Thinking is a lineal descendant of tradition. Put

to creativity. But nevertheless, thinking design is futile if

ber of ‘flow days’ in the factory for final assembly were

simply, it is a discipline that uses the designer’s sensi-

the idea has not been transformed into doing design. It

brought upon. Results demonstrate that one can im-

bility and techniques to cater to consumer needs with

has applications beyond objects and consequently into

prove operational effectiveness by understanding their

it being technologically feasible and a business strategy

systems. Such diversity of opinion about the same sub-

employees and designing space for both operational and

viable enough to convert into customer value and mar-

ject leads to jumble and confusion whereas, design do-

cultural transformation, hence design doing. Back to content page | Back to List


Creating a ‘Design Doing’

Design Doing

must be approached with the right ‘attitude’ admired and

first” approach, design thinkers can imagine solutions

After elaborating at lengths on the importance of de-

willingly embraced under the right conditions. Someone

that are inherently desirable and meet explicit or latent

sign, its value and importance to businesses and the

who is open-minded, courageous and collaborative is the

needs. Great design thinkers notice the world in minute

utility of design thinking to tackle the most challenging

one who thinks in the right direction. It is about having a

detail thereby sharpening their power of observance

problems, which is quite well known, we have to address

natural aptitude for design thinking, which the right devel-

and their insights to inspire innovation.

the next step of execution, which is the process of fol-

opment and experiences ultimately unlock. INTEGRATIVE THINKING.

lowing thoughts with action, viz. Design doing. Once having established the significance of design and design

Contrary to popular opinion, a design thinker need not

They not only rely on analytic processes but incorpo-

thinking for business vitality, it is incumbent upon the

be someone with an extraordinary IQ nor are design

rate intuition, reason and imagination with a view to

designer to see how he can put this to use in practice

thinkers necessarily created only by design schools. For

develop a holistic continuum of strategy, tactics, action,

and hence the concept of translating it to an accessible

a person to be able to think design should be:

review and evaluation for addressing a problem in any

‘doable’ program comes in to picture. The value of de-

• Empathetic

field. Integrative Thinking may be learned by applying

sign as a means of unlocking breakthrough ideas is what

• Integrative thinker

the SOARA (Satisfying, Optimum, Achievable Results

dubs design doing i.e. more value and less waste of en-

• Optimistic

Ahead) process of Integrative Thinking devised by Gra-

ergy in terms of time and money. The process of ‘de-

• Open to Experimentation

ham Douglas to any problem with which the learner is

sign doing’ is not about establishing a new set of rules

• Collaborative

dealing. This Process of Integrative Thinking employs a comprehensive and easily remembered set of triggers of

but is about a fundamental shift in culture, reframing of the collective mindset and methods of working that


internal and external knowledge facilitating the making

infuses one’s culture with the spirit of innovation in a

They have the capacity to recognize feelings that are

of connections between what may have been regarded

way that is consistent and sustained.

being experienced by another sentient or semi-sentient

as unrelated parts of a problem. In simpler words, a

being. Someone may need to have a certain amount of

design thinker should be able to lay down the possible

The Right Frame of Mind

empathy before they are able to feel compassion. In oth-

alternatives to the approach weighing all pros and cons.

Those who are intrigued by design need to be able to

er words, they should be able to think in another’s shoes.

grasp its core notions and begin to put its principles and

This broadens the perspective to ideate and enables free

practices into play, with a long-term conviction to shift

flow and diversity of thought processes. The attribute

their culture by driving the philosophy throughout the

of empathy helps recognize various avenues which are

entire organization. Therefore, to start with, an idea

required to be tapped into. It is about taking a “people Back to content page | Back to List


Creating a ‘Design Doing’


• A deep user understanding

ters to them. Stakeholder mapping and ethnographic

They assume that no matter how challenging the con-

• Multiple prototyping

techniques for need-finding process leads to a valuable

straint of a given problem, at least one potential solu-

• Strategic business

reframe of the opportunity to better serve unmet needs.

tion is better than the existing alternatives.

Designworks™ defines the above forces as ‘the three GEAR 2: CONCEPT VISUALIZATION

gears of design. EXPERIMENTALISM


To be able to come out with fruitful resultants, a design thinker should be willing to go out on one limb. Some of the best innovations have come out of the craziest

Generating breakthrough ideas calls for open exploration of new possibilities, including those that are outside one’s current set of considerations. Visualizing a richer


and more distinct customer experience through iterative prototyping methods and co-creation with users re-

ideas. The horizon of thinking should be open to trial and error.


Fig 2 Source: designworks™


sults in a powerful and concrete refresh of one’s vision. GEAR 3: STRATEGIC BUSINESS DESIGN

The best design thinkers don’t simply work alongside

These three gears of design demonstrate how organi-

Gear 3 is an essential extension of the innovation pro-

other disciplines; many of them have significant experi-

zations can drive innovation and growth through Busi-

cess – defining one’s strategy to make big ideas valuable

ence in more than one. At IDEO, International Design

ness Design – a discipline that integrates design-inspired

and viable to both the market and to the enterprise. Vi-

and Innovation Firm, employs engineers and market-

methods and mindsets into business development and

sualization and system-mapping techniques equip one

ers, anthropologists and industrial designers, architects

planning. Practicing the 3 Gears of Business Design

to design a winning strategy for all stakeholders and re-

and psychologists. Thus design is beyond the lone cre-

can help enterprise teams gain a deeper understanding

focus one’s enterprise resources to set one on a path for

ative genius mind but is more for the multi talented.

of human needs, create valuable new experiences for

long-term, market-inspired value-creation.

customers, and design more competitive strategies for Methodology


Most ‘growth initiatives’ take the form of line extensions and expansions; concepts are developed, and then

With the right frame of mind and the right emotional conditions in place, the next step is to DO something


tested with the consumer they know in a certain way for

together, focusing on a few core components to become


specific products or categories. This suggest incremen-

culturally embedded in an organization. For this, three

Business Design starts with a deep and meaningful un-

tal sales with minimal investment risk, is an ‘all systems

‘forces’ have to converge:

derstanding of the people who matter and what mat-

go’. This is a very responsible way to stretch more out Back to content page | Back to List


Creating a ‘Design Doing’

of one’s current activity system, with largely incremen-

On the basis of concept elaborated above and with the

ing the existing organizational structure and not

tal results. If one begins with the user, and set out at a

help of examples, it would be correct to conclude and

by re-inventing the strategy by scratch. It’s about

path to look at the broader context of their lives and ac-

highlight the following:

fewer rules, stronger values, and establishing

tivities, several more new opportunities could be tapped



setting new criteria for innovation.

Design is not a one-shot vaccine; it’s an ‘innova-


tion fitness program’ that puts an organization on

Once the strategy is initiated, the steps mentioned

A breakthrough would perhaps mean tapping into need

top of its game. It is not an ‘event’, it is a way of

above are followed, and the organization gathers

or opportunity that no one had even recognized or ar-

thinking, communicating and doing every day.

momentum to establish itself. The design strategy

ticulated. The computer mouse for Apple was perfected


is not limiting its access to its innovation strategy

by IDEO following extensive prototyping and iteration


but also it’s the reward system and cultural devel-

in order to meet the seemingly impossible requirement

Design is not a ‘tactic’ for success but is embed-

opment programme.

of increased reliability at 10 per cent of the original

ded in the organizational structure at all levels

cost of its Xerox version. Similarly, concept cars are un-

which helps achieve company goals.

veiled at auto shows to generate customer feedback and further refine the design.

03. ASSIGN A LEADER, BUT DON’T LIMIT IT Innovation through design doing is not only

can today.

Design today beyond any doubt has emerged as a new

means following of the design process at every

weapon for competitiveness and the key driving force

level with equal vigour. 04. COLLABORATE AND INTERNALIZE IT

all aspects of a business can establish and sustain an

It is not about getting someone to design a strat-

organization’s unique competitive advantage. By con-

egy for one but it’s about working with the experts

sciously fostering the right kind of emotional environ-

or the experienced to help one achieve the design

ment in the right frame of mind and following the seven

goal exactly like the relationship IDEO and

guidelines outlined, any organization can decipher in-

designworks™ share with their clients.

7 Steps to Successful Design Doing

gain traction, it is important to get started, think big about the future, and implement what one

about practice by the design department. It

spiration into implementation resulting innovation.

While a sustained shift in culture takes time to



for innovation. Leveraging the power of design across


05. INSPIRE, DON’T LEGISLATE Design doing propagates inspiration by modifyBack to content page | Back to List


Creating a ‘Design Doing’



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acknowledge the grant from NID and CII.

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of this work for personal or classroom use is granted


without fee provided that copies are not made or dis-


tributed for profit or commercial advantage and that


04. Brown, Tim. Design Thinking. Reprint R0806E, Harvard Business Review, USA, 2008 05. Fraser, Heather. Turning Design Thinking into Design Doing. Rottman Magazine, Spring/Sum-

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mer, USA, 2006. 06. The 1998 ACM Computing Classification System. http://www.acm.org/about/class/1998 07. Mount Vernon Design Thinking Summit, March 2012

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Design thinking to Design doing through Innovation in Service Design

Mark Watson



Design Providence

I have talked previously on the ‘gift’ that is design think-

Service Design works across all disciplines and borrows

12th CII NID Design Summit, Delhi, India

ing, my presentation in Mumbai in 2003 titled ‘Sedition

heavily on aligned professions research methods and

October 2012

of the Gift’ was a rallying call to my design colleagues

tools. ‘Evidence based design’ is leading in this develop-

of the growing influence of the design manager in the

ment where a deeper understanding of human need is

design process.

required through ‘Human centred design’ to add value


to a companies offering.

