ShanLin DMGT 748 ProcessBook

Figure 1. Watch photography. Shan Lins image.
RE-INNOVATING TRADITION
SCAD Design Management | Final Project Outline | Shan Lin | Spring 2014
Exploring new approaches for facilitating innovation
of traditional products through a case study of the W, Inc. watch department.
BY SHAN LIN
DEFINITION: Design management is bridging design and business by utilizing design

thinking to optimize the creative process and explore innovative and strategic solutions.
Final Project submitted to the faculty of the Design Management Program at the Savannah College of Art and Design on
November 20, 2014 in partial fulfillment of the requirements for the degree of Master of Arts in Design Management.
M.A. FINAL PROJECT
INTRODUCTION
ABSTRACT
A case study of re-inventing a traditional process
As the watch industry is greatly impacted and challenged by advancing technologies, the
watch department in W, Inc. was in need of new approaches to innovation. The purpose of
this project was to explore new approaches to innovation for the watch department in W,
Inc. in order to integrate new technologies into its business strategies. Based on an
understanding of the real needs of the business and its customers through research,
analysis and development of new approaches for the W, Inc. watch department as well as
prototype testing, the target audiences including the designers and leaders in W, Inc.
watch department were offered a strategic toolkit titled Three Jumps, which includes
Jump Out to Envision, Jump Together to Collaborate and Jump In to Evaluate. This
strategic toolkit can be used to build a creative environment with interactive
communication and collaboration, and facilitate the innovation process for the watch
department in W, Inc. and, in the future, for other W, Inc. design departments or other
design companies.
03
M.A. FINAL PROJECT
DEDICATION
This project is dedicated to my dear parents, who have always sought to provide the best
for me and my brother and support us to the best of their ability. They taught me how to
embrace life with a smile no matter the challenges I may face. They are my guardian
angels and my heaven. I am sincerely grateful to be their daughter.
This is also dedicated to my dear brother, who I grew up laughing and crying with as my
constant companion. I am lucky to have his company in my life.
In addition, I would like to dedicate this work to my significant one, Nicky Soh, who I
have the great luck to marry this year. He is my Mr. Right and with him my life becomes
more full of happiness and laughter. I hope we can grow old together, holding each others
hands.
Last but not least, I dedicate this to myself. I wish to tell myself that all effort is worth it,
and to always live a positive life with smiles.
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M.A. FINAL PROJECT
ACKNOWLEDGMENT
Special thanks to my editor, Kappie Kopp. Thanks for taking time to help me proofread
my papers. This project wouldn't be perfect without your help.
Thanks to Molly Wang who is always willing to discuss my project with me. Thanks for
your invaluable suggestions throughout these two years of my graduate program.
Thanks to my co-workers who gave me their full support for this project, accommodating
my tight schedule and participating in the interviews and testing.
Thanks to my group members, Tamara Archer and Amber Benson, who have been giving
constructive feedback and support for my project throughout this quarter. It was great to
have class with you!
Also, I would like to thank my professor, Regina Rowland, for her patience and dedication
toward my education. Your constant guidance and teaching has been extremely beneficial
to me. Having a mentor who understands the difficulty I had to go through being an
international student, yet who has constantly encouraged and challenged me to improve
both as a designer and as a person, has been invaluable. I have grown tremendously
under your teaching. Thank you.
05
M.A. FINAL PROJECT
TABLE OF CONTENTS
INTRODUCTION
DEDICATION
RESEARCH PLANNING
AND SYNTHESIS
19
PROTOTYPE DEVELOPMENT
AND TESTING
APPENDICES
39
Research Space
20
Prototype Ideas
40
Research Methodology
21
Exploration of Diverse Concepts
41
Research Activities
21
Chosen Concept Development
45
Subject of Study
Main Research Question
22
Concept Testing with Target Audience
47
Problem Statement
Sub Research Questions
22
Concept Testing Findings
49
Target Audience Description
Data Collection Methods
23
Validation
50
Purpose of Project
Research Synthesis
24
Scope of Project
Personas
30
Significance to Design Manager
Journey Maps
32
Final Prototype
52
Research Insights
33
Business Model Canvas
62
Relational Findings at a Glance
34
Implementation
63
ACKNOWLEDGMENT
PROJECT FRAMING
Significance to the Design

Management Field
PROJECT POSITIONING
9
10
DESIGN OPPORTUNITIES AND

CRITERIA, REFRAMING
35
FINAL DESIGN TO MARKET
CONCLUSIONS AND
RECOMMENDATIONS
51
64
Opportunity Statement
11
Market Analysis
12
Opportunities for Design
36
Conclusions
65
ZAG
14
Design Criteria for Prototype
37
Recommendations
66
Positioning
17
Reframing
38
Value Proposition
18
Onliness Statement
18
67
Appendix A: Gantt Chart
68
Appendix B: Creative Brief
69
Appendix C: Sub Questions Matrix
71
Appendix D: Consent Forms
72
Appendix E: Interview Questions
73
Appendix F: Survey Questions
74
Appendix G: Research Protocol
77
Appendix H: Transcriptions
78
Appendix I: Research Wall in Progress
81
Appendix J: Survey Results
83
Appendix K: Testing Plan
88
Appendix L: Initial Business Model Canvas
89
Appendix M: SWOT Analysis
93
Appendix N: Video Presentation
98
99
REFERENCES
Annotated Bibliography
100
Additional Sources
105
LIST OF FIGURES AND TABLES
106
List of Figures
107
List of Tables
108
06
PROJECT FRAMING
M.A. FINAL PROJECT
PROJECT FRAMING
SUBJECT OF STUDY
In this project, new approaches to innovation were explored in a
watch department in order to address technological advancements
that impact the entire watch industry.
PROBLEM STATEMENT
In 1980s, Swatch Group successfully redefined two separate industries, changing the role of the
watch from timepiece to functional fashion accessory. With the rapid development of technology
and the relentless rise of smart devices, the watch industry is in the midst of a significant societal
evolutiononly this time, resurgence is harder to come by. Increasingly, people are questioning
the need for watches as technological advancements popularize personal digital devices as a new
type of accessory. With these devices incorporating and superseding the functionality of the
traditional watch, offering consumers a more dynamic product, the growth and survival of the
watch industry is being threatened. In order to address the changes impacting the watch industry,
watch departments such as the one at W, Inc. need to engage in a re-evaluation of the current
frameworks for design and innovation, and also re-examine the purpose and value proposition of
the department in the context of the current marketplace.
TARGET AUDIENCE
For the purpose of research and confidentiality, the client company in this project was referred to
as W, Inc. The target audience for this project was the watch department at W, Inc., with its target
and potential customers as the end-line beneficiaries.
Primary audiences: watch designers in the watch department at W, Inc.
Secondary audiences: leaders in the watch department at W, Inc.
PURPOSE OF PROJECT
The focus of this project was to explore new approaches for the W, Inc. watch department using
existing design management methods to integrate the advancements of new technologies through
the case study of W, Inc. By seeking to identify a framework, the researcher also explored how
watches can be reinvented in a more responsive way to meet the expectations of the marketplace
while upholding the W, Inc. brand.
08
M.A. FINAL PROJECT
PROJECT FRAMING
SCOPE OF PROJECT
SIGNIFICANCE TO DESIGN MANAGER
The scope of this project was to directly engage with watch users and non-watch users,
mainly in Dallas, TX, and with people in watch professions, mainly those employed in
the W, Inc. watch department. This project was completed within 10 weeks from
September 15, 2014 to November 13, 2014 through research, analysis and
development of a new framework for the W, Inc. watch department, as well as prototype
testing. This project entailed observing and studying the W, Inc. watch department,
researching technological advancements and new approaches to innovation, and
assessing the current attitude and opinions of watch users and non-watch users. This
project didnt include in-depth study of other companies beyond W, Inc. or other
company departments outside of the watch industry. Though technological
advancements were studied, the researcher did not pursue development or prototyping
of technologies, focusing instead on creative approach and processes.
The subject of this project is what the researcher is passionate about as a watch
designer. This project is beneficial for establishing a more creative environment in the
watch department at W, Inc., where the researcher is currently working. Through this
project, the researcher is prepared for the next step of her career: becoming a design
manager with understandings and strategic visions applicable to both the companys
designs and business.
SIGNIFICANCE TO THE DESIGN MANAGEMENT FIELD

The researcher can contribute to the field of design management through this project
by raising awareness of how the values of the discipline are capable of bridging design
and business, enhancing the approach to strategic planning and leading to market
success. It is also a case study for these traditional industries, especially the watch
industry, to reference and be inspired byproviding approaches to innovation from a
strategic point of view in both design and business.
09
PROJECT POSITIONING
M.A. FINAL PROJECT
PROJECT POSITIONING
OPPORTUNITY STATEMENT
Several opportunities existed in this project through the exploration of new
approaches to innovation in the watch department at W, Inc.:
Act as a guideline for designers and design managers to create
innovations in a strategic way
Raise awareness of the impact of technologies on the watch industry
and embrace the challenge within business strategies
Aid in establishing a more creative environment in the watch
department at W, Inc.
Bigger picture benefits:
Prepare the watch designers and leaders in the watch department at W,
Inc. for future challenges of the industry
Inspire other companies in the watch industry or other traditional
industries to create strategic innovations for business success
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M.A. FINAL PROJECT
PROJECT POSITIONING
MARKET ANALYSIS
COMPETITORS
Currently, W, Inc.s business is greatly impacted by technological devices,

