Page 108 - Faganel, Armand, in Vera Fois. 2018. Dizajnerska kultura in nagrada za oblikovalske dosežke. Koper: Založba Univerze na Primorskem.
P. 108
Dizajnerska kultura in nagrada za oblikovalske dosežke
solving problems within the organization and as an integral part of the
managerial culture.
Branding
Anholt (2003) says that the value of a brand is a multiplier of value, and
the brand as such is an advantage for the owner. The purpose of the brand
is to communicate with the market. A brand represents the values o f the
company and thus enables the customer to make a decision easier. It is
about the fact that the brand is a symbol for the values o f the compa-
ny, which it provides to the buyer. Therefore, the authors, among oth-
ers Anholt (2003), highlight three things: (a) that the brand name is a
promise, (b) that large funds have been invested in the product; and (c)
108 that this product acts as the name promises. Schultz and de Chernatony
(2002) have set out a definition where a broader aspect of branding is pre-
sented: “Branding allows management a comprehensive framework for
coordinating various activities by which the company expresses who it
is and what it takes.” Palomaa (2013) says that by creating promises, the
brand establishes relations with its stakeholders - in order to fulfill these
promises, it needs innovation. Innovation can fulfill brand’s promises;
Through innovation, the brand makes real and tangible value to custom-
ers in the form of new products, services and experiences (Abbing 2010).
According to Urde (2001), for the interweaving of values that direct
the operation of the company, three sets of values are needed for brand-
ing: internal values that are related to the organization, the values that
define the brand, and the values that the buyer experiences. Internal val-
ues are organizational values, life rules, as Urde (2001) says. The core val-
ues that create the brand are the core of values. They form the essence of
the brand. The values perceived by the buyer are those that bring added
value to the brands. This added value for the customer can be emotional,
symbolic or useful. This added value can be achieved to a large extent by
precisely designing.
Culture of organizations
One of the book’s objectives is to define the designer’s thinking, as de-
fined in the managerial environment. Organizations are very helpful in
their functioning, direction and preservation of organizational culture.
Desserts and Rizzo (2014) think that the relationship between design
and the world of production has always fluctuated between two aspects:
between the reductionist aspect of design as one of the skills in the pro-
solving problems within the organization and as an integral part of the
managerial culture.
Branding
Anholt (2003) says that the value of a brand is a multiplier of value, and
the brand as such is an advantage for the owner. The purpose of the brand
is to communicate with the market. A brand represents the values o f the
company and thus enables the customer to make a decision easier. It is
about the fact that the brand is a symbol for the values o f the compa-
ny, which it provides to the buyer. Therefore, the authors, among oth-
ers Anholt (2003), highlight three things: (a) that the brand name is a
promise, (b) that large funds have been invested in the product; and (c)
108 that this product acts as the name promises. Schultz and de Chernatony
(2002) have set out a definition where a broader aspect of branding is pre-
sented: “Branding allows management a comprehensive framework for
coordinating various activities by which the company expresses who it
is and what it takes.” Palomaa (2013) says that by creating promises, the
brand establishes relations with its stakeholders - in order to fulfill these
promises, it needs innovation. Innovation can fulfill brand’s promises;
Through innovation, the brand makes real and tangible value to custom-
ers in the form of new products, services and experiences (Abbing 2010).
According to Urde (2001), for the interweaving of values that direct
the operation of the company, three sets of values are needed for brand-
ing: internal values that are related to the organization, the values that
define the brand, and the values that the buyer experiences. Internal val-
ues are organizational values, life rules, as Urde (2001) says. The core val-
ues that create the brand are the core of values. They form the essence of
the brand. The values perceived by the buyer are those that bring added
value to the brands. This added value for the customer can be emotional,
symbolic or useful. This added value can be achieved to a large extent by
precisely designing.
Culture of organizations
One of the book’s objectives is to define the designer’s thinking, as de-
fined in the managerial environment. Organizations are very helpful in
their functioning, direction and preservation of organizational culture.
Desserts and Rizzo (2014) think that the relationship between design
and the world of production has always fluctuated between two aspects:
between the reductionist aspect of design as one of the skills in the pro-