Design Thinking has been a term that has gathered rapid momentum in the first decade of the 21st Cen-

I am equally guarded about the use or misuse of ‘design

tury, largely through the accessibility of the internet and

thinking’ and its seditious powers, seducing manage-

There has developed the need for a more rigourous re-

communication platforms. In the past it would have tak-

ment into thinking that design thinking can be learnt in

search methodology to establish a brief these days and

en a great deal longer to mount a game changing move-

a 4 hour workshop.

it is falling back to the designer through the means of inductive logic and divergent / convergent thinking to

ment but with the left click of a mouse ideas can spread across networks and nations affecting millions instantly.

With the early interest in Design thinking and its mani-

test concepts before delivery.

festation through the medium of ‘rapid prototyping’ In reality it has taken longer. I first came across the no-

workshops a diversity of professionals have hung out

These skills bring insight to an organisation and are

tion of when attempting a PhD at the turn of the cen-

a shingle with the title ‘Service Design’ with manage-

universally accepted as key competencies in innovation

tury. With non-design professionals like Peter Gorb and

ment consultants and organisational psychologists all


Charles Handy pointing to design as the alchemy that

needing to brand themselves with the innovative label

turns dross into gold, it was the writing of Nigel Cross

of designer.

Doing I have spoken about the wild fire spread of Service De-

that set off my interest in Design Management with his Yet it is design that is the element that allows the al-

sign and Design thinking, I can’t remember a movement

chemy to transform, and it is the designer that has at an

that had its own documentary within its first decade as a

It is through Design research that a greater understand-

early age chosen their path in a creative career (much to

global phenomenon.

ing of the design process and the skills of creative peo-

some parents dismay) and as Manzini has indicated, it

ple has opened the window to management of the value

is the designer with their innate and intuitive skills that

The rapid prototyping workshop is an effective tool to

of design within their organisation.

has a rightful place as a discipline at the board table of

engage and educate management as to the power of


design thinking to bring about incremental innovation

works around “Designerly ways of knowing”.

Back to content page | Back to List


Design thinking to Design doing through Innovation in Service Design

yet it is the skill of the designer that allows the ‘break-



through innovation’ that is required of industry to be at

The Australian Government has launched a white

Service Design is a natural extension of the designer

the forefront.

paper on “Australia in the Asian Century” looking at

skill set, with the appropriation of tools and methods

growth in the region to 2025 and cites:

of research from disciplines in the Sciences and social sciences the design process through design research is

As Verganti propounds in his thesis of “Design Driven Innovation” it is design that adds meaning to the pro-

“Using creativity and design-based thinking to solve

achieving the level of meaning that is necessary for the

cess, and it is the ‘deep meaning’ that leads corporations

complex problems is a distinctive Australian strength

development of sustainable product.

to new insights into human advancement.

that can help to meet the emerging challenges of this century”. p. 2

The competition in a depressed market is growing fierce, with variants developing in Design Science, Sys-

“Services too have meaning. Think of people moving from traditional to online banking, or the new mean-

The white paper goes on to emphasis a commitment to

tems Engineering and Service Management. But as

ing of air travel provided by low-cost carriers, or the

innovation over the next decade.

Handy put it

system. McDonald’s changed the meaning of fast

“Australia will have an innovation system, in the top 10

“It is more experiments that we need, to change organ-

food……………... After all we are humans. We spend

globally, that supports

isational fashion, even if some, as is their want, do not

our entire lives looking for meaning.”

excellence and dynamism in business with a creative

come off. Without them, our society may well decay as

problem-solving culture that

its organisations wither.”

advent of car sharing as a semi-public transportation

Design is active (action) research, equally a verb as a

enhances our evolving areas of strength and attracts top

noun, action based research, prototyping and testing,

researchers, companies

So it is up to designers to make their mark as givers of

design is the action of doing.

and global partnerships…..

meaning to products or services.

Case studies are emerging on the movement from rapid

Pathways: Support Australian researchers to broaden

I would like to expand on this work with examples of

prototyping workshops as an educational tool to the

and strengthen their partnerships

projects and design work undertaken in this field and

implementation of design through projects. My presen-

with the region as Asia grows as a global science and

expand upon the work of the Indo Australian Design

tation and final report will look at some case studies to

innovation hub”. p. 10

Research Alliance.

exemplify the process.

Back to content page | Back to List


Design thinking to Design doing through Innovation in Service Design

Verganti, R. 2009, Design Driven Innovation, Harvard Business Press, Boston p. 31 Australian Government 2012, Australia in the Asian Century, Australian Government, viewed 28 October 2012, http://asiancentury.dpmc.gov.au/white-paper Handy, C. 1995, The Gods of Management: The Changing Work of Organisations, Random House, London

Back to content page | Back to List


Designing Menswear for the Emerging Markets in India

Vandana Narang

Author Keywords

(2008) said that despite what might be generally under-

Professor, Fashion Design

Fashion and Apparel, Menswear, emerging markets, de-

stood the menswear market is sizeable. The sector in

Fashion Design Department,

sign, trends, uncertain market conditions

UK is worth £9 billion and it grew by 3.3 percent in

National Institute of Fashion

year 2007-08. In the same article he also remarked that



men’s attitudes are changing towards clothing; metro

New Delhi

Fashion is all about uncertainty. It thrives on the X-fac-

sexuality, magazines and style icons like David Beckham

[email protected]

tor. Uncertainty makes designing for emerging markets

are encouraging men to groom themselves.

Usha Narasihman

more challenging and exciting, as there is no precedent for reference. Fashion’s cyclical nature makes it fickle yet

Menswear fashion today is the fastest growing segment.

Associate Professor, Leather Design

at the same time identity defining. Men are considered

Europe’s leading fast fashion retailers are stepping up

Leather Design Department,

a conservative gender by fashionistas and this is more

their effort to “court” an expanding market of male

National Institute of Fashion

so in India. They prefer sticking to the ‘acceptable idea’

consumers with an increasing “appetite for the trends at


as opposed to looking different. Women on the other

affordable prices” (Marsh, 2008). The myths surround-

New Delhi

hand would be mortified if they looked similar to an-

ing men’s fashion are that there is no men’s fashion and

[email protected]

other in the group. But today there is a small set in the

men dress for fit and comfort, rather than for style. It is

younger age group that would rather ‘stand out’ in the

also believed that women select clothes for men, who


crowd. Designing for menswear needs a study of vari-

do not observe clothes. The societal notion that men

The emerging markets of India are the new platforms

ous influences and has to be done in a historical context

who dress up are peculiar in one way or another persists

for apparel and fashion brands and for designers pro-

(Hopkins, 2011).

along with the belief that most men do not pursue endless seasonal fads (Carick, 1994).

viding new opportunities for business. These markets in India’s Tier 2 and 3 towns and rural areas are the

“Men’s fashion is something of an enigma at times…. it

new consumption centers. Their apparent newness also

seems simple – just don pants, a button down shirt.......

This paper focuses on the menswear market in India

renders them as uncertain markets. This paper explores

and the look is ready.” (Moroz, 2008). Historically, men

and the upsurge in the demand for fashion products

and identifies factors that can be the differentiators for

are considered to be tolerant of shopping for clothes

in the menswear category primarily coming from the

fashion and apparel for menswear in these emerging

and their interest are more in other pursuits like tech-

emerging markets. The paper identifies the factors


nical gizmos rather than for apparel. Piers Wehner in

that are important while designing for these markets in

his article “Its Reigning Men” in The Estate Gazette

the menswear category. Over the last decade, a trend Back to content page | Back to List


Designing Menswear for the Emerging Markets in India

towards individuality has taken root in society. This

comprised primarily of three basic categories: casual,

01. Environmental connectivity –

personal image influences how individuals feel about

working clothes and occasion wear. However, with new

A. Infrastructural improvements in terms of new roads

themselves; how they react to others.....what consumers

interests and a broader range of activities and with an

– the expressways – have given a spurt to growth in

define as a good fit in apparel.

increased demand for clothing, men are spending more

new places, some that were tiny villages, which now

on clothing and are embracing the idea of fashion as a

with increased traffic are seeing the rise of markets


form of self expression rather than merely as a func-

and malls, roadside eating joints giving a boost to

Men’s attitude towards clothing is changing; the de-

tional purchase (Talukdar, 2011). Exclusive men’s fash-

the economy and income generation. These are the

mand for a greater variety in men’s clothing ranges has

ion week was launched in London in 1998 (Blackwell et

new portals for providing the exposure to the local

risen in conjunction with the surge in male grooming

al, 2006) and India men’s fashion week in 2009. Lead-

population leading to a surge in demand.

and healthcare sectors (Wehner, 2008). Patrick Tucker

ing international retailers including H&M, Top man,

has stated in Smart Fashion “no industry is more fickle

Mango and New Look have opened exclusive men’s

than fashion. Whether we‘re wearing a grass skirt or

only stores.