including the rise of the smart watch. This has forced the company to
re-evaluate its business strategies and re-consider the smart watch market.
In 2014, the company announced publicly its partnerships with
technological companies such as Google and Intel to explore in wearable
technology market.
TECH
NOL
OG
Y
SWATCH
GROUP
APPLE
CITIZEN
HOLDINGS
C
S
NIE
PA
OM
W, Inc. is a global company based in U.S. that specializes in the design and
marketing of lifestyle and fashion accessories. Rooted in fashion watches,
the companys in-house brands, as well as many licensed brands, have been
built and developed over the course of 30 years. In terms of affordability and
the innovative use of materials, W, Inc. has established its market share in
the watch industry. Tracked back to 2002, the watch professionals in W,
Inc. tried to develop a wrist PDA. The prototype won a PC Magazine Award at
Comdex, though the watch was never a success.
WA
T
ABOUT W, INC.
ERS
K
MA
H
C
SAMSUNG
GROUP
SEIKO
HOLDINGS
CORPORATION
W, INC.
PEBBLE
TECHNOLOGY
MOVADO
GROUP, INC.
LVMH
GROUP
GOOGLE
Figure 2. W, Inc.s competitors. Shan Lins image.
12
M.A. FINAL PROJECT
PROJECT POSITIONING
MARKET ANALYSIS
ABOUT COMPETITORS
Apple
Apple is an American corporation that designs and markets consumer electronics,
computers and services. The innovative and user-friendly designs and unique services
make Apple stand out from competitors, encouraging customer loyalty on a global scale.
With the release of Apple Watch in 2014, Apple officially entered the watch industry.
Samsung Group
Samsung Group is a global technology company specializing in consumer electronics.
With its success in the smart phone industry, Samsung began integrating the same
technologies into watches in 1999. However, the company is still looking for a successful
solution in wearable technology.
Google
Google is a global Internet company that emerged from a search engine. Within 10 years,
the company has successfully expanded its business into all kinds of Internet-related
services and products, including smart phones and smart watches. However, its business
strategies for smart watches focus on the software instead of the hardware. In 2014,
Google launched the operating system Android Wear especially for smart watches. The
system has been integrated into Moto 360 by Motorola and Google.
Pebble Technology Corporation

Pebble Technology Corporation is a technology company that is recognized by the
incredibly successful funding of its smart watch Pebble on Kickstarter in 2012. The
Pebble smart watch is designed to connect smartphones using Bluetooth. This success
makes technology companies and watchmakers alike realize the market potential in
wearable technology.
Movado Group, Inc.

Movado Group, Inc. is a global fashion watchmaker that designs and develops four
in-house and six licensed brands. The companys strategy is focused exclusively on
watches at a higher-end price points. Its business is greatly impacted by the rapid
growth of smart watches.
Citizen Holdings
Citizen Holdings is a Japanese global corporate group that is one of the worlds largest
watch design companies and manufacturers. With an in-house manufacturing
capability, the company has developed many innovations, such as Eco-drive watches
that are powered by solar panels.
Swatch Group
Swatch Group is the largest watchmaker in the world, encompassing 18 brands ranging
from basic to luxury. The group was reorganized by the launch of the Swatch brand
watch in 1983. With the redesigned construction and stylish appearance, Swatch
brand watches redefined the product type as affordable fashion accessories.
Seiko Holdings Corporation

Seiko Holdings Corporation is a company based in Japan that specializes in designing
and manufacturing watches, electronic devices, system solutions and other business.
As a watch company that has its own production capabilities, Seiko created several
revolutions in the watch industry, including introducing the first quartz watch in 1969.
LVMH Group
Possessing more than 60 high-end brands, LVMH group is a worldwide luxury goods
conglomerate. Beginning with fashion and leather goods, the group expands its
business into watch, jewelry, perfume, cosmetics, wines and other sectors.
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M.A. FINAL PROJECT
PROJECT POSITIONING
ZAG STEPS
STEP 1:
Who are you?
A design facilitator who is passionate about watch design and dedicated to W, Inc.s
business growth.
STEP 2:
What do you do?
The researcher facilitates the innovation process with a strategic toolkit in the watch
department at W, Inc. to integrate technologies that will satisfy both the needs of
society and the business.
STEP 3:
Whats your vision?
Through this project, the researcher aims to raise awareness of the great impact of
technologies on the watch industry in the watch department in W, Inc. and provide new
approaches that facilitate watch designers and design managers in creating innovations
with technological advancements. This process intends to aid W, Inc. in becoming the
leader of the niche market by bringing technologies into fashion accessories.
STEP 4:
What wave are you riding?
In the current markets, wearable technologies are mostly launched by technology

companies as opposed to fashion companies. As the pioneer in responding to the
challenge at hand, W, Inc. needs a well-planned strategy. This project prepares the W,
Inc. watch department for this competition.
STEP 5:
Who shares the brandscape?
Apple, Google, Samsung and Pebble.
STEP 6:
What makes you the only?
This is the only project that focuses on exploring new approaches for facilitating the
innovation processes with technological advancements in the watch industry. It will
encourage watch designers to create products in a more responsive way to satisfy both
the needs of society and the business. It also can be customized by target audiences
so as to be suitable for each design team.
Figure 3. ZAG steps 1-6. Shan Lins image.
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M.A. FINAL PROJECT
PROJECT POSITIONING
ZAG STEPS
STEP 7:
What should you add or subtract?
The strategic toolkit has to add instructions and suggestions for these three
approaches to help the designers and leaders use the package in a more effective way.
It should subtract the wordy description of each approach because designers prefer
visual presentations.
STEP 8:
Who loves you?
Designers and leaders in the watch department at W, Inc. will appreciate the benefit
of this strategic toolkit. The senior managers will also support this project which will
help to develop innovations that drive the business.
STEP 9:
Who is the enemy?
Designers and leaders who are afraid of changing and trying new approaches
STEP 10:
What do they call you?
Three Jumps: A strategic toolkit for innovation
STEP 11:
How do you explain yourself?
Three Jumps is a strategic toolkit that facilitates the innovation processes by

supporting the strategic visions of designers and leaders, improving communication
and collaboration, and offering toolkits for strategic evaluation.
Motto: Just jump and you will unfold your wings to fly!
STEP 12:
How do you spread the word?
This strategic toolkit for innovation will be distributed from the watch department in
W, Inc. to other design departments at W, Inc. and from W, Inc. to other design
companies. The concept will be spread and pitched through social media and
design-related websites.
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M.A. FINAL PROJECT
PROJECT POSITIONING
ZAG STEPS
STEP 13:
How do people engage with you?
A booklet will be available to help designers and leaders understand this strategic
toolkit. An interactive website will be created for easy accessibility. Designers and
leaders can also download the digital version of the introduction booklet from the
website.
STEP 14:
What do they experience?
Designers and leaders will be provided with new design approaches to facilitate their
innovation process. They will gain a strategic vision, experience more efficient
collaboration and have a toolkit to strategically evaluate ideas and products.
STEP 15:
How do you earn their loyalty?
The users can ask questions and give feedback on the website. In this way, Three
Jumps can be improved and enhanced to earn users loyalty.
STEP 16:
How you do you extend
your success?
Once Three Jumps is established in the watch department in W, Inc., it will be offered
to other design departments in W, Inc. Three Jumps will be adapted for use in other
design companies.
STEP 17:
How do you protect your
portfolio?
Three Jumps can be protected by the copyright law once it is published.
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M.A. FINAL PROJECT
PROJECT POSITIONING
POSITIONING
Figure 6. 2X2 axis chart for market positioning. Shan Lins image.
2x2 AXIS CHART
TIMELESS
Data collected from secondary research and online

surveys demonstrates the four elements most valued
by the watch customers: price, style, function and
sustainability. This researcher utilized 2x2 axis charts
to analyze the market position of W, Inc. and discover
current opportunity in terms of the four important
elements.
LVMH
GROUP
PRICE
EPHEMERAL
SUSTAINABILITY
APPLE
MOVADO
GROUP, INC.
LUXURY
TIMELESS
SAMSUNG
GROUP
SWATCH
GROUP
W, INC.
AFFORDABLE
TECHNOLOGICAL
SEIKO
HOLDINGS
CORPORATION
GOOGLE
PEBBLE
TECHNOLOGY
CITIZEN
HOLDINGS
AFFORDABLE
LUXURY
TRADITIONAL
INNOVATIVE
GOOGLE
FASHIONABLE
STYLE
SEIKO
HOLDINGS
CORPORATION
TECHNOLOGICAL
CITIZEN
HOLDINGS
APPLE
TRADITIONAL
FUNCTION
INNOVATIVE
SAMSUNG
GROUP
Summary: Most watchmakers approach their watch

business in terms of the traditional market, focusing
on the watch as a timepiece or fashion accessory,
while technology companies develop smart watches
with innovative functions but technological
appearance. There is a niche market yet to be
explored where fashion meets innovation.
W, INC.
SWATCH
GROUP
PEBBLE
TECHNOLOGY
MOVADO
GROUP, INC.
OPPORTUNITY
LVMH
GROUP
EPHEMERAL
FASHIONABLE
17
M.A. FINAL PROJECT
PROJECT POSITIONING
VALUE PROPOSITION
ONLINESS STATEMENT
For designers and design managers in the W, Inc. watch
department who need to create innovative products
in response to technological advancements, the
project provides a strategic toolkit with three
approaches for facilitating the innovation processes
in order to integrate technological advancements
into the companys business strategy.
We do this by observing and studying the current approaches
and design process of the W, Inc. watch
department, researching technological
advancements and new approaches to innovation,
and assessing the current attitude and opinions of
watch users and non-users.
Unlike the existing approaches in the W, Inc. watch
department and other watch companies, the
strategic toolkit will focus on facilitating
innovations with technological
advancements through the sessions of strategic
vision, collaboration and evaluation. It helps to
establish a creative environment, encourage
communication and collaboration in the watch
department at W, Inc. and create innovations that
satisfy needs of society and the business. It also
can be customized by the target audience so as to
be suitable for each design team.
This is the only strategic toolkit that facilitates the innovation processes with technological
advancements through sessions of strategic vision, collaboration and evaluation for designers
and leaders in the W, Inc. watch department who need to create innovative products to
satisfy both needs of society and the business when the watch industry has been greatly
impacted by the wearable technologies.
WHAT:
The only strategic toolkit
HOW:
that facilitates the innovation processes with technological advancements

through sessions of strategic vision, collaboration and evaluation
WHO:
for designers and leaders
WHERE:
WHY:
WHEN:
in the W, Inc. watch department

who need to create innovative products to satisfy both the
needs of society and the business
when the watch industry has been greatly impacted by
wearable technologies
18
RESEARCH PLANNING & SYNTHESIS
M.A. FINAL PROJECT

