Metta YunitaM. Ali Umar IsmailMuhammad Mahi

Niken Ayu MardliyahNikolas Simamora

Riris K. Simangunsong

Product DesignConcept

Contribution of design the new Product

For Speed to market

For Easy of Manufacture

For Diffentation

For Meet The Customer Need

To Build Corporate Identity

For Environment

Variety of Design Dimensions

Purpose Of DesignAestheticsErgonomisFunctionalManufacturabilityServicingDisassembly

Item Being DesigenedGoodsServicesArchitrctureGraphic ArtOfficesPackaging

Product ArchitectureStep 1 : Product Schematic

Step 2 : Cluster Schematic element

Step 3 : Create Geometric layout

Component Of recording system

Component Of disk drive

Component Of Output system

Component Of power source

Chunk 1recording system

Chunk 2Disk drive

Chunk 3Output 1

Chunk 4Power Source

Chunk 2Disk drive

Chunk 4 Power SourceChunk 1

recording system

Chunk 3Output 1

Assessment Factor For Industrial Design

1. Quality Of The User Interface2. Emotional Appeal3. Maintenance and Repair4. Appropriate use of resources5. Product differentation

CASE

Gillette®

1901Found by

King C. Gillette.

1971Trac II, two-

bladed

1977Atra/

Contour

1985Atra

Plus/Contour Plus

1990Sensor

1998Mach3, three-bladed

2004M3-

Power

2006Fusion,

five-bladed

2014Gillette BODY

2014Fusion

Proglide with

FlexBall

• 1st established in 1901 under the name The Gillette Company.

• 2005 merged with Procter & Gambler.

Mach3 Case

Gillette strategy: replace excellent blade technology with an even better one.

1970 : investigate three-bladed razor without much

success

1990: overcame the problem, created prototype

Manx

Mach3 Case

Prototype Manx’s key element: • Each blade was a little

closer to the face than the previous one.

• Reduce irritation caused by 3rd blade.

• Pivot point moved to the bottom of cartridge.

• Blue indicator is gradually fading, indicating replacement time.

Based on consumer study on previous model (sensor), 18% men put the cartridge up side down create snap-in mechanism that can only work in the right direction.

Strategic Role of Design• A simple and meaningful Gillette strategy is replace

excellent blade technology with an even better one.• Gillette attempt to meet the customer need in order

to improve their performance and gain profit as a long term company goal.

• Gillette strive to design a new product for differentiation and meet customer needs roles.

• Gillette develop prototype product as described in Manx’s Prototype.

Risk Involved: Mach3 vs. Sensor

• Gillette has 2 design purpose for Mach 3 which are :– Aesthetics– Function

• With inherent risks as follows :– High R&D cost– High production cost– Supply chain & limited resources– Losing market opportunity of Sensor market

Comment on Aggressive Marketing & Roll Out Plan

• Launched on April 1998, Match 3 development took 6 years & $750 million

• $300 million was allocated for marketing (first year)• Roll out plan: US, Canada, Israel (July 1998), Western

Europe & part of Eastern Europe (September 1998) and available in about 100 countries by 1999

• High production target (1.2 billion cartridges/year)• High price (about 35% above SensorExcel’s)

Comment on Aggressive Marketing & Plan

• Due to tight market competition, Gillette should implement their aggressive marketing to distribute their product throughout the world, since they are known as big company and leader in this particular industry, also having the most advance razor blade technology as well.

Recommendation

• Keep on going forward• Pro’s– Taking momentum as a pioneer.– Capturing new market with special price (more

premium price).• Con’s– High cost due to R&D process.– Extra effort for coordination with supplier and

vendors.