B. Connectivity in terms of the net and television have further provided platforms for information exchange exposing the alternative ways of life and living which

$500 blue jeans, we like a bit of protection from the elements, a feeling of warmth and security, and to make


also have given demand a further impetus. The local

an impression”. Clothes that we wear reflect our per-

Uncertainty presents opportunities for firms/ business.

populous is motivated to seek other ways of life.

sonalities, our character and help to make our image

Placing/ using uncertainty as a primary driver prepares

(Anderson, 1999).

the organization for and helps it to adapt to the un-

C. Improved infrastructure and the resultant increase

known. This helps the organization explore possibilities

in land prices and real estate price hikes, especially

Historically, the men’s apparel market in India has been

and benefit, thus making the unknown and the uncer-

in the rural areas close to the metros, have resulted

significantly larger than women’s apparel market (Ta-

tain as an opportunity. Substantial improvements can

in farmers selling their lands to big corporates thus

lukdar, 2011). India’s apparel market is in the throes of

be made to the way we manage innovation by actively

creating a new moneyed class in these areas.

change (Vasudev, 2010). Rapid growth and rising ur-

embracing uncertainty, rather than working around or

banization have spawned a new class of consumers with

ignoring it.

02. Education – These tier 2 and 3 towns may or may not have avenues for higher education, but aware-

more money to spend and a growing passion for fashion. As men’s taste grows more sophisticated they are

India is seeing its Tier 2 and 3 towns and its rural land-

ness of a need for higher education makes parents

providing a new avenue for much needed growth in the

scape emerging as new consumption centers. Some of

and individuals seek it by traveling to larger cities

industry. At one time, the Indian market for menswear

the drivers that may have contributed to this change are Back to content page | Back to List


Designing Menswear for the Emerging Markets in India

and mixing with students again providing much

urban metros. 30th August 2012 Times of India states

ana, Geeta and Ritu Phogat, have opened unimagina-

needed exposure fuelling demand for multi-func-

that the rural consumption in India is growing at 19%

ble opportunities to their own village and neighboring

tional products.

while the urban consumption is growing at 17% only.

ones on sports as a career, the contribution of Pathan

With more money in circulation in the tier 2 & 3 towns

brothers for Baroda has been immense.

03. Employment – Traveling for employment outside

and rural areas as a result of real estate transactions,

these towns has brought the people face to face

changing employment patterns from being purely ag-

Apparel is an essential item for consumption and choice

with different perspectives and ideologies leading

ricultural dependent to seeking employment in new in-

is influenced by factors like fashion trends and social sta-

to changes in lifestyles thus resulting in a demand

dustries that are getting established in these local areas

tus (have arrived), demand for apparel is influenced by

spurt and changing consumption patterns of the

to traveling and relocating outside for employment, has

brands, advertisements, markets and peer groups, which

individual and their families. Towns in Kerala and

brought about social and cultural changes. Changes in

tends to impact buying power of consumers. Ready-to-

Punjab with atleast one family member settled

state and local level governance with regional politics

wear apparel is finding minimum competition from be-

abroad and sending regular money back home.

taking center stage have also had great impact. These

spoke tailoring, factory shops and homemade clothing.

changes have been varied, unique and unprecedented

The online presence of men’s fashion outlets is growing

bringing with them changes in demands, consumption

rapidly. This study looks at these towns and rural areas

patterns and design aesthetics.

and through survey and interviews aims to understand

04. Technology – This has been a major driver in bringing about changes in consumption patterns.

the design factors that become important while design-

Exposure to social media has provided a platform

ing for the male consumers from these areas.

for exchange of ideas and imbibing new ideas. A

Exposure to new world through social media networks,

heightened awareness of the way peers dress in

television soaps, and Bollywood films are a major influ-

other parts of the world and even in other parts of

ence specially those that are making the tier 2 and 3


the country has created the aspirational demand

towns and the villages as their backdrop. The protago-

The menswear market is sizeable; a 2008 report Boom-

for products and apparel categories for which

nists of these shows and the way they dress, talk, eat,

ing Menswear market in India (King et al, 2008, 2010)

there may be no local need or requirement.

and the cars and gadgets they use, all are influencing the

found that the Indian men’s apparel industry was ex-

consumption decisions of the consumers in these mar-

pected to grow at a CAGR (compound annual growth

The emerging markets in India – its tier 2 and 3 towns

kets. Emerging sports stars from these tier 2 and 3 towns

rate) of 14.86 percent from 2008 to 2010. The Indian

are seeing a surge in terms of consumption. There is

have brought attention and focus to these new towns

menswear market had total revenue of $11.8 billion

a change in the consumption patterns in these towns

and centers and have created awareness of its popula-

in 2009, representing a CAGR of 8.6 percent for the

that were looked upon as the country cousins to the

tion in self-belief. The two wrestling sisters from Hary-

period 2005-09. In comparison the Chinese market inBack to content page | Back to List


Designing Menswear for the Emerging Markets in India

creased with a CAGR of 5.7 percent and Japanese mar-

garments to ready-to-wear.

the collar and cuff areas (Hopkins 2011). Today, Upper body garments for men include shirts, which range

ket declined with a compound annual rate of change of -1 percent over the same period (Vertical Edge, 2011).

Marketline report of Feb 2012 states:

from slim fits, classical to Big Daddy (Boswell, 1993).

In 2014, the Indian menswear market is forecast to have

• India menswear market grew by 8.1% in 2011 to

Jackets range from Tailored or structured, casual,

a value of $16.2 billion, an increase of 36.1% since 2009. Clothing and Footwear Specialists is the largest segment of the menswear market in India, accounting

reach $ 3.4 billion in value • It forecasts that in 2016 this market despite deceleration will grow by 21.4% from 2011.

sportswear, over Coats, street wear Denim jackets to ‘shakets’ (a combination of shirt and jacket). The Waistcoats range from the ones that are worn as a part of the suit, photographer jackets to stylish Gillets. Twen-

for 89.7% of the market’s total value. According to Market report Men and Fashion: It’s The Indian Menswear Market report 2009 pointed to

boomtime in men’s wear (2010), Men’s apparel a cat-

the following aspects –

egory which is used to seeing fairly high growth rates of

• India accounts for 11% of the Asia-Pacific mens-

20% - 40% is suddenly seeing growth of 60%. The re-

wear market value

port, states that the Indian menswear market has grown

• The demand for readymade garments in rural India

9-10 percent in year 2008-09. It forecasts that the growth

was forecasted to surge at a CAGR of 16.5 percent

will reach 40.56 percent from 2007-2012. Market value

and reach Rs 42918 crore by 2010

of Menswear brands is expected to reach $13.8 billion

• Branded apparel industry for men was expected to

by 2012. The report also found that “rural India, which

grow at 24 percent CAGR and gross over Rs 25,000

till now completely relied upon tailored garments, has

crore by 2010

created a strong demand for ready to wear garments

• Data monitor report forecasts that menswear will grow at CAGR of 11% till 2020.

and was expected to grow at a CAGR of 16.5 percent by 2010, creating huge growth opportunities”.

According to a Technopak report of 2010 on Indian


Retail, Menswear is still single largest product category

The traditional three piece suit for men included a trou-

both in terms of value and volume. Men’s formal suits

ser, paired with a jacket/ coat and a waist coat worn

jackets and blazer segment was valued at Rs 48.3 billion

over a shirt and under shirt (Reilly et al, 2008). Initially

in 2009 and had witnessed a rapid shift from tailored

the shirt was visible only in parts; it could be seen in

Fig 1: Garment with focus on fabric and details - Himmat Singh show Mens Fashion week Jaipur, 2012 Back to content page | Back to List



Designing Menswear for the Emerging Markets in India

tieth century brought T-shirts as standard sportswear,

which is growing despite depression or recession by sev-

a questionnaire to find the needs, preference & actual

concept of ‘Friday Dressing’ revolutionized the norms

eral folds.

purchases. The data collected was analyzed which gave

of menswear attire (Boswell, 1993). Indian traditional

Another interesting aspect is the changing face of the

us the design factors that need to be kept in mind while

menswear ranges from kurtas, achkans and bandgalas

Indian consumer. The Indian consumers for this decade

deigning for these markets and that would provide inno-

(Vasudev, 2010). The modern menswear range includes

can be classified as (Source: Technopak) –

vation and fuel business opportunities in these emerging

shirts, jackets, suits, trousers, jeans and t-shirts. Indian

Technology babies – 8-19yrs, Impatient aspirers – 20-


market is also becoming home to fusion wear even as it

25yrs, Balance seekers – 26-50yrs

sees a huge spurt in occasion wear.

In terms of consumer groups, the Indian market is now seeing a new structure with 5 consumer groups (Source:

In underdeveloped and comparatively poorer rural re-

ORG-Marg) –

gions this range of options may be absent and branding

‘The Rich’, ‘The Consuming Class’, ‘The Climber’,

irrelevant with the basic necessity of functional cloth-

‘The Aspirant’ & ‘The Destitute.’

ing the sole concern. Nevertheless, in more affluent areas, clothes are often perceived as intimately linked

The largest consumer groups currently are the ‘Con-

to lifestyle and social status, which grants retailers the

suming class’ and the ‘Climber’ with nearly 75 million

opportunity to influence consumer behavior and drive

households in each of them. While Urban India is val-

the price range upwards. With most forms of modern

ue driven, the Rural India at present is volume driven.

media penetration by marketing icons and images, the

General market segmentation for these emerging mar-

buyer is significantly exposed to this force leading to

kets becomes difficult, as products would reflect a local

identity creation through perception thus creating de-

taste amalgamating with other influences.