ECOLOGY
RESEARCH SPACE
ECONOMY
TECHNOLOGY
ECOSYSTEM MAP
WATCHES
F
A
S
H
ION
AC
Csikszentmihalyi (1997)
Dorst/Cross (2001)
Johansson (2006)
Lockwood (2006)
Osterwalder/Pigneur (2010)
Schensul/Schensul/Lecompte (1999)
ERS
NSUM NEEDS
CO
CONSUMER
LL
Y
TIM
EK
ORY
SS
E
C
COLLE
CTI
ON
/
PHYSICA
LLY
WATCH
DESIGN MANAGEMENT
Figure 7. Ecosystem map of research space. Shan Lins image.
IAL CONSUME
ENT
R
T
PO
R
PE
EE
NEW
APPROACHES
TO INNOVATION
WEA
RAB
LE
P S Y C H O LO
CONSUMER
Eyal/Hoover (2013)
Levine (1996)
Lukas/Whitwell/Heide (2013)
Sholtzclaw (2009)
GIC
ON
TCH C SUMER
WA
T
MEN
EST
V
IN
GY
OLO
HN
EC
LEA DERS
RECYCLE
Cummins (2010)
McCrossen (2013)
Rondea (2006)
Thompson (2014)
ES
TCH D IGNERS
WA
WATCH
DEPARTMENT
AT W, INC.
TECHNOLOGY
VALUE
ASSOCIATION
DIS
Charitou/Markides (2003)
Donz (2014)
W, Inc. (2006)
Jeannerat/Crevoisie (2011)
Kim/Mauborgne (1999)
Moore (2014)
Martin (2009)
Neumeier (2007)
Tajeddini/Trueman (2010)
PRODUCT
SUSTAINABILITY
ILITY
RAB
DU
BUSINESS
Gallup (1977)
Luchs/Naylor/Irwin/ Raghuathan (2010)
Luo/Bhattacharya (2006)
OCIATION
ASS
This project focused on the

subject of watches,
technologies, consumers
and the watch department
at W, Inc. An ecosystem
map has been employed to
show the research space of
this project and the
positions and relationships
of these subjects within the
context of economy, society
and ecology.
CONTEXT
Clark (1985)
Kim (2012)
Klein (1996)
Shim/Varshney/Dekleve (2006)
Taylor (2010)
SOCIETY
20
M.A. FINAL PROJECT
RESEARCH METHODOLOGY
In this project, the researcher sought to identify business opportunities for
the W, Inc. watch department through both primary and secondary research.
The main research methodology for this project was a case study of the W,
Inc. watch department with ethnographic and participatory lens.
The methodology was appropriate for this project because the researcher
works within the W, Inc. watch department, which enables direct access to
the culture of innovation in W, Inc. and affords an inside-out, ethnographic
lens through which to view new opportunities. In order to contribute to and
lead the transformation of the watch department at W, Inc., participatory
research was also appropriate for this project. A case study of the W, Inc.
watch department set a boundary for this project without studying the entire
watch industry, allowing the researcher to manage and complete the project
within a limited amount of time.
RESEARCH ACTIVITIES
Secondary research was conducted into nine competitors from both the watch
industry and the technology industry.
An online survey was conducted from September 15, 2015 to October 4, 2014
using Google Forms.
Face-to-face interviews were conducted with watch professionals, watch users and
non-users from September 16, 2014 to October 7, 2014 in Dallas, TX.
Cultural probes were conducted with watch users and non-users in the form of
watch diaries from September 16, 2014 to October 7, 2014.
Participatory observations were conducted in the watch department at W, Inc.
from September 16, 2014 to October 7, 2014.
21
M.A. FINAL PROJECT

MAIN RESEARCH QUESTIONS
How might design management methods be used for
innovation in the W, Inc. watch department in order to
integrate new technologies on the market into their business
strategy?
SUB RESEARCH QUESTIONS
1. What has influenced the evolution of watches throughout history?
What were the historical stages when watches were reinvented?
What was the cultural influence for each evolution?
What were the association/disassociation factors of each evolution?
How were these watch re-inventions diffused and adopted?
2. What are the needs of W, Inc.s watch customers?

What are peoples current perceptions of watches?
What is the status of watch ownership?
What are consumers motivations for watch purchase?
How are watches related to peoples lives?
What products have similar functions to watches?
3. What is the culture of innovation in the W, Inc. watch department?

What is the history of W, Inc.s watch design culture?
What are the current frameworks for innovation in the W, Inc. watch department?
What are the current design methods and processes for innovation in the W, Inc.
watch department?
What do the members of this group perceive as opportunities?
4. How have technological advances impacted the watch industry?

How have technological advances changed people's behaviors and lifestyles?
How do these technological advances impact W, Inc.s watch business?
What actions does the watch industry, including W, Inc., take to respond to these
advancements of technology?
5. What are the approaches of innovation that the W, Inc.s watch

department can learn from and be inspired by?
What are the frameworks that other watch companies use for innovation?
What are the design methods and processes for other products such as cellphones
that have been successfully innovated?
What approaches are suitable for W, Inc.s watch department to facilitate the
innovation processes?
22
M.A. FINAL PROJECT

DATA COLLECTION METHODS
SUBJECTS
Participants included watch designers and leaders in W, Inc.s watch
department, watch users and non-users.
Online Survey: There were a total of 37 participants who took this survey,
including 22 watch users and 15 non-users.
Interviews: There were nine people who agreed to face-to-face interviews,
including four watch professionals, three watch users and two non-users.
DATA COLLECTION METHODS
PROCESSING OF DATA
Research data was collected by note-taking, photographing, audio recording, videoing,
and sketching. All data was compiled on a working wall throughout the research process
in the forms of print-outs, photos and post-it notes. When the research was completed,
the researcher affinitized the data to look for patterns and relationships of all elements.
ANALYSIS OF DATA
The research created various visual models, including a word cloud, an affinity map, a
sequence model, a SWOT analysis, and a journey map, which served to organize and
re-structure the research data.
Qualitative data was collected via:

Face-to-face interviews to discover the real needs of the customers and
the watch department at W, Inc.
Cultural probes to understand the interactions and connections
between watches and both watch users and non-users.
Participatory observations to understand the design process and the
approaches to innovations in the watch department at W, Inc.
AFFINITY MAP
WATCH
PROFESSIONALS
DESIGN
PROCESS
SEQUENCE MODEL
SWOT ANALYSIS
WORD CLOUD
JOURNEY MAP
WATCH
CUSTOMERS
An online survey to help identify the consumers and current market

climate.
Figure 8. Chosen visual models for analyzing each research subject. Shan Lin's image.
23
M.A. FINAL PROJECT

RESEARCH SYNTHESIS
WORD CLOUD
WATCH USER
OF PEOPLES CURRENT
PERCEPTION OF WATCHES
A word cloud was utilized to
visualize peoples perceptions of
watches and compare the
similarities and differences
between perceptions from watch
users and non-users based on
data from the online survey.
GIFT
TIMEPIECE
ART
JEWELRY
FASHION ACCESSORY
STATUS SYMBOL
OLD FASHION
HERITAGE
FUNCTIONAL WEARABLE
FINDINGS:
TRADITION
TIMEPIECE
FASHION ACCESSORY
WATCH
NON-USER
MEMORY
JEWELRY
ART
HERITAGE
FUNCTIONAL WEARABLE
OLD FASHION
USELESS PRODUCT
STATUS SYMBOL
GIFT
HERITAGE
STATUS SYMBOL
TRADITION
TIMEPIECE
OLD FASHION
FUNCTIONAL WEARABLE
ART
FASHION ACCESSORY
MEMORY
GIFT
JEWELRY
HE
People commonly
perceive watches as
timepieces and fashion
accessories. Compared
to watch users,
non-users have broader
perceptions of watches.
TRADITION
USELESS PRODUCT
TC
PERCEP
O
N
TIO
FW
Figure 9. Word cloud of peoples current perception of watches. Shan Lin's image.
24
M.A. FINAL PROJECT

RESEARCH SYNTHESIS
Wear a watch and check time.
Check time during work.
Check time when leaving home.
Check time to see if it is time to leave.
Check time when driving.
JOURNEY MAP
Check time and leave.

Check time while driving.
Check time when get to the office.
OF WATCH USERS
INTERACTIONS WITH
WATCHES IN A DAY
Check time and get ready to cook dinner.
Sit down at the desk and check time.
Finish cooking and check time.
Check time after working a while.
Based on data from the cultural

probes in the form of watch
diaries, the researcher was able
to analyze the behaviors of
watch users by creating a
journey map.
Check time and clean the kitchen.
Check watch while waiting for some

program to run at work. Find the date
is wrong, take off the watch and adjust
the date.
Check time and go out.

Check time while driving.
Check time and go home.
Take off watch
before taking a
shower.
Check time and go to lunch.
6 am
7 am
8 am
9 am
10 am
11 am
12 pm
1 pm
2 pm
3 pm
4 pm
5 pm
6 pm
7 pm
8 pm
9 pm
10 pm
11 pm
FINDINGS:
Watch users tend to

check watches for time
when they change
locations, such as
leaving home for work or
driving home.
Take off watch when get home.
Check time at lunch break.

Check time before having meeting.
Check time when driving home.
Check time when get to the office.

Check time when leaving home.
Look at the design of case and bezel while taking a break.

