Three Lessons for Design-Driven Success
According to a new analysis by the Design Management Institute concludes that design-driven businesses have outperformed the S&P by a whopping 228% over the past 10 years. The bottom line, good design = good business.
If you ever meet discussions that question the value of investing in additional high quality and talented design resources, always point back to data — and research has said that design pretty much always creates more value for businesses.
[Design-driven companies] outperformed the Standard & Poor’s 500 — a stock market index of 500 large publicly traded companies — by 228%. These companies included Apple, Coca-Cola, Ford, Herman Miller, IBM, Intuit, Newell Rubbermaid, Nike, Procter & Gamble, Starbucks, Starwood, Steelcase, Target, Walt Disney, and Whirlpool. All that money these companies put into smoother user experiences, beautiful branding…apparently paid off.
— Carey Dunne, Fastcodesign
Good Design is a Partnership
CEO/design partnerships blend the best of business strategy with the influence and power of great design. If you want to influence a culture, you need to start at the top.
Good Design Builds Customer Obsession
Brings empathy, considers touch points and considers the user, above all else. Customer obsession is what creates engagement, retention and fans.
When Walmart revamped its e-commerce experience, unique visitors to its website increased by 200 percent. When Bank of America undertook a user-centered redesign of its process for account registration, online-banking traffic rose by 45 percent.
— Jim Ross, The Business Value of User Experience
Good Design is Strategic
Design helps guide priorities, feature requests and order of what to tackle in the backlog. It listens to its most unhappy customers to create business value. It transforms culture to care more about what a customer is thinking, feeling and doing so they have positive and consistent experiences wherever they go. Good design matters because it creates business value in the long run.