Fig 2: Pocket and pocket details in Jacket – Himmat Singh show Mens Fashion week Jaipur, 2012

mand. Even India’s conservative formal wear market is seeing a change. A study by Paul Smith, the London-

Based on these aspects of the consumer groups a survey

The respondents were asked to prioritize the parame-

based designer brand, has found that demand has shift-

was done on a sample chosen from population identi-

ters kept in mind while purchasing apparel. The analy-

ed from simple business wear to “lifestyle”, with formal

fied with the following characteristics – Male consumers

sis listed these factors in the order of preference and it

wear that is more occasion-based. Occasion wear is one

from tier 2 and 3 towns / rural India, Age group 21-36,

emerges that Fabric is the most important factor. This

of the biggest apparel categories in India getting a leg-

who are educated, enjoyers, brand conscious and image

was corroborated in an interview with 2 designers who

up from the Big Fat Indian Wedding, a market segment

oriented. The sample group selected was administered

have a large clientele in 2 and 3 tier towns. After FabBack to content page | Back to List



Designing Menswear for the Emerging Markets in India

ric that is seen to be the primary factor, while making

Mr. Suraj Kumar who is primarily based in Patna and has

On issues of silhouette, it emerged that the consumers

purchase decision for an outfit it was followed by Price

client base in Bihar, Jharkhand, UP and West Bengal also

prefer classic styles or a combination of experimental and

of the outfit as second most important factor; color

stressed on the importance of fabric and price as being

classic styles. Manish further added that though people

and details were the next two factors for deciding. Fit

the primary concern for customers. They are looking for

want experimental, but end up picking classic styles as they

and craftsmanship are the least important factors while

perfect sets while making purchases. However clients in

do not want to look too different from the crowd.

making purchase decisions. Mr. Manish Tripathi of An-

Bihar and Jharkhand are still looking for embellishments

tarDesi, went on to add that fabric feel should be luxu-

in terms of embroidery in occasion wear.

rious and the consumers feel that they are paying for


the fabric, however craftsmanship and fit does not matBollywood stars to politicos also has a large client base in several 2 and 3 tier towns of Punjab, Haryana, Rajasthan, Gujarat, Uttar Pradesh and TamilNadu; stated that embellishments in terms of embroidery are slowly

14% Preference for mix-match

ter much to them. Manish, whose clientele range from




Experimental 68%

Combination of both

Fig 6: Preferences in terms of silhouette

Preference for sets Fig 4: Purchase preferences of consumers

being replaced by details like patch pockets, zippers,

8% 5%

Fabric Price

12% 55% 20%

Color Detail Fit

Fig 3: Parameters in terms of importance while purchasing Menswear

and color-blocking. He also said that these consumers are looking for one stop shop and want advice on accessories including shoes, watches and bags.

Fig 5: Occasion wear as a major purchase category


Fig 7: The classic silhouette preferred by customers Back to content page | Back to List



Designing Menswear for the Emerging Markets in India

Both Suraj and Manish confirm the findings of the sur-


vey and said that consumers are becoming conscious

01. Anderson, L. J., Brannon, E. L., Urich, P. V., Pre-

of both brands and designer wear and are willing to

sley, A. B., Woronka, D., Grasso, M., et al. (1999).

spend money on apparel especially designer wear for its

Understanding Fitting Preferences of Female

aspirational value. The present day consumer in these

Consumers: Development of an Expert System to

towns is buying classic styles but is definitely looking for

Enhance Accurate Sizing Selection. Nottingham:

experimental styles.

National Textile Centre. 02. Bakewell, C., Mitchell, V.-W., & Rothwell, M.


(2006). UK Generation Y Male Fashion Con-

The research shows that Indian menswear market is

sciousness. Journal of Fashion Marketing and

growing steadily and statistics show that it is expected to

Management, 169-180.

sics for Men’s Closets. Retailing Today , pp. 16-17. 09. Neighbour, M. M. (2008). The Male Fashion Bias. Queensland University of Technology 10. Reilly, A., & Cosbey, S. (2008). Men’s Fashion Reader. New York: Fairchild Books 11. Talukdar, T. (2011, February 22). Men’s Apparel Market in India was Once Larger than Women’s. Retrieved March 7, 2011, from Daily News and Analysis: www.dnaindia.com 12. Technopak. (2010, November 3). Indian Apparel Market 2009. Retrieved March 7, 2011, from Im-

grow at CAGR of 11% till 2020. The rural consump-

03. Boswell, S. (1993). Menswear: Suiting the Cus-

tion is expected to grow more than urban consumption

tomer. Englewood Cliffs: Regents/ Prentice Hall.

13. Vasudev, S. (2010, September 5). Death of the

and these markets have a different trend. Consumers

04. Carik, J. (1994). The Face of Fashion. London and

Blue Shirt. Retrieved March 7, 2001, from Express

of these markets are not reacting same as metropolitan

New York, NY: Routledge How to Classify Works

consumers and to have an edge with your consumers it

Using ACM’s Computing Classification System.

is important to keep price in check, to offer more than


what they perceive is the right price for the product and

05. Datamonitor. (2010, August). Menswear: Global

make them feel they have got a deal. The consumer

Industry Almanac. Retrieved March 7, 2011, from

wants something different but does not want to stand

Research and Markets:

out. The craftsmanship, fit or quality is not important to them at present, however, with growing awareness,

India: www.expressindia.com 14. Vertical Edge. (2011, January 19). Clothing India Industry Guide. Retrieved March 7, 2011, from Articles Hub: www.articleshub.com 15. Wehner, P. (2008, July 19). It’s Reigning Men. The Estates Gazette , pp. 18-23.

06. Hopkins, J. (2011). Menswear. Lausanne: AVA Publishers

these too shall become important. Emerging markets

07. King, M. (2008, February). Booming Apparel

are uncertain yes; at the same time they offer a chal-

Market for Menswear in India. Retrieved March

lenge that is very satisfying when it is won. For fashion

7, 2011, from Industry reports, market statistics

every season in every market is uncertain and fashion

and community profile: www.reportlinker.com

thrives on this uncertainty.

ages Fashion: www.imagesfashion.com

08. Moroz, Y. (2008, May 26). Macy Reinvents ClasBack to content page | Back to List


Designing Menswear for the Emerging Markets in India

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Research partnering Design-A study in Fashion Education

Vibhavari kumar

Author Keywords

area where analytical consideration of aesthetics is the

Chairperson & Assos. Prof. Department of

Research, Design process; Research structures; Fashion

“issue of meaning in design- that is, how “form follows

Fashion Communication, NIFT, Bengaluru

Design; Conceptualization

meaning” – and how design, on a semantic basis makes

[email protected] +91 9845154161

sense in different contexts” (2) 1. INTRODUCTION Research and Design are often perceived as competen-

1.1 Design and Research

Nithya Venkataraman

cies which are antithetic to each other. Research is iden-

What does Design mean? Dictionary definitions term

Assistant Prof. Department of Knitwear

tified as an area requiring analytics, logic, inference, and

it as “ a creative activity whose aim is to establish the

Design NIFT, Bengaluru raman.nithya@

maybe, reasoning. Design is inferred as a product, aris-

multi- faceted qualities of objects, processes, services

gmail.com +91 9880497562

ing out of creative thinking, aesthetics, and interplay of

and their systems in whole life cycles”(3) The definition

form, shape and color. Concurrently, while one is seen

here clearly implies that it encompasses not just prod-


as a largely left- brained activity, the other is understood

ucts, but also processes.

Research has always been viewed as a part of analyt-

as a right-brained effort. Herein builds a chasm which

ics; distancing itself from all forms of creative endeavor.

decides that Design and Research are separate acumen;

The term “ Research” , on the contrary, is defined as

Creativity, in turn, has been credited as an outcome of

and that ‘designers’ borrow ‘research’ only in cases

‘ The systematic investigation into and study of mate-

‘creative thinking’ – linking it as an inherent specific

where the design needs to identify and serve a specific

rials and sources in order to establish facts and reach

skill available with certain people. Does Design depend

customer or a market.

new conclusions ‘ This definition gives us a pathway to pursue that research , in effect, is to reach new conclu-

on Creativity alone, and does it end with creation of Aesthetic products? Even in cases where design meets

In the evolving arena of design thinking and practice,

sions ; allowing the thought that this involves creativity

a market, is the amount of analysis that goes into de-

how far does this thinking move towards integrating de-

in thinking.

sign thinking limited to Market Research? This paper

sign and research? In the process of constructing a piece

aims to understand the synergy between Design and

of art, where and how does research gain importance?