Check time after finishing most of the work.
Wake up and wear a watch.
Figure 10. Journey Map of watch user interactions with watches in a day. Shan Lin's image.
25
M.A. FINAL PROJECT

RESEARCH SYNTHESIS
JOURNEY MAP
OF A NON-WATCH USERS
INTERACTION WITH A WATCH
IN A DAY
Non-watch users have far

less interactions with
watches. They check
watches for some reasons
other than telling time. They
are not comfortable with
wearing a watch.
Get home. I take off the

watch and put it back to
my drawer.
Sit down on my desk. Look at the

watch and realize the date is wrong.
I get a little annoyed and correct the
date.
One non-watch user who participated

in the cultural probe research was
asked to wear the provided watch
over the course of one day and write
a watch diary based on the
experience. The resulting journey
map shows the non-watch users
interaction with a watch in a day and
includes the frequency data of the
watch users interactions with
watches for comparison.
FINDINGS:
Get bored. Roll over the

sleeve. Look at the watch.
It is a nice looking watch.
About to leave home for work.

Remember about the watch
diary task so I put on the
watch.
It hits on the desk while I am typing.

Annoying. I want to take it off but I
have to complete this task. I roll
down my sleeve and cover over the
watch.
6 am
7 am
8 am
9 am
10 am
11 am
12 pm
1 pm
2 pm
3 pm
4 pm
5 pm
6 pm
7 pm
8 pm
9 pm
10 pm
11 pm
26
Figure 11. Journey map of a non-watch users interaction with a watch in a day. Shan Lin's image.
M.A. FINAL PROJECT

FINDINGS:
RESEARCH SYNTHESIS
BRAND IMAGE/
BUSINESS GOAL
SEQUENCE
MODEL
OF THE DESIGN PROCESS IN

THE WATCH DEPARTMENT AT
W, INC.
To understand the current
design innovation approach and
process in the watch department
at W, Inc., research data was
collected via participatory
observation and interviews, and
was presented in the form of a
sequence model. This visual
model shows the steps of the
design process and the
relationships of these key
subjects. The gaps in the design
process are also identified in the
model.
Designers have difficulty integrating innovative elements into designs within the brand
image.
Ideas have to undergo multiple rounds of revision in order to gain the approval of design
managers. There is a communication breakdown between designers and leaders in the
watch department.
Communication between designers and engineers from the factories are not efficient,
which leads to many cycles between the process of reviewing and sampling. This also
results in wasting resources by creating a lot of dummy watch samples.
STORY
CREATION
INSPIRATION
RESEARCH
IDEATION
STORY
FINALIZATION
SAMPLE
RECYCLE
REVIEW
SAMPLE
MANUFACTURE
DELIVERY
Figure 12. Sequence Model of the design process in the watch department at W, Inc. Shan Lin's image.
27
M.A. FINAL PROJECT

STRENGTHS
WEAKNESSES
RESEARCH SYNTHESIS
SWOT ANALYSIS
OF THE CURRENT APPROACH

TO INNOVATION IN THE WATCH
DEPARTMENT AT W, INC.
In order to explore new approaches, it
is necessary to understand and analyze
the current approach to innovation in
the watch department at W, Inc. The
visual model, a SWOT analysis, was
employed to help create insights based
on the research data from participatory
observation and face-to-face
interviews.
FINDINGS:
Collaborations in the watch
department at W, Inc. can be
improved to optimize the
design process for innovations.
Inspiration resources can be
broadened to have more
perspectives on the
innovations.
W, Inc. has been developing and growing in the watch

industry over the past 30 years. The company has great
recourses from the design teams and the partnerships
with vendors and retailers.
W, Inc. has many talented designers and design leaders
to support the business.
Designers work individually by projects. Collaboration is

weak in the watch department at W, Inc.
Inspirational resources for innovations are limited. Most
of the inspirations are the details, materials, and colors
of products in the watch industry and other industries.
W, Inc. has established a strong brand image that is

well-known globally.
There are communication breakdowns between

designers and engineers, between designers and design
leaders, and between design teams and business teams.
Innovations are valued and needed in the watch

department at W, Inc. to elevate the brand image,
expand the business and create profits.
Many new watch companies have emerged in the market

of smart watches.
Responding to the impact of technological

advancements in a timely way, W, Inc. may become the
leader of the niche market by bringing technologies into
accessories.
A new approach to innovations with evaluating the
needs of the society and the business will be greatly
beneficial for the companys market growth and
success.
Many technology companies with great resources and

knowledge of technologies have developed smart
watches for several years.
Watch customers are not confident about the wearable
technologies in the market.
OPPORTUNITIES
THREATS
Figure 13. SWOT analysis of the current approach to innovation in the watch department at W, Inc. Shan Lin's image.
28
M.A. FINAL PROJECT

Mr. C.
RESEARCH SYNTHESIS
AFFINITY MAP
OF THE DESIGNERS AND
LEADERS IN THE WATCH
DEPARTMENT AT W, INC.
An affinity map was created with

quotations from the interviews to look for
patterns and gain deeper insights of the
target audiences. This visual model also
helped create personas for this project.
FINDINGS:
Watch designers have difficulties in
designing a watch that is innovative yet
appropriate for the brand image.
Communication between watch designers
and engineers from the factories is one of
the key factors for successful innovations
in the design process.
Focusing on the materials, colors and
constructions of watches is the current
approach to innovation in the watch
industry.
Watch professionals are aware of the
opportunities in wearable technology, but
they hesitate to embrace the idea of
integrating these technologies into
watches at this moment.
A watch is a crystal clear

and easiest place on the body
to deliver small segment of
information quickly. There is
no other place on your body
that has a flat surface can
deliver a very concise bit of
information very well...Watch
is losing its emotional aspect
because of the technology.
Mr. C.
PERCEPTION OF
WATCHES
Before I became a watch

designer, a watch was just
another thing to tell the time. It
was something that most people
had. Once I started to design
watches, it became very
different. I realize it is a piece
of jewelry or fashion that also
tells time. Aaron D.
Designers have to consider

the ease of use in general
understanding. When I see
designers try to re-invent how
time is told such as using the
LED light in the dial to tell
time. These defeat the whole
clumsiness and the emotion
of a watch. Mr. C.
DESIGN CRITERIA
It is difficult to design and

explore innovations within the
box that contains the brand
image You have to choose
those that fit into the story of
the brand. For example, we
looked into the digital watches
before. It just could not align
with our brand image and the
lifestyle that we were
promoting. Aaron D.
...a watch is an expression of

ones personal style. It is a
fashion accessory. Kaspar H.
A watch should be functional,
beautiful with a meaningful
story behind it. Kaspar H.
A watch is a time telling piece
and also an accessory. Ms.
W.
Getting the right concept

direction is the most difficult
part. Ms. W.
Leader in the watch

You start with thousands
of ideas and then you
wash out the idea through
review and discussion
about what the key
elements are. Then we
consider what is real now.
That last step is to make a
cohesive story Mr. C.
DESIGN PROCESS
First we start with research

includes fashion trend, watch
trend and the needs of the
brandsWe look for innovations
in fashion world. We can
corporate these innovative
details in a watch in a
sustainable way.Aaron D.
We communicate with our

factories through emails and
video conferences, but it is not
efficient. The most innovations
happen when you and the
representatives from the
factories are in the same
room. Kaspar H.
The next step is sampling. We

will go three rounds of
sampling, sample review and
refining the design to finalize
the product before
manufacturing. Ms. W.
The definition of watches

was really emotional that is
why people hand down their
watches to the next
generations. Mr. C.
Aaron D.
Watch designer in the

watch department at
W, Inc.
Kaspar H.
Watch designer in the

watch department at
W, Inc.
We define our products by

considering the 5Cs:
Consumers, Context,
Convenience, Convergence
and Community. Mr. C.
Ms. W.
Watch designer in
other watch company
I personally think the

smart watches are the next
generation watches, but the
question is how. Mr. C.
UNDERSTANDING
OF CUSTOMERS
APPROACH
TO INNOVATION
RESPONSE TO
WEARABLE TECHNOLOGY
Our target customers are more

defined by their attitudes,
lifestyles or the ways of thinking
about the world...Our products
will make her thinking she is
special. Aaron D.
We talk about innovations and

technologies in a lot of different
perspectives such as materials,
constructions, finishing, plating
and design details A lot of
innovations in our brand come
from new materials or new
constructions. Aaron D.
Now, every brand sees the

opportunity with wearable
technology.... It is not a big
deal that fashion brands come
up with the first smart watches.
They dont want to be the first;
they want to be the ones that
create pretty or more
fashionable versions for those
people who want to have smart
watches but dont want to be
seen as geeks or nerds.
Aaron D.
...design should always move

people forward, always improve
their life. Kaspar H.
I want to design watches that

make people feel good about
themselves...Our target
customers are mainly those who
live the USA or believe in
American products because our
brand is all about Made in USA,
so if people embrace this idea,
they will be big fans of our
brand. Ms. W.
The final outlook of the

product should reflect all
these ideas in the initial
design brief in terms of
colors, materials as well as
the form design.
Kaspar H.
We create innovations in details

focusing on materials, colors and
constructions. Ms. W.
Most of them have streamlined

forms. They are not stylish.
Kaspar H.
I can see a lot of people

buying smart watches. But the
technology is not there yet...It
could be a direction. I dont
think it is a priority. We dont
want to compete with Apple
Ms. W.
Figure 14. Affinity map of the designers and leaders in the watch department at W, Inc. Shan Lin's image.
29
M.A. FINAL PROJECT

PERSONAS
Watch Designers of W, Inc.
SARAH WALLACE
27 years old
Single
Watch designer
Makes 56k a year
Lives alone in an apartment in uptown
Enjoys shopping and knitting
Uses Pinterest to look for inspirations
Favorite watch brand: Chopard
Cellphone: Samsung Galaxy Note 4
NEEDS
A new design approach to create innovation

Effective communication with the engineers from the factories
A deeper understanding of the needs of target customers
Knowledge of business
MOTIVATIONS
Believing the value of watches in the society

Getting to the next step in her career
Creating innovations
Seeing the future of wearable technologies in the watch industry
PAIN POINTS
NARRATIVE
Sarah loves watches. Having worked as a watch
designer for five years, she is still passionate
about designing watches, always looking for
innovative products in her daily life that can be
integrated into watches. Lacking business
knowledge, she always struggles to design a
watch that is innovative and also appropriate to
the brand image. She notices the rapid growth
of smart watches and recognizes that there are
opportunities in the area of wearable
technology. However, she doesnt know how to
integrate these technologies within the fashion
accessories. She needs a new approach to
explore the innovations.
Figure 15. Cocktails & Culture. Adapted from Flickr, Nan Palmero. Available under a
Creative Commons Attribution license. Copyright 2013 by Nan Palmero. Retrieved
from https://www.flickr.com/photos/nanpalmero/9961520225/in/photostream/
Passionate about creating innovative products, but find it difficult to

design products that are innovative and profitable
Compromise designs to business goals
Have to follow the design process and design directions from the
creative leaders
SATISFACTION POINTS
Working in largest watch company in the world
Having opportunities to design watches for multiple brands
Being recognized for her passion and creativity
30
M.A. FINAL PROJECT

PERSONAS
Leader in the watch department of W, Inc.
JOE PARKER
45 years old
Married
Brand manager in the watch department at W, Inc.
Background in design and business
Makes 120k a year
Lives in a house with families
Plays golf
Enjoys fishing and hiking
Knows how to repair watches
Favorite watch brand: Patek Philippe
Cellphone: iPhone 5s
NEEDS
A way to facilitate the innovation process for designers
Re-evaluating the true needs of target customers
Response to the challenges presented by technological
advancements
MOTIVATIONS
Confident with the value of watches in the society
Having a clear understanding of what W, Inc.s stakeholders expect
from the watch department
Creating another evolution for watches
Seeing the opportunities in wearable technologies
PAIN POINTS
NARRATIVE
Joe has been working in the watch industry for 20
years. He witnessed the emergence and the
explosion of the fashion watches. He knows smart
watches will be as impactful as the invention of
quartz movements, but he is not confident if this
is the right path for W, Inc. He is concerned about
how his teams can interpret this innovation to
achieve both design and business goals.
Figure 16. Portrait. Shan Lins image.
Under the pressure to create innovative products that drives the

business
Convincing buyers with the story and value behind each design
The responsibility of creating business profit
SATISFACTION POINTS
Having opportunities to collaborate with other companies
Supported by the talented design teams
Helping W, Inc. move forward to the next stage
31
M.A. FINAL PROJECT

Watch Designers of W, Inc.
DESIGN
RESEARCH
IDEATION
REVIEW
SAMPLE
PRODUCTION
Leader in the watch department of W, Inc.
DELIVERY
DESIGN PROCESS
BUSINESS
Figure 17. Journey map of designer and leaders activities in the design process. Shan Lin's image.
32
M.A. FINAL PROJECT

RESEARCH INSIGHTS
VISION:
Value: Designers and design leaders see the opportunities in wearable
technologies, but some have bias against the technology industry.
Resource: Designers and leaders have limited in resources and knowledge
in technologies.
COLLABORATION:
Designers: Designers work individually on projects instead of collaborating
with other designers.
Leaders: There is a communication breakdown between designers and
leaders, which results in inefficient design activities.
Engineers: In the current design process, the communication between
designers and engineers is not effective because engineers are not involved
in the creative process.
Professionals from other fields: Leaders in the watch department at W, Inc.
always focus on resources that are traditionally used in the watch industry.
EVALUATION:
Needs: The importance of watch customers needs are overlooked in the
process of innovation.
Story: Leaders struggle to create stories for watches that fit in the brand
story and attract customers at the same time.
Application: Designers have difficulty implementing innovative ideas into
designs within the brand image.
33
M.A. FINAL PROJECT

RESEARCH FINDINGS
AT A GLANCE
The visual map shows the key findings
and insights from the synthesis of
research data. The research findings
can be roughly categorized into three
key factors vision, evaluation and
collaboration that are important to
the design process in creating
innovations that strike a balance
between technologies and fashion
accessories.
VALUE
RESOURCE
DESIGNERS
LEADERS
ENGINEERS
PROFESSIONALS FROM OTHER FIELDS
VISION
COLLABORATION
TECHNOLOGY
INNOVATION
FASHION
ACCESSORY
NEED
STORY
EVALUATION
APPLICATION
Figure 18. Diagram of research insights. Shan Lin's image.
34
DESIGN OPPORTUNITIES AND CRITERIA, REFRAMING
M.A. FINAL PROJECT

OPPORTUNITIES
FOR DESIGN
Based on the insights, the
researcher listed the
possible design
opportunities for each
insight in order to sort out
the most important and
feasible opportunities for
this project.
VALUE
INSIGHT
HOW MIGHT WE
OPPORTUNITY
LEADERS
Designers and design leaders see the opportunities in
wearable technologies, but some have bias against the
technology industry.
How might we help designers and leaders keep open and
positive attitudes toward technologies in order to
successfully create innovations with technological
advancements?
There is an opportunity to help designers and leaders have
a deeper understanding of the value of technologies to the
watch industry and believe in and passionate about
wearable technologies through a structured workshop.
INSIGHT
There is a communication breakdown between

designers and leaders, which results in
inefficient design activities.
HOW MIGHT WE
How might we leverage designers design and

business thinking to the leaders?
OPPORTUNITY
There is an opportunity to reveal the value of

business thinking in the design process.
ENGINEERS
INSIGHT
RESOURCE
INSIGHT
HOW MIGHT WE
OPPORTUNITY
Designers and leaders have limited resources and

knowledge in technologies.
How might we expand the inspiration resources for
innovation?
There is an opportunity to create a resource sharing
platform for designers and leaders to exchange
inspirations for innovations.
HOW MIGHT WE
OPPORTUNITY
OPPORTUNITY
How might we leverage the engineers specialty

in the creative process?
There is an opportunity to help designers
collaborate closely with engineers and get
inspired from each other in the innovation
process.
PROFESSIONALS FROM OTHER INDUSTRIES
DESIGNERS
INSIGHT
HOW MIGHT WE
In the current design process, the

communication between designers and engineers
is not effective because engineers are not
involved in the creative process.
Designers work individually on projects, lacking

collaborations with other designers.
How might we facilitate the collaboration between
designers?
There is an opportunity to create team or group innovation
challenges for designers that will form a teamwork
environment.
Figure 19. Opportunities for design. Shan Lin's image.
INSIGHT
HOW MIGHT WE
OPPORTUNITY
W, Inc. has limitations in terms of resources for

and knowledge of technologies.
How might we integrate technologies into
watches without investments in technologies?
There is an opportunity to collaborate with
professionals from other industries to enable
greater innovations.
NEED
INSIGHT
The importance of watch customers needs

are overlooked in the process of innovation.
HOW MIGHT WE
How might we address customers needs in

terms of wearable technologies in the design
process?
OPPORTUNITY
There is an opportunity to create a channel

that enables designers to interact with and
understand their customers.
STORY
INSIGHT
HOW MIGHT WE
OPPORTUNITY
Leaders struggle to create stories for watches

that fit in the brand story and at the same
time attract customers.
How might we help leaders to create great
stories with consideration of business and
society?
There is an opportunity to create a guideline
for story creations that addresses both
business and society aspects.
APPLICATION
INSIGHT
HOW MIGHT WE
OPPORTUNITY
Designers have difficulty implementing

innovative ideas into designs within the brand
image.
How might we help designers be inspired to
create innovations that satisfy the needs of
both society and business?
There is an opportunity to create guidelines
for evaluating and sorting the best solution for
implementing inspirations into innovative
designs.
36
M.A. FINAL PROJECT
Include a toolkit for watch designers to create stories and evaluate

innovative designs by addressing both the needs of society and the business.
CUST
OM
IZA
BL
The prototype should:
Customize by target audiences so as to be suitable for each design team.
VISION
A NEW
APPROACH
Address and encourage collaborations during the design process.

Encourage designers and leaders to expand their resources for inspirations
and visions for innovation in this new approach.
CO
VE
ENSI
REH
MP
DESIGN CRITERIA FOR PROTOTYPE
EVALUATION
COLLABORATION
Be simple but comprehensive.