“Research establishes a relationship between design and

Research throughout the process of designing; and tries

Design science is one of the areas identified as necessi-

strategy that goes beyond the link between design and

to substantiate this nexus through the Design Process

tating “knowledge of a theoretical nature that explains

product. In order to reach a socially responsible design

followed during various facets in Fashion Design.

both the how and why of artecraft construction” (1).

space, Design is a sum of Art, Science and Social Sci-

However, the core essence of design as a nomenclature

ences. People play a major role in the design process.

needs to integrate in itself, the concept of research. An

This can be summarized as Input + Process + Output= Back to content page | Back to List


Research partnering Design-A study in Fashion Education

Product Design. It involves identifying the most impor-

Discussions by the research community encapsulated

tant questions that a product/service should address.

the following structures forming Design research

existing and relevant, in design. 2. Fashion Design and Research

a) Contextualization- Contributions surrounding edu-

Fashion is a multicultural area, strongly rooted to soci-

I. What is the study about?

cation policy, knowledge management, and histori-

etal beliefs, values, and practices. Consequently, design

II. Why is the study being made?

cal and cultural impact of design

in fashion follows research across conceptualization,

For example:

III. Who will the data help?” (4)

b) Strategization- The management of design and the strategic approaches to benefit from it

implementation, strategization and contextualization. Interestingly, Design research coalesces for all streams

The overlap in understanding the true purpose of De-

c) Conceptualization- Drawing together the related is-

of fashion, and takes shape as a ‘Design process’ com-

sign and research raises scope for Research and Design

sues of concept generation and the visual and cogni-

mon to Apparel, communication, textile accessory and

being processes that go hand-in-hand. Design steps

tive skills that underpin it

manufacturing design. The following areas form the

beyond just an intuitive way of aesthetic creations,

d) Implementation- An iterative process which covers

and holds together a “Designerly way of thinking and

the interrelated process of detail design develop-

communicating...as powerful as scientific and scholarly

ment, testing, prototyping and manufacturing.(7)

a) Identifying need for a new product– For strategization and contextualization b) Brainstorming and Ideation- For conceptualization

methods of enquiry when applied to its own kinds of problems” –Archer (1979) (5)

core areas of research during this process-

Fashion Design, with its associated areas of accessory, communication, packaging and branding- has long

c) Inspiration – For conceptualization, contextualization and implementation

1.2 Structures of Design research

been following research as its base against which the

d) Brand boards and Client boards – For strategization

Design research is believed to have ‘come of age’ in the

designer builds his relevant product line. As a student,

e) Trends & Forecast analysis– For strategization

1980s (6), no doubt fuelled by the growing inter- de-

the designer is repeatedly reinforced that ‘design is not

f) Concept development/ story boarding– For concep-

pendency of manufacturing with Design science. Nev-

the expression of a lone artist, but the result of com-

ertheless, it has still been challenging for every Design

mercial and societal processes ‘(8). Research becomes

professional- across all domains of design- to come up

part and parcel of not just the product delivery, but also,

with core areas of research which need to precede, ac-

consciously or unconsciously, for the creative thinking

company and conclude the design process.

process during design. With some examples and cases

tualization and contextualization g) Form generation – For conceptualization, contextualization h) Material, specifications and prototyping - For implementation

from our work with students across multiple domains in fashion, we seek to elaborate on the research processes Back to content page | Back to List


Research partnering Design-A study in Fashion Education

2.1 Identifying need for a

backed by individual insights and thought processes.

What is mindmapping? Dictionary definitions place this

new product

Brainstorming and ideation assume importance “To

as “similar to concept mapping where the individual

Product design for fashion demands a constant analysis

understand group processes in design while dealing with

begins by writing a critical concept on the center of a

for identifying the need for new product; essentially due

complexity in a reflexive situation of diverse individuals

page. Lines would be drawn outward from that hub to

to the short lifecycle and quick changeover that fash-

who are grappling with an ambiguous and unknown

represent the main concepts most strongly related to

ion demands. New designs evolve as a corollary to new

area with the intention to bring some shared perspec-

that initial hub concept. Each of those secondary con-

functions and products- in this case, maybe the need

tives that are informed by their own life experiences and

cepts would then be used as a hub in the graphic identi-

for product line that can accommodate to the changing

value systems”(9)

fication of tertiary concepts. Sometimes, the secondary

lifestyles of a customer. Examples of T-shirts with in-

concepts are subsets of the hub, but sometimes they are

built channels to hold MP3 players, and “smart textiles”

A designer works on ideation through pen and paper –

with microencapsulation to give medical textiles are in-

taking recourse to mindmapping and wordplay. Keyword

dications where new requirements give way to product

generation through mindmapping is one area which is

An effective tool for ideation, this needs extensive re-


practiced as an integral part of design processes.

search for not only identifying the critical concept, but


also to generate secondary concepts relevant to the Anthropological studies form the base of identifying


new products. Study of multiple communities, different forms of expression across communities, identity varia-

Likewise, Brainstorming, largely seen as a manage-

tion across geographic and cultural backgrounds, form

ment tool, is evolving as a method for design ideation.

the basis of anthropological surveys and observations,

Problems with respect to functionality, feel and form are

which in turn, are extensively used for new product

thrown open for discussion. This is collated as a sheet


containing all possible solutions – pros and cons for product and process improvement paving way for new

2.2 Brainstorming and Ideation


Generation of new ideas, constantly and continuously to meet the changing requirements of today’s environ-

Figure 1. Example of a simple mindmap

2.3 Inspiration

ment, is the key differentiator in new design. Brain-

Inspiration is usually perceived as a “flash of thought”.

storming and other forms of ideation cannot thus be

Environment and situations often seek to inspire the creBack to content page | Back to List


Research partnering Design-A study in Fashion Education

ative mind towards developing a product- writers, art-

Designers may use the data collected from multiple cli-

participant and passive observations, wardrobe audits,

ists, and performers look up to this process for coming

ents, feedback on brand identity and imagery, referenc-

lifestyle studies, demographic and psychographic infor-

up with ‘ break through thinking’ . In design, inspiration

es from competitor labels, indications from forecast and

mation, questionnaires indicating values &beliefs – the

is beyond intuition and brainwave. Market backed re-

trends, or pure observation of the environment to come

use of research in this area is exhaustive and extensive.

quirements and customer centricity enable inspiration

up with inspirations.

to be a pure research- based phenomenon. The conceptualization and visualization of inspiration is seen as

2.4 Brand boards and Client boards

‘mood boards’ or ‘inspiration boards’.

Design seeks to interpolate customer, brand and designer aesthetics in creating a product or a process. Building an imagery and profile of a brand or an individual customer gives the designers clues on colors and shapes that can be incorporated into the product.

Figure 2. Inspiration board. Figure 3. Inspiration board

a) Brand boards indicate the personality of a brand.

Figure 4. Example of brand board for Chanel

with developed product

The research involves extensive understanding of brand

The purpose of mood boards is multidimensional. They

psychology, history, evolution, and visual language of

2.5 Trends and Forecast

are seen as ‘ not limited to visual subjects, but serve as a

the brand in question. The designer seeks to put all of

Forecasting has been identified as the “the process of

visual tool to quickly inform others of the overall ‘feel’

these together into a ‘ brand board’ ; the content for

making statements about events whose actual outcomes

(or ‘flow’) that a designer is trying to achieve’ (11)

which is an amalgamation of research in all these are-

Figure 4. Example of brand board for Chanel

nas. Brand boards form a common talking point across

Trends and Forecast (typically) have not yet been ob-

Client based projects on designs indicate the develop-

multiple areas in design for a brand- product, Visual

served’’ (12). The process assumes paramount impor-

ment of moodboards to be a well thought –out process

merchandising, store architecture, packaging, advertis-

tance in a field as diverse and seasonal as fashion; more

involving extensive discussions between the client and

ing and promotion.

so since the product cycle is short and assumes frequent

the designer. Ideas are exchanged, discussed and visual-

changes. This process needs both formal statistical

ized in the form of images, textures, text and any other

b) Customer or client boards profile the typical custom-

methods – be it time series, cross sectional or longitudi-

kind of visual feel, to come up with a board that is a

er that a design may be focused for. This may involve

nal data- and less formal judgmental methods.

talking point of what the design wishes to communicate.

qualitative and quantitative research on the subject-

These forms are often backed by scientific analysis of Back to content page | Back to List


Research partnering Design-A study in Fashion Education

trends- involving trend spotting, trend mapping and

and feedback. Simple and weighted moving averages

Film production, Ad- campaigns, and Publicity. Story

derivation from existing trends. Influences for trends

are often used for reading and analysis of the data. In

boards now also offer business solutions by explaining

can be common across multiple domains of fashion –

addition, Casual forecasting methods which are largely

the concept through stark visual imagery to the cus-

Icons, movies, technology, events, designers, dominant

informal, are often the basis of decision for inclusion of


social groups ( like hippies, bikers ),and the street.

key design features in a product. These can be events, seasons or socio- economic situations which may influ-

How are story boards relevant in fashion? Apart from

Research for forecasting is a detailed process, beginning

ence the design intake into a target market. Examples

forming the backbone for creative advertising, it is also

almost 18 months before products hit the retail space.

of World-cup merchandise by sportswear brands, and

now seen as a creative medium to showcase product de-

Apart from trend spotting and mapping, retailers and

Christmas décor in store windows fall in this category.

velopment to the stakeholders in the business. It is also a

designers use extensive customer surveys to gauge the

A number of agencies help designers in the forecasting

medium for interactive media, which builds connect to

direction of color, silhouette and fabric trends. Often,

process. WGSN is one of the leading forecast agency

customers in seeking feedback and comments on devel-

boutique stores in fashion capitals pave way for identifi-

offering services online, across all aspects of fashion.

oped products. Kiosks at malls, virtual stylists at e-com-

cation of new fabrics, finishes and construction. Fashion

Promostyl is another agency which publishes seasonal

merce sites, and online solutions to fashion products are

weeks and runway shows also constitute an important

forecast for Menswear, Womenswear, Children and ac-

all indicators of story boarding for fashion businesses.

area of design for apparel, where key silhouettes and

cessories. Newer agencies like Stylesight, Edelkoort/

treatments are often identified as potential trend setters.