Be easily accessible for designers and leaders in the watch department at W,
Inc.
A C C ES SIBLE
Figure 20. Visualized design criteria. Shan Lin's image.
37
M.A. FINAL PROJECT

REFRAMING
SUMMARY:
The research, findings and insights were formed into three categories:
vision, evaluation and collaboration. These three elements became the key
factors in the design criteria for prototype development. The new approach
was developed by merging the three elements in a customizable,
comprehensive and accessible way for designers and leaders to create
profitable innovations by integrating technological advancements.
REFRAMING:
This project was not about what type of innovation can be created, it was
about how innovation can be created in a strategic way.
ADDITIONAL RESEARCH DATA:

To develop an effective approach, there may need to be a deeper discovery
of the working flow and needs of designers and leaders in the watch
department at W, Inc. More input from the leaders may be needed.
38
PROTOTYPE DEVELOPMENT AND TESTING
M.A. FINAL PROJECT

IDEAS
OPPORTUNITIES
VISION
PROTOTYPE IDEAS
IDEA 1
IDEA: A strategic visioning session
NEED
IDEA 1
A strategic
visioning session
DESIGNERS
GOAL: To leverage designers and leaders vision for business
IDEA 2
IDEA: A visual communication session
GOAL: To facilitate the collaboration between designers and engineers
IDEA 3
IDEA: An evaluation session for ideas/products
GOAL: To help designers and leaders design and plan product lines that
satisfy both the needs of the business and customers
STORY
IDEA 2
A visual
communication
session
IDEA 3
An evaluation
session
LEADERS
ENGINEERS
PROFESSIONALS
FROM OTHER INDUSTRIES
RESOURCE
APPLICATION
Figure 21. Relationship between ideas and opportunities. Shan Lin's image.
40
M.A. FINAL PROJECT

STRATEGIC VISIONING MAP OF __________________
EXPLORATION OF DIVERSE CONCEPTS

IDEA 1
A strategic visioning session can be used
whenever a new strategy is created or needed,
such as the new strategy for wearable
technologies in W, Inc. Leaders and designers
will complete the Historic Map and the Strategic
Visioning Map together, opening a fresh and
positive vision for a new strategy.
CAN
HOW
TOOL:
Strategic visioning maps inspired by the Grove
WE GET THERE?
WHERE ARE WE NOW?
WHERE DO WE WANT TO GO?
Historic Map
Strategic Visioning Map
HISTORIC MAP OF __________________
ASSOCIATIONS & DISASSOCIATIONS
INNOVATIVE
Unique/Different from
other products
START YEAR
PRESENT
TRADITIONAL
Similar to competitors
Figure 22. Historic map in Idea 1. Shan Lin's image.
Figure 23. Strategic Visioning Map in Idea 1. Shan Lin's image.
41
M.A. FINAL PROJECT

OPPORTUNITIES

IDEA 2
A subject-based visual communication session can be used
throughout each design development process. Designers and
engineers will communicate and share thoughts about the
target subject, such as an interesting new technology on the
shared SPOTS (Strength, Problems, Opportunities, Threats
and Solutions) Map.
TOOL: SPOTS Map inspired by SWOT analysis
SPOTS MAP OF
A SUBJECT
(A TECHNOLOGY
OR AN IDEA)
STRENGTHS
PROBLEMS
THREATS
SOLUTIONS
Figure 24. SPOTS Map in Idea 2. Shan Lin's image.
42
M.A. FINAL PROJECT

PRODUCT PYRAMID MAP OF ____________
A DAY IN THE LIFE OF ____________

2 PM
10 AM
12 PM
IDEA 3
An product-based evaluation session. To evaluate
an idea or innovation strategically, leaders and
designers are provided with this system that
includes three steps, the Product Pyramid Map (A
map that shows the brand image, value, customer,
emotional connection and product features), the A
Day in the Life Map (A map that helps designers
and leaders think in the customers role to evaluate
if the product fits the brand image of the target
customers leading to purchases and use) and the
Visual Value Proposition. This evaluation session
can be used by designers or leaders individually or
collaboratively.
4 PM
BRAND
IMAGE
8 AM
WHAT IMAGE OUR BRAND

WANT TO BE SEEN.
MOOD
VALUES
A Day in the Life Map

Visual Value Proposition
6 PM
6 AM
WHAT OUR BRAND
CAN PROVIDE TO THE SOCIETY.
4 AM
CUSTOMERS
2 AM
8 PM
12 AM
10 PM
WHO ARE INTERESTED IN

BUYING OUR BRANDS
PRODUCTS
Figure 26. A Day in the Life Map in idea 3. Shan Lin's image.
TOOL:
Product Pyramid Map inspired by Invitro
OUTFIT
EMOTIONAL
CONNECTION
PRODUCT
FEATURES
VISUAL VALUE PROPOSITION OF ________________

HOW OUR CUSTOMERS HAVE
EMOTIONAL CONNECTION
WITH OUR PRODUCTS
WHAT FEATURES OF
THE PRODUCTS
WE ARE PROVIDING
Figure 25. Product Pyramid Map in Idea 3. Shan Lin's image.
UNIQUENESS
BUSINESS
VALUE
CUSTOMER
INTEREST
1________
2________
3________
HOW TO FIT IN THE CURRENT STORY?

PROFITABLE MARGIN?
HOW DOES THIS UNIQUENESS ATTRACT CUSTOMERS INTERSECTS
Figure 27. Visual Value Proposition in Idea 3. Shan Lin's image.
43
M.A. FINAL PROJECT

PMI Method
The Plus, Minus, Interesting (PMI) method is used to
analyze the pros and cons of each idea in order to further
explore them for development into a final concept.
PLUS
MINUS
INTERESTING
IDEA 1
IDEA 2
IDEA 3
A strategic visioning session
A visual communication session
An evaluation session
Open up a vision (+4)

Build a design with business mindset for designers (+3)
Facilitate communication between designers and leaders
(+3)
Embrace changes and challenges (+4)
Ensure the technological feasibility of an innovation by

involving engineers in the creative process (+4)
More effective communication (+3)
Interactive and efficient collaboration (+4)
A strategic way to evaluate a product (+4)

Interactive (+3)
Customizable for each team (+3)
May be time-consuming (-3)

Leaders may fill the most of the map (-3)
Different interpretation for drawings (-3)

Need unlimited space for the map (-4)
Too many steps to complete (-4)

Time-consuming (-4)
Visualize the positioning of business (+2)

Collaboration between designers and leaders (+3)
Create less dump samples (+3)

Shorten the product development cycle (+4)
Create stories for products (+4)

Understand both business and customer needs (+4)
+13
+11
+13
Figure 28. PMI method for evaluating initial ideas. Shan Lin's image.
44
M.A. FINAL PROJECT

CHOSEN CONCEPT DEVELOPMENT
ANALYSIS
IDEA 1: A strategic visioning session
This approach will help keep the designers and leaders business vision open and encourage a
positive attitude and thinking toward changes and challenges. Opening up the vision of the designers
and leaders is an extremely important first step before the innovation process. With an open and
positive attitude, designers and leaders will establish a creative environment for innovations.
CONCLUSION
The three approaches are built upon the most important elements for
developing innovations: envision, collaborate, and evaluate. In order to help
designers and leaders innovation in an efficient and successful way, all of the
three approaches should be incorporated and utilized in the current design
process in order to create interruptive innovations.
IDEA 2: A visual communication session

This session is greatly beneficial in the product development phase within the design process. In the
current design process, engineers are always left out from the creative steps, including research and
ideation. They help the designers solve technical problems without understanding the stories and
evolution of the design, which results in back-and-forth communication and sampling. This session
will address the importance of involving engineers in the creative process and maximizing their
specialty in the innovation process, which will lead to more success, efficient communication and
collaboration between designers and engineers.
IDEA 3: An evaluation session

The session helps designers and leaders to evaluate a product, understand the customers and create
stories at the same time. Designers are always struggling to create innovations that fit with the brand
image. This is a great tool for designers to measure the feasibility of the product in the product line
and the brand story. This toolkit can be used anywhere in the design process during the beginning
phase of brainstorming an idea, during development of an idea, or when choosing products for the
final product line. It also can be used individually or in a group discussion session.
45
M.A. FINAL PROJECT

CHOSEN CONCEPT DEVELOPMENT
THREE JUMPS
THREE JUMPS
A strategic toolkit for innovation
A strategic toolkit
for innovation
How to use:
Plug these three approaches into the current
design process to facilitate the innovation
process in the watch department at W, Inc.
JUMP OUT
JUMP IN
to envision

for designers and leaders to
complete the Historic Map
and the Strategic
Visioning Map together
to evaluate
JUMP TOGETHER
to collaborate
A subject-based visual
communication session for
designers and engineers to
complete a product
development by completing
the SPOTS Map together
A product-based session to
help designers and leaders
evaluate ideas or products
strategically by completing
the Product Pyramid Map,
the A Day in the Life Map
and the Visual Value
Proposition.
Figure 29. Chosen concept map. Shan Lin's image.
46
M.A. FINAL PROJECT

CONCEPT TESTING WITH TARGET AUDIENCES
OVERVIEW
The researcher only tested the approach,
Jump Out to Envision, with two design
teams in the watch department at W, Inc.
due to the limited timeline of the project.
STEPS OF TESTING
STEP 1
PREPARE
Reserve the meeting room
Pin up the maps on a rolling board
Pens and Post-it notes
Feedback forms and consent forms
Snacks and drinks
STEP 2
INTRODUCTION
Briefly introduce the project
Designers and leaders sign consent forms
STEP 3
HISTORIC MAP
Use yellow Post-it notes to post three best products in the history of Team A
Use pink Post-it notes to write down three highlights of each product
STEP 4
STRATEGIC VISION MAP

Use yellow Post-it notes to post under the section where are we?
Use green Post-it notes to post under the section where do we want to go?
Under the section of Association/Disassociation, use blue Post-it notes to
post three associated factors (including advantages and resources) for
achieving the teams goal. We will use pink Post-it notes to post three
disassociated factors.
Group the notes of associations and dissociations to find out if there are any
disassociated factors that dont have a solution.
Post possible solutions for these left-out disassociated factors
TEST 1:
Time:
Monday, Oct. 27, 2014, 5:00 - 5:30 p.m.
Location:
A meeting room at W, Inc.
Testing subjects:
1 Designer and 1 design leader from Team A
TEST 2:
Time:
Tuesday, Oct. 28, 2014, 12:00 - 1:00 p.m.
Location: A meeting room at W, Inc.
Testing subjects:
4 designers and 1 design leader from Team B
STEP 5
STEP 6
TAKE-AWAYS
Share the take-aways from this strategic vision session
FEEDBACK FORMS
Fill out feedback forms
Figure 30. Photo of testing setup. Shan Lin's image.
47
M.A. FINAL PROJECT

PROTOTYPE TESTING RESULTS
OVERVIEW
The strategic vision session was well received by both design teams.
Designers and leaders appreciate how such interactive sessions help with
the design process and wanted more sessions held in the future. They felt
more confident and positive in achieving the design and business goals of
their brands.
Figure 31. Photo of testing 1. Shan Lin's image.
OBSERVATION
Designers took longer time to write down these visions than leaders.
Designers were not comfortable and confident with talking strategies and
visions in front of leaders.
Leaders tended to hold their opinions until designers expressed their
perceptions.
Figure 32. Photo of testing 2. Shan Lin's image.
Designers and leaders tended to write down more than one subject on one
Post-it note. Each step in each approach should be specified more clearly
to avoid misunderstanding.
The session took about 30-40 minutes.
Designers had difficulty in identifying the weaknesses or dissociations.
The 20 x 30-inch map was too small for the bigger team. The map
template should be customizable in terms of size and layout.
48
M.A. FINAL PROJECT

PROTOTYPE TESTING RESULTS
From the sharing section in the testing and the feedback forms, designers
and leaders gave valuable feedback and suggestions to help further develop
and improve the prototype.
Favorite part of this session?
Things you learned of this session.
Tell me about what you

think can be improved.
Post-it notes!
Importance of association and

dissociation exercise in problem solving
and long term strategy planning.
-Manali T.
Need some music in this

session!
-Manali T.
Being positive and confident.
Invite people from other

department such as sales and
brand teams.
-Soung B.
FEEDBACK
Leaders are very interested in this session and curious about the whole
package.
Every designer and leader found this session helpful in leveraging their
vision and understanding of the brand.
Mapping out the vision with Post-it notes was the favorite part of each
participant. They found it interactive and effective.
They appreciated the relaxing and creative environment that was created
with Post-it notes, hand-drawing maps, snacks and drinks.
Designers and leaders felt more confident to achieve the goals with
realization of associated factors they had through this session.
SUGGESTIONS
Playing music throughout the session for a more relaxing environment
Involving sales people in this session to add perspective from a business
point of view
For the Historic Map, leaders suggested choosing three products randomly
from all the products in the history to understand the brand, allowing
analysis of both successful and unsuccessful products
-Manali T.
See what is our strength and

advantages.
-Susan S.
-Soung B.
View everyones opinions visually to
better understand how they view
the brand.
-Soung B.
Rearranging association and
dissociation sticky notes to find a
solution.
-Jon R.
Discussing our thoughts and
sharing opinions openly.
-Nick M.
Knowing what we have and dont have.

-Soung B.
Realizing that we actually do have the
capabilities and resources to get to
where we want to be.
- Michael F.
We have the tools to get where we want

to go and conquer our weaknesses.
- Aaron D.
It is interesting to evaluate
what other watches we had in
the past. Not only the best
sellers.
-Aaron D.
Most innovative watches may
not be the best sellers. I would
like to see other watches on the
historic map.
-Manali T.
49
M.A. FINAL PROJECT

VALIDATION
FINAL DIRECTION FOR PROTOTYPE
The positive testing results showed the value and opportunity of the strategic
toolkit. The design direction of the prototype will be similar with some small
revisions in details. The final prototype will be a strategic toolkit that
contains three approaches to innovations including Jump Out to Envision,
Jump Together to Collaborate and Jump In to Evaluate. Each approach
will be provided with customizable tools and comprehensive instructions.
The strategic toolkit will be presented and shared on a website for easy
accessibility.
REFINED DESIGN CRITERIA

The strategic toolkit will help both designers and leaders open strategic
visions for innovations in their brand.
In the strategic toolkit, collaborations will be addressed and encouraged
during the innovation process.
The strategic toolkit will include an evaluation session for watch designers
and leaders to create stories and evaluate innovative designs by addressing
both the needs of society and the business.
The strategic toolkit can be customized by target audiences to suit
different design teams.
The strategic toolkit should be simple and comprehensive.
The strategic toolkit should be easily accessible for designers and leaders
in the watch department at W, Inc.
50
M.A. FINAL PROJECT

FINAL PROTOTYPE
JUMP OUT
THREE JUMPS
Three Jumps is a strategic toolkit comprised of
three innovation approachesJump Out to
Envision, Jump Together to Collaborate and
Jump In to Evaluatethat can be plugged
into the design process to facilitate the
technological advancement of the watch
JUMP TOGETHER
THREE JUMPS
to ENVISION
to COLLABORATE
A subject-based visual communication session
JUMP IN
A product-based evaluation session
to EVALUATE
VALUES
Through these three approaches, the target
audiences will gain a strategic vision, experience
more efficient collaboration, and own toolkits
that enable them to strategically evaluate ideas
and products. The companys business will grow
and establish with brand-right and innovative
products.
FEATURES
Three Jumps is designed to be fun, featuring
interactive sessions that are easily accessible
and customizable for any design team.
Figure 33. Three Jumps for innovations. Shan Lin's image.
VALU
ES
RE
FEATU
THREE JUMPS
Figure 34. Features and values of Three Jumps. Shan Lin's image.
52
M.A. FINAL PROJECT

FINAL PROTOTYPE
Three Jumps
www.3jumps.com/index
DOWNLOAD BOOKLET
DELIVERY
The prototype is mainly delivered in the form of
digital booklet to the designers and leaders in
the watch department at W, Inc. The layout of
the booklet is designed in letter size, suitable for
both printing and digital viewing.
THREE JUMPS
ABOUT
JUMP OUT
JUMP TOGETHER
JUMP OUT
THREE JUMPS
THREE JUMPS
JUMP IN
to ENVISION
JUMP TOGETHER
CONTACT
to COLLABORATE
JUMP IN
to EVALUATE
Copyright 2014 by Shan Lin
Figure 35. Booklet of Three Jumps. Shan Lin's image.
Figure 36. Website homepage of Three Jumps. Shan Lin's image.
53
M.A. FINAL PROJECT

FINAL PROTOTYPE: BOOKLET
THREE JUMPS
Figure 37. Cover pages of the booklet. Shan Lin's image.
54
M.A. FINAL PROJECT

TABLE OF CONTENTS
INTRODUCTION
01INTRODUCTION
02JUMP OUT TO ENVISION
04JUMP TOGETHER TO COLLABORATE
WHAT IS THREE JUMPS ?

Three Jumps is a strategic
toolkit comprised of three
innovation approachesJump
Out to Envision, Jump
Together to Collaborate and
Jump In to Evaluate.
06JUMP IN TO EVALUATE
10RESOURCES
11LIST OF FIGURES
WHY DO I NEED THREE JUMPS ?

Just jump and you will unfold your wings to fly!
Through these three jumps, you will...
gain a strategic vision
experience more efficient collaboration
own toolkits to strategically evaluate ideas and products
JUMP OUT
THREE JUMPS
to ENVISION
JUMP TOGETHER
to COLLABORATE
JUMP IN
to EVALUATE
Figure 1. Outline of Three Jumps. Author's image.
01
Figure 38. Page of introduction in the booklet. Shan Lin's image.
55
M.A. FINAL PROJECT

JUMP OUT
PREPARE
TO ENVISION
INTRODUCTION
ABOUT THIS APPROACH

Jump Out to Envision is a
strategic visioning session that
can be used whenever a new
strategy is created or needed,
such as W, Inc.s new strategy for
wearable technologies. Leaders
and designers complete the
Historic Map and the Strategic
Visioning Map together, inviting a
fresh and positive vision for a new
strategy.
TOOL
Strategic visioning maps
inspired by the Grove(1996),
including Historic Map and
Strategic Visioning Map.
PARTICIPANTS
Main: Designers and Leaders
Optional: Sales specialists and
senior managers
02
Leaders briefly
introduce the
purpose of this
session
HISTORIC
MAP
SESSION
INSTRUCTIONS
Steps are provided
as references for the
session. Designers
and leaders can
adjust the steps and
maps to better suit
their teams.
OPTION A
OPTION B
Reserve the
meeting room
Pin up the maps or
draw the maps on a
rolling board
Pens and Post-it
notes
Start a Mural.ly
session
Upload the map
templates to
Mural.ly
OPTION A
OPTION B
Randomly pick three
products and post on
the map
Use Post-it notes in
color A to write down
three highlights of each
product
STRATEGIC
VISIONING MAP
Share the
take-aways
from this
strategic
vision session
Encourage respect and

give positive feedback to
everyones opinions and
thoughts
Play appropriate music
during the session

color A to post three
best-selling products
in the history
color B to write down
three highlights of
each product
TAKE-AWAYS
SUGGESTIONS
Offer drinks and snacks

to create a relaxed
environment for
creativity
HISTORIC MAP OF __________________

INNOVATIVE
other products
START YEAR
PRESENT
TRADITIONAL
Figure 3. Historic map. Shan Lin's image.
Conduct the session out

of the office
CAN
HOW
WE GET THERE?
WHERE ARE WE NOW?
Use Post-it notes in color A to post under the

section Where are we?
Use Post-it notes in color B to post under
the section Where do we want to go?
Under the section of
Association/Disassociation, use Post-it
notes in color C to post three associated
factors (including advantages and resources)
to achieve the teams goal. Then use Post-it
notes in color D to post three disassociated
factors.
Group the notes of associations and
dissociations to find out if there are any
dissociated factors that dont have a solution
Post possible solutions for the unaddressed
disassociated factors
Figure 2. Steps of Jump Out to Envision. Author's image.
Figure 4. Strategic visioning map. Author's image.
03
Figure 39. Page of Jump Out in the booklet. Shan Lin's image.
56
M.A. FINAL PROJECT

JUMP TOGETHER
SUGGESTIONS
TO COLLABORATE
ABOUT THIS APPROACH

Jump Together to Collaborate is
a subject-based visual
communication session that can
be used throughout design
development processes. Designers
and engineers communicate and
share thoughts about the target
subject, such as interesting new
technology on the shared SPOTS
(Strength, Problems,
Opportunities, Threats and
Solutions) Map.
SESSION INSTRUCTIONS
Find an inspiration,
such as a new
technology
Create a shared
board on Mural.ly
Share with the
engineer

thoughts
SPOTS
MAP OF
Continuously update the

map with images,
thoughts and drawings
STRENGTHS
A SUBJECT
(A TECHNOLOGY OR AN
IDEA)
THREATS
PREPARE
HISTORIC
MAP
TOOL
SPOTS Map
inspired by SWOT analysis
PROBLEMS
SOLUTIONS
Update the map with

inspiration images, drawings
and notes
Share the drawing with leaders
and other designers
Invite leaders and other
designers to leave comments
PARTICIPANTS
Main: Designers and Engineers
Optional: Leaders and other
designers
This session is conducted

through Mural.ly where
designers and engineers can
share images, draw and write.
OPPORTUNITIES
Figure 5. Steps of Jump Together to Collaborate. Author's image.