Trend union, and Trendzine also offer trends and fore-

2.7 Form generation

cast services.

Movement of design from two-dimension to threedimension is a task involving skill, vision and focus.

Qualitative methods are usually preferred for the process and communication of forecasts. These include

2.6 Concept development/

Generation of forms from an inspiration board or a

Informed opinion and judgment, Market research in-

story boarding

storyboard involves extensive use of understanding gen-

cluding Focus group studies, Interviews and Competitor

Storyboards are graphic organizers such as a series of

erated through the research on client, market, product

shopping, and Historical life-cycle analogy using past

illustrations or images displayed in sequence for the

and technology.

sales data for specific product categories.

purpose of pre-visualizing a motion picture, animation, motion graphic or interactive media sequence

Simon (1969) views “design problems as ones that can

Quantitative methods are often used from customer

(13). Known to have been developed by Walt Disney,

be solved if one can find the right representation” (14).

responses as part of surveys, structured questionnaires

they have now moved beyond the arena of animation

This representation is what generation of forms indi-

and now embrace Theatre, Animatics and photomatics,

cates- where tangible inputs are given to convert repreBack to content page | Back to List


Research partnering Design-A study in Fashion Education

sentations into concrete products.

area; and consequently, research on these areas give

aestheticism, and symbolism because design action has

way enable correct aspects of Reverse engineering.

the goal of satisfying the desires of each individual in terms of product modeling.”(15) Designers take re-

2.8 Material, specification

course to multiple anthropometric studies to come up

and prototyping

with fits and measurements that suit and satisfy a large

The generation of form indicates that the product is

customer base. Areas such as Kidswear and womens-

visualized. However, as with every aspect of design,

wear still offer immense scope for these studies. Re-

implementation of this generated form needs research

search areas include body typing, measurements, socio-

on materials, measurements and manpower- 3Ms that

cultural influences and regional differences.

design cannot do without. Fashion as a product thus entails correct identification of specifications- right down

3. Scope of Research in

from yarn counts to finishes in textiles, sizing in apparel,

Fashion design

weights and colors in display, and printing equipment

With Design being the sole differentiator in a market

in packaging.

with evolving Supply chain, Production and Marketing techniques, Product Design for Fashion stands at a

Designers spend money and time in sourcing- and so-

pedestal with increasing importance. This necessitates

lutions are now offered which research ideal sources

increasing the reach of research across all aspects; and

of material and manufacture for them. The need is

increasingly, all areas as covered above are becoming

not just focussed at getting the right costs, but also to

subjects for study and improvement. It is heartening

Research has enabled the use of CAD systems in evolv-

achieve superior quality and the intended aesthetics in

to note that Design research is seen as a career option

ing forms for concepts. The use of digital media in

the product. Databases on vendors and contractors are

amongst the current student community, and the scope

developing 3 dimensional forms sometimes also used

backbones of research.

for advancements in methods for all areas of the Design

Figure 5. Form generation process- from ideation to final product sketch

process seems to be encouraging.

reverse- engineering concepts. Understanding the manufacturing of a product and leading it back to the

Apparel, in addition, places additional importance on

4. Conclusion

components gave way to various methods by which

achieving the correct fit and sizing.

Design and Research are increasingly inter-dependant

3D representations could be achieved. Knowledge of geometry, assembly and manufacturing underpins this

Truly, “a design has special features such as potential, Back to content page | Back to List


Research partnering Design-A study in Fashion Education

in today’s scenario. This study was purely an indication

society and emerging themes in Design research.

sign thinking, researches, Hongkong polytechnic

into the areas where Design is, and can be, integrated

J Prod Innov manag 2011


with Research. While Design pedagogy lays much im-

06. Seymour Roworth- Stokes. The Design research

portance on sensitization, Aesthetics and Visual appeal,

society and emerging themes in Design research.

it becomes imperative to understand that processes in

J Prod Innov manag 2011

Design-thought and outputs require constant stimula-

07. Seymour Roworth- Stokes. The Design research

tion for research and development. Let us not relegate

society and emerging themes in Design research.

research as a management tool; the times demand that

J Prod Innov manag 2011- Page 421

it is seen in conjunction with design as a continuous process in achieving design thinking.

08. Mads Nygaard Folkamnn. Evaluating Aesthetics in Design. A phenomenological approach Design Issues, Vol 26, Number 1, Winter 2012, Massa-


chuetts Institute of technology Pg 41

01. Paidi O’Raghallaigh, David Sammon and Ciaran

09. http://en.wikipedia.org/wiki/Forecasting

Murhy,. Using Focus groups to evaluate Artefacts


in Design Research,Business Information systems,


University college Cork, Cork, Ireland, 1-2


02. Mads Nygaard Folkamnn. Evaluating Aesthetics

10. Ranjan MP, blog on Design Concepts and Con-

in Design. A phenomenological approach Design


Issues, Vol 26, Number 1, Winter 2012, Massa-

blogspot.in/2007/09/understanding-design- op-

chuetts Institute of technology , Pg 40


03. http://www.icsid.org/about/about/articles31. htm 04. Kumar Vibhavari. “Socio-cultural impact on street scenario of Bangalore with the emergence of Metro- A proposal for a socially viable design model”. Doctoral Research 05. Seymour Roworth- Stokes. The Design research



11. http://en.wikipedia.org/wiki/Storyboard 12. h t t p : / / d e s i g n . o p e n . a c . u k / p a t e r s o n / documents/2FormGen


turereview.pdf 13. Hong Jungpyo1, Jeong Sukyoung1, Cho Dongmin. Idea International association of societies of Design Generation methodology for Creative DeBack to content page | Back to List


Identifying significant design elements of customer interface – A study of websites of online apparel retailers in India

Harleen Sahni

increases sales. Effective design of web-interface ele-

the major consumer segment and increasing preference

Assistant Professor

ments will not only facilitate customer retention but will

for branded apparels. In an emerging country like India,

National Institute of Fashion Technology

also evoke customer partnership.

a large amount of consumers’ expenditure is on basic

Gandhinagar, India

necessities, like food items, clothing & other household

Email: [email protected]

Author Keywords

items. The Indian retail scenario is undergoing a meta-

Phone: 079-23265033

Customer interface design, e-retailing, web-interface,

morphosis. Changes are seen with respect to consumer

online apparel retail

perception & decision making, buying behaviors, retail

Priti Gadhavi

channels and retail technology involved. According to

Assistant Professor


the Technopak India Retail Report 2010, the retail sec-

National Institute of Fashion Technology

The retail sector is growing at a phenomenal pace. The

tor in India is experiencing a major transformation with

Gandhinagar, India

global apparel retail industry grew by 3.4% in 2011 to

the easy entry of foreign retail player in India via FDI,

Email: [email protected]

reach a value of $1,175,353.1 million. In 2016, the glob-

franchise agreements, Joint ventures, other tie-ups etc.

Phone: 079-23265034

al apparel retail industry is forecast to have a value of

As per Indian Retail Industry Survey, India’s overall re-

$1,348,098.8 million, an increase of 14.7% since 2011

tail sector is expected to rise to US$ 833 billion by 2013


(Datamonitor report on Apparel Retail: Global Indus-

and to US$1.3 trillion by 2018 at a compound growth

In the times of multi-channel retailing, e-retailing is

try Guide 2011). Apparel retailing has developed tre-

rate (CAGR) of 10%. According to McKinsey report

emerging as a very fascinating and worthwhile custom-

mendously towards organized retailing i.e. huge shop-

‘The rise of Indian Consumer market’, the estimated

er touch-point which is extending ease of shopping to

ping malls, EBOs, MBOs, etc. offering the best brands,

Indian consumer market is likely to grow four times

the customers and at the same time enriching the retail-

best merchandises, best quality, value for money, best

by 2025. Preferences for lifestyle, healthcare & luxury

ers with wide dimensions of customer information.

shopping experience via engrossing visual merchandiz-

products are on a rise and alike food & beverages, tele-

ing, infrastructures, efficient sales people, best product

com, FMCG goods and other consumer goods, the In-

displays etc.

dian apparel sector is flourishing

impacting their online purchase decisions. Online ap-

In India also, the retail sector is growing at a phenom-

India has emerged as the fifth most favorable destina-

parel retailers can capitalize on the most imperative and

enal pace. The growth is primarily driven by the surge

tion for international retailers outpacing UAE, Russia,

stimulating design elements for providing an engaging

in demand for readymade apparels in urban as well as

Indonesia and Saudi Arabia. It is expected to grow

web-interface that augments customer experience and

rural markets, rising income levels, youth population as

9 to 10 percent year-over-year for the next five years.

The research paper provides an insight into the significant design elements of customer’s web-interface

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Identifying significant design elements of customer interface – A study of websites of online apparel retailers in India

Foreign players such as Zara, Marks & Spencer and

Modern day consumers have a strong appetite for con-

ply-chain capabilities and payment solutions. Brands

Mango are actively scouting locations to open more

venience, information and gratification and this is re-

and retailers are responding to the consumers’ needs by

stores across the country. The luxury retail sector saw

sponsible for their proclivity towards online options of

surging their online activities, each contending to pro-

20 percent growth last year, with luxury malls becoming

shopping. With the increase in number of young con-

vide a distinct online-shopping experience. The current

entrenched in mega cities of India like Delhi, Mumbai

sumers, higher literacy rate, changing consumer de-

market for non-store retailing in India is estimated at

and Bangalore. Additionally, technology is transform-

mands and lifestyle, increased disposable income and

US $ 3.2 billion and is growing at over 23% (Emerg-

ing the way retailers operate in developing markets. (AT

shift from buying to the convenience shopping experi-

ing Trends in Indian Retail and Consumer 2011, Tech-

Kearney Retail Development Index, GRDI 2012)

ence, the scope of online retailing has increased. Con-

nopak) Increasing number of retailers are moving to-

sumers optimize their purchases on not only the price

wards a click-and-mortar or simply an online business


which is offered to them rather it is the convenience,

model to get a wider customer reach, offer direct per-

Shoppers’ expectations and behaviors are evolving, in-

innovation, variety, services, experience etc.

sonalized communication & acquire higher degree of customer involvement and appease the most interesting

duced by both, economic climate and increased access to information. Today consumers are more connected,

Customers are frequently using company websites as

& profitable consumer segment - the techno-savvy Gen-

than ever before, to brands, merchandise, and their fel-

interactive interfaces for product information, reviews

eration Y.

low shoppers. The proliferation of channels and me-

and online buying. The attitudinal shift of the Indian

dia outlets for retailer-consumer interactions has forced

consumers towards the use of technology for their im-

Various models are coming up for crafting a customer-

retailers to approach international expansion from a

portant shopping decisions to buy apparels, accessories,

centric web experience. The aim is customer retention

multi-channel perspective causing the emergence of in-

home furnishings, personal care products etc. has trans-

by encouraging repeat-visits and finding out their pref-

ternet as a trendy, convenient and captivating channel

formed the aspects of retailing in India these days. Ac-

erences & choice of product categories through their

for both, marketers and consumers. Even in develop-

cording to a research study conducted by the Interac-

browsing patterns. Brands and retailers are incorporat-

ing markets, people are increasingly willing to purchase

tive Media in Retail Group (IMRG), the online fashion

ing various customer-centric website design elements

online. Growth in e-commerce and mobile commerce

retail sector has exponentially grown by an incredible

for maximizing customer engagement and satisfaction.

outpaces physical retail in nearly every market, demon-

2,000 per cent over the decade years since 2001 and

The 7Cs framework of Customer-interface design

strating that the Internet is both a viable complement to

that immense expansion is expected to continue.

has emerged as a relevant outline for conceptualizing & building an effective web-interface for modern-day

bricks-and-mortar operations and a pure-play channel for market entry.

Internet has become an important customer touch-

consumers. 7Cs e-Commerce Customer Interface are a

point with increased connectivity, consumer trust, sup-

set of design principles for e-commerce websites, speciBack to content page | Back to List


Identifying significant design elements of customer interface – A study of websites of online apparel retailers in India

fied by Jeffrey Rayport and Bernard Jaworski in their book E-Commerce, published in 2000. The framework is the virtual representation of a firm’s chosen value proposition

• Aesthetic Oriented: Aesthetic aspect of the web pages is given priority • Hybrid: The site is to be both aesthetically pleasing and functionally efficient 02- Content - Text, pictures, sound and video,




The 7C’s Connect-








web-interface design

date notification • Interactive: More of a one-on-one interaction between the site and the user through user input, ecommerce dialogue and customer-service.

that the web pages contain

• Hybrid: A combination of the above.

It is the offered mix of product and services on the site

05- Customization - Site’s ability to self-tailor

and includes images, videos, documents, links and/or

to different users or to allow users to personal-

downloadable items about the product and services. It

ize the site.

also includes the promotion and communication mes-

It is the site’s ability to allow the users to personalize the

saging offered.

site through customization.

03- Community – Enabling user to user com-

06- Connection - Site’s linkage and connectivity


with other sites

It refers to the way the site enables & supports user-to-

It refers to the linkages of the website and its content

user interaction.

with other sites and the access to information from oth-

• Non-existent: sites that have no community building

er online sources. The new content can be placed in the

provision. • Limited: sites that offer features such as reading and

Figure. 1 7Cs framework for

ings, news feeds, marketing material, or content up-

posting information, stories, or opinions. • Strong: sites that offer interactive community functions such as chat rooms and message boards.

same site to retain attention on site or be a path way out of the site. 07- Commerce - Site’s capabilities to enable commercial transaction It allows for the users to trade online. Typically, e-commerce

The seven design elements of the customer interface

04- Communication - Enabling site-to-user

sites have a registration procedure to store information, user

known as 7Cs are given as

communication or two way communication

preferences, a shopping cart to hold items, security features,

01- Context - Site’s layout and design

This is the site-to-user communication. Ways that the

payment & delivery options and order tracking.

It refers to the site’s look and feel. The site may be-

site can communicate include:

• Functionality Oriented : Functional aspect of the

• Broadcast: Site communicates the same message to

site is the prime objective of the site

a large group of users through portals such as mailBack to content page | Back to List


Identifying significant design elements of customer interface – A study of websites of online apparel retailers in India

Key design dimensions of 7Cs for

students, professionals, businessmen and homemakers.

work of web-interface design iden-

effective customer web-interface  


7Cs  of  

customer interface design  

Figure 2 elaborates the key dimensions of each of the

Design  Dimensions  


Site  layout  &   design    


Color  Scheme  

Download   Speed  

User  friendliness  


Product  variety   •  


Multimedia  mix    


Sales  &   discounts  


Building  online   community    

User  registration  &   membership  


Social  media   connectivity  

Uploading   member   content  

Communicati on  

Company’s  mass   mailings  


Company’s   emails  

Content  update   reminders  

Customer  inputs  

Customizatio n  

Personalized  website   theme  &  color  

Personalized   user  content  

Tracking  users’   past  behaviour  

User  recognition    

Record  of  order   history    

Banks  &  Payment   gateways  

Logistics   providers  

Utilities  and  plug-­‐in   applications

Social  media    


Payment  modes  

Delivery  options    

Order  tracking  


Other  websites  


Shopping  cart  

Findings specific to the 7Cs frame-


Figure 2. 7Cs dimensions for effective customer web-interface

7Cs on which responses were obtained in terms of iden-


80% respondents consider user-friendliness as the most significant factor impacting their purchase decision followed by download speed and navigation.


Approximately 50% of the respondents consider product variety,information availability and sales & discounts as the most significant factors followed very closely by services provided by online retailers (49%)


Approximately 40% respondents rated interactivity,social media connectivity and uploading member contents as significant factors. 33% rated user registration & membership as significant factor and 30% rated community building as not so significant.


Approximately 40% respondents rated customer inputs and FAQs as significant factors. 30% rated content update reminders and 26% rated email newsletters as significant factors. 33% rated company’s mass mailings as a neutral factor.


50% of the respondents rated Tracking past behavior of users as significant factor. 43% rated User recognition & auto fill and record of order history as most significant factors. 39% consider personalized user content and 34% consider personalization of website theme as significant factors.


51% of the respondents rated connectivity to banks and payment gateways as most significant factor. 44% consider links to logistics provider and 36% consider links to utilities and plugin software as significant factors.


80% of the respondents rated security, 60% rated delivery options and 56% rated order tracking as most significant factors. 77% rated payment modes and 46% rated shopping cart as significant factors.

tifying the most significant dimension in each category. For each of the 7Cs the most relevant design dimensions were identified which were applicable to webinterfaces of various apparel retailers. This was done by examining websites of various apparel retailers and comprehending the most conventional and widely-accepted customer-centric design features that have been integrated for elevating customer experience.



The research was undertaken with an aim to identify

The consumer category that emerged to be having high-

the most significant web-interface design elements that

est involvement (85%) in online shopping is that of stu-

impact customer’s purchase decisions and their cumula-

dents and young professionals in age groups of 18-31.

tive shopping experience.

The most preferred categories of apparel purchased online are casualwear (94%) and the general factors driv-

An online survey was conducted to find out the most

ing online buying are information and convenience.

significant design elements of apparel e-retail interface

The most preferred online apparel retailers are

that affect the interest levels, preferences and purchase

fashion&you.com (60%) followed by myntra.com

decisions of Indian consumers. Total 74 respondents

(46%), snapdeal.com (36%) and jabong.com (32%)

participated from different cities of India. The ques-

whose web-interfaces are found to be more informative,

tionnaire concentrated on the prominent dimensions of

user-friendly and innovative by the respondents.

the 7Cs framework. Respondents were people of different age-groups, 18 years onwards and comprised of Back to content page | Back to List


Identifying significant design elements of customer interface – A study of websites of online apparel retailers in India

tifying the most significant design

(communication from customer’s side):

er base. e-business is currently largely driven by service


Today’s consumers like their voice to be heard. Effec-

industry (85% share) and product sales accounting for

tive handling of customer complaints and feedback is

the rest of the market. (Emerging Trends in India Retail


very important and hence the retailer’s website needs

and Consumer, Technopak report 2011). There is am-

The research concluded with identifying some distinct

to incorporate design elements that lay spotlight on cus-

ple opportunity for apparel retailers to use the electron-

dimensions of customer web-interface that should be

tomer communication.

ic space for customer acquisition, retention and extension through cross-selling and up-selling. Sustainable &

given most consideration while designing on online retail interface for the modern day consumers. These

5. Tracking past behavior:

customer-centric online retailing models can be built on

elements are-

Consumers want retailers to maintain records of their

the foundation of five pillars, identified as -

past buying preferences, most explored product catego-

• Interactivity

ries and provide them with customized offers.

• Involvement

1. User-friendliness: Retailer’s website has to be designed in a context which ensures user-friendliness. It should portray congruence

6. Connectivity to banks & payment

with the company’s value proposition and should be en-



Seamless and fast connections with payment authoriza-


tion & processing agencies contributes to increased cus2. Product variety & information:

tomer satisfaction and is functionality is a must in the


Retailer’s website needs to be information-rich, yet un-

web-interface design


InvolveCentric Online

cluttered and should provide the consumers with ample options to choose from.


Customer Retail

7. Security:


Secure transactions are driving web-traffic towards on3. Social media connectivity:

line sales options and hence designing secure & trusted

Since majority of online apparel shoppers are generally

web-interfaces for safe-guarding customer information

the young Indian consumers, social media connectivity

from unauthorized usage is a must.

has become an essential element of website design for

Acceptance for the online models of shopping is there

augmenting customer engagement.

but still there is vast untapped potential for retailers to

4. Consumer inputs

take advantage of this channel to expand their custom-





Figure 3. Customer-Centric online retail model Back to content page | Back to List


Identifying significant design elements of customer interface – A study of websites of online apparel retailers in India ment, October 2009, Volume 46, Issue 7, 411–417

• Information


• Innovativeness

01. Brown, T.J.; Barry, T.E.; Dacin, P.A.; and Gunst,

08. Hsin Hsin Chang, Su Wen Chen. The impact of

R.F. Spreading the word: Investigating anteced-

customer interface quality, satisfaction and switch-

ents of consumers’ positive word-of-mouth inten-

ing costs on e-loyalty: Internet experience as a

Incorporation of these fundamental design elements in

tions and behaviors in a retailing context. Jour-

moderator. Computers in Human Behavior, 17

the web-interface will convert it into a salutary and har-

nal of the Academy of Marketing Science, 33, 2

September 2008, Volume 24, Issue 6, 2927–2944

monious customer touch point for achieving its business

(2005), 123–138.

• Intelligence

objectives. Summarizing, a web-interface design which

02. Davis, F. Perceived usefulness, perceived ease of

has customer-focus will enable

use, and user acceptance of information technol-

• Ability to target and retain profitable customers

ogy. MIS Quarterly, 13, 3 (1989), 319–340.

09. Jeffery F. Rayport & Bernaed J.Jaworski, Introduction To E-Commerce, 2/E TATA McGraw Hill, India 2008 10. Kim, J. and Moon, J. Designing towards emotional

03. Dellarocas, C. The digitization of word of mouth:

usability in customer interfaces—trustworthiness

• Providing an enthralling customer experience

Promise and challenges of online feedback mech-

of cyber-banking system interfaces. Interacting

• Increased customer loyalty, and

anisms. Management Science, 49, 10 (2003), pp.

with Computers 10, (1998), 1–29.

• Reduced customer churn and higher retention rate


• Building stronger relationships with customers,

• Reduced costs of doing business • Increased opportunities to cross-sell and upsell

11. McKinney, V.; Yoon, K.; and Zahedi, F. The mea-

04. Design of Sites, The: Patterns, Principles, and Pro-

surement of Web-customer satisfaction: An expec-

cesses for Crafting a Customer-Centered Web Ex-

tation and disconfirmation approach. Information

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Systems Research, 13, 3 (2002), 296–315.

Hence, it can be interpreted that in the current Indian

05. Devaraj, S.; Fan, M.; and Kohli, R. Antecedents

12. Xiaowen Fang and Gavriel Salvendy, Customer-

consumer space, the young consumers are occupying a

of B2C channel satisfaction and preference: Vali-

Centered Rules for Design of E-Commerce Web

dominant position. Websites like fashion&you.com are

dating e-commerce metrics. Information Systems

Sites, communications of the ACM, December

frequently visited and liked by the younger generations

Research, 13, 3 (2002), 316–333

2003/Vol. 46, No. 12ve, pp-332-336

as they have compelling offers, captivating interface with a trendy and novel layout.

06. Dr. Ravi Kalakota, Marcia Robinson, E-Business

13. Young Eun Lee and Izak Benbasat, A Framework

2.0: Roadmap For Success, 2/E Pearson Educa-

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tion Inc, India, 2008

Mobile Commerce, International Journal of Elec-

07. Hsin Hsin Chang, Su Wen Chen. Consumer perception of interface quality, security, and loyalty in electronic commerce. Information & Manage-

tronic Commerce / Spring 2004, Vol. 8, No. 3, 79–102 14. 2011 retail analysts in review report http://www. Back to content page | Back to List


Identifying significant design elements of customer interface – A study of websites of online apparel retailers in India


Permission to make digital or hard copies of all or part


of this work for personal or classroom use is granted

15. Consumer Attitudes and Online Retail Dynamics in India

without fee provided that copies are not made or dis-


tributed for profit or commercial advantage and that


copies bear this notice and the full citation on the first


page. To copy otherwise, or republish, to post on servers

16. Customised Research Bulletin http://crisil.com/ pdf/research/CRISIL-Research-cust-bulletin_

or to redistribute to lists, requires prior specific permission and/or a fee.

jan12.pdf 17. Design Elements of the Customer Interface http://mherzig.wordpress.com/2008/10/04/design-elements-of-the-customer-interface/ 18. Economic Survey http://indiabudget.nic.in/survey.asp 19. http://csi.mckinsey.com/knowledge_by_region/ asia/india/indias_fast_growing_apparel_market 20. Online Retailing: The Channel Forward http:// www.imagesfashion.com/content/online-retailing-the-channel-forward-1584.aspx 21. Retail sector in India growing at phenomenal pace http://articles.timesofindia.indiatimes.com/201206-25/news/32408603_1_retail-sector-retail-industry-global-retail-development-index

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Half Dose


Touching the tablet with hands or tools leads to

Industrial Designer

contamination. 03. INACCURATE:

problem. The shape of the tablet lets the user split it usthe pack. The user’s force is concentrated at the weakest

A large number of pills are sold as breakable tablets. Pill

Imperfect splitting may lead to varied dosage

point splitting the tablet into two equal halves.

splitting is an effective way to reduce pharmaceutical

which can be dangerous.

(Refer to steps 1-4)

costs and wastage of packing material.

04. NON INCLUSIVE: One needs to use both the hands to split a tablet,

This design reduces the Effort needed to split the tablet also making it more Inclusive, Hygienic and Accurate.

But due to the shape of these pills, splitting them often becomes a challenge. ‘Half dose’ offers a smart solution making the act Ef-


fortless, Hygienic and Inclusive.

A complete design process was followed to Re-design the tablet. Considerable effort was made to understand the user and manufacturing processes. A large number


of prototypes were tested in order to arrive at the

How do we generally split a tablet? This leads to the below mentioned problems: PRODUCTION


Tablets are formed in a Tablet press (Fig 1), where two

It requires a large force to split a tablet due to its small size. 02. UNHYGIENIC:


punches press the tablet powder in a die. The punch

‘Half dose’ offers a unique design solution to this Back to content page | Back to List


Half Dose

After the tablets are formed they get coated with

04. INCLUSIVE: The new design requires only one

polymer and polysaccharide based compounds, along

finger to split the tablet with minimum effort mak-

with plasticizers and pigments (Coating provides

ing it easy for single handed, visually challenged

strength to the tablet for better handling). Then they

and elderly people to use it without assistance.

are packaged in Aluminium foils with clear Plastic top

05. ECO FRIENDLY: Pill splitting is an effective way

(Existing foil packaging process).

to reduce wastage of packing material helping reduce carbon foot prints. ‘Half dose’ facilitates it.

Summary The new Design has the following key benefits: 01. More USEABLE: The new design reduces human effort by concentrating the force at the weakest area of the tablet making it very easy to split. 02. HYGIENIC and HEALTHY: The user need not remove the tablet from the pack to split it. This prevents contamination. 03. More ACCURATE: Due to its unique shape the tablet breaks into equal halves. This ensures the patient gets accurate dosage without any error. Back to content page | Back to List