Figure 6. SPOTS Map. Author's image.
04
05
Figure 40. Page of Jump Together in the booklet. Shan Lin's image.
57
M.A. FINAL PROJECT

JUMP IN
TO EVALUATE
A DAY IN THE LIFE OF ____________

PRODUCT PYRAMID MAP OF ____________
2 PM
10 AM
12 PM
4 PM
ABOUT THIS APPROACH

Jump In to Evaluate is a product-based
evaluation session. To evaluate an idea or
innovation strategically, leaders and designers
are provided with this three-step system. The
Product Pyramid Map shows the brand image,
value, customer, emotional connection and
product features; the A Day in the Life Map
helps designers and leaders think in the
customers role to evaluate if the product fits
the brand image of the target customers
leading to purchases and use; and the Visual
Value Proposition is a map that presents the
values of the product or idea visually to help
with story explorations..
TOOL
Evaluation maps including Product

Pyramid Map inspired by Invitro (2013), A
Day in the Life Map and Visual Value
Proposition
BRAND
IMAGE
8 AM
WHAT IMAGE OUR BRAND
WANT TO BE SEEN.
MOOD
6 PM
6 AM
VALUES
WHAT OUR BRAND
CAN PROVIDE TO THE SOCIETY.
4 AM
CUSTOMERS
EMOTIONAL
CONNECTION
PRODUCT
FEATURES
PARTICIPANTS
WHO ARE INTERESTED IN

BUYING OUR BRANDS
PRODUCTS
HOW OUR CUSTOMERS HAVE

EMOTIONAL CONNECTION
WITH OUR PRODUCTS
WHAT FEATURES OF
THE PRODUCTS
WE ARE PROVIDING
Main: Designers and leaders

Optional: Sales specialists and senior managers
06
OUTFIT
Figure 7. Product Pyramid Map. Author's image.
8 PM
12 AM
2 AM
10 PM
Figure 8. A Day in the Life Map. Author's image.
VISUAL VALUE PROPOSITION OF ________________

UNIQUENESS
BUSINESS
VALUE
CUSTOMER
INTEREST
1________
2________
3________
HOW TO FIT IN THE CURRENT STORY?

PROFITABLE MARGIN?
HOW DOES THIS UNIQUENESS ATTRACT CUSTOMERS INTERSECTS
Figure 9. Visual Value Proposition. Author's image.
07
Figure 41. Page of Jump In part one In in the booklet. Shan Lin's image.
58
M.A. FINAL PROJECT

JUMP IN
TO EVALUATE
FOR INDIVIDUAL
SESSION INSTRUCTIONS
It is suggested that the three
steps of this toolkit be conducted
in sequence from Product
Pyramid Map to A Day in the Life
Map to Visual Value Proposition.
This evaluation toolkit can be
used by a designer or a leader,
individually or collaboratively.
SUGGESTIONS
PREPARE
Print the maps or draw

the maps on a rolling
board
Gather pens, Post-it notes
and highlighters
Offer drinks and snacks

to create a relaxed
environment for
creativity
Post three notes in

each section of the
Product Pyramid
Map
Highlight the most
important elements
in each section
Conduct the session out

of the office
A DAY IN THE
LIFE MAP
VISUAL VALUE
PROPOSITION
08
FOR TEAM
Reserve the meeting room

Pin up the maps or draw
the maps on a rolling
board
Gather pens and Post-it
notes
INTRODUCTION
Play appropriate music

during the session
PRODUCT
PYRAMID
MAP
Use Post-it notes in color A to post

three unique features of the product
or idea
Use Post-it notes in color B to post
three business values of each feature
Use Post-it notes in color C to post
three customer interests in each
feature
Re-arrange the notes to make a
reasonable story

thoughts
PREPARE
Leaders briefly introduce

the product
PRODUCT
PYRAMID
MAP
Post three notes in each
section of the Product
Pyramid Map
Highlight the most
important elements in
each section
Use Post-it notes to

post the outfit and
mood of the customer
Fill up the customers
interactions with the
idea or product during
each time period
Look for incongruities
in the map
Figure 10. Steps of Jump In to Evaluate

for individuals. Author's image.
A DAY IN THE
LIFE MAP
VISUAL VALUE
PROPOSITION
Use Post-it notes in color A to post

three unique feature of the product or
idea
Use Post-it notes in color B to post
three business values of each feature
Use Post-it notes in color C to post
three customer interests in each
feature
Re-arrange the notes to make a
reasonable story
Use Post-it notes to

post the outfit and
mood of the customer
Fill up the customers
interactions with the
idea or product from
each time period
Look for the
incongruities in the
map
Figure 11. Steps of Jump

In to Evaluate for teams.
Author's image.
09
Figure 42. Page of Jump In part two In in the booklet. Shan Lin's image.
59
M.A. FINAL PROJECT

The resource page is created to provide the target audience with more information about this strategic toolkit,
including the researchers contact information and the path to this package on the companys server and website
where the digital booklet can be downloaded and feedback given.
RESOURCES
THE AUTHOR
Please feel free to contact the
author if you have any
questions or feedback.
THE WEBSITE
Please visit the website for
more information about Three
Jumps.
Printable toolkits and the
digital booklet are available for
download on the website.
LIST OF FIGURES
Shan Lin
Creative Facilitator & Designer

slinid@gmail.com
Figure 1. Outline of Three Jumps
Figure 2. Steps of Jump Out to Envision
Figure 3. Historic Map
Figure 4. Strategic Visioning Map
Figure 5. Steps of Jump Together to Collaborate
Figure 6. SPOTS Map
Figure 7. Product Pyramid Map
Figure 8. A Day in the Life Map
Figure 9. Visual Value Proposition
Figure 10. Steps of Jump In to Evaluate for Individuals
Figure 11. Steps of Jump In to Evaluate for Teams
Figure 12. Homepage of Three Jumps website
11
Three Jumps
www.3jumps.com/index
DOWNLOAD BOOKLET
THREE JUMPS
ABOUT
JUMP OUT
JUMP TOGETHER
JUMP OUT
THREE JUMPS
JUMP IN
to ENVISION
JUMP TOGETHER
to COLLABORATE
CONTACT
JUMP IN
to EVALUATE
Figure 12. Homepage of Three Jumps website. Author's image.
10
11
Figure 43. Page of resources In in the booklet. Shan Lin's image.
60
M.A. FINAL PROJECT

FINAL PROTOTYPE : WEBSITE
A website for this strategic toolkit is created to present the three approaches in a more easily
accessible and interactive way. The target audiences can download the digital booklet and toolkits
and view the introduction video of this strategic toolkit. There is a section where the target
audiences can ask questions and leave feedback to improve the prototype.
Three Jumps
Three Jumps
www.3jumps.com/jump-out
www.3jumps.com/contact
DOWNLOAD BOOKLET
THREE JUMPS
THREE JUMPS
ABOUT
JUMP OUT
JUMP TOGETHER
ABOUT THIS APPROACH

Jump Out to Envision is a strategic
visioning session that can be used
whenever a new strategy is created or
needed, such as W, Inc.s new strategy
for wearable technologies. Leaders and
designers will complete the Historic
Map and the Strategic Vision Map
together, inviting a fresh and positive
vision for a new strategy.
TOOL
JUMP IN
CONTACT
ABOUT
JUMP OUT
JUMP TOGETHER
JUMP IN
CONTACT
HISTORIC MAP OF __________________

INNOVATIVE
other products
START YEAR
PRESENT
NAME
Optional
EMAIL
Optional
COMMENTS/
QUESTIONS
TRADITIONAL
Strategic visioning maps

inspired by the Grove (1996), including
Historic Map and Strategic Vision Map.
PARTICIPANTS
DOWNLOAD BOOKLET
CAN
HOW
WE GET THERE?
WHERE ARE WE NOW?
Main: Designers and Leaders

Optional: Sales specialists and senior
managers
Figure 44. Website pages of Three Jumps. Shan Lin's image.
61
M.A. FINAL PROJECT

BUSINESS MODEL CANVAS
The business model canvas was finalized
through creation and analysis of business
model canvases for each session of the
toolkit. It presents all key elements of Three
Jumps, giving audiences an overview of how
this toolkit functions.
KEY PARTNERS
KEY ACTIVITIES
Create
innovations in
consideration
of customer
and business
Leverage
visions of the
brand and
innovations
Interactive and
efficient design
process
Offer space for

collaboration
Communicate
efficiently and
interactively
throughout the
sessions
Promote value of
design
management
methods
Designers
Leaders
Sales
specialists
VALUE PROPOSITIONS
Senior
managers
Facilitate
communication
in the design
team
KEY RESOURCES
Engineers
Toolkits
Mural.ly
CUSTOMER
RELATIONSHIPS
Face-to-face
communication
Virtual
interaction
Customized
access
Instant and
easy access
Designers
Leaders
CHANNELS
Corporation's
server
Meeting
rooms
CUSTOMER
SEGMENTS
Website
Ensure
feasibility of
an innovation
Graphic
Designers
Booklet
Web
Developers
Mural.ly
Economical
and ecological
in the long run
Printer
COST STRUCTURE
REVENUE STREAMS
Printing
Mural.ly
communication
tools
Web
development
Paper
Post-it notes
Save sampling
cost with the
efficient
design
process
Corporate
sponsors
Technology
partners
sponsors
Pens
Figure 45. Business model canvas for Three Jumps. Shan Lin's image.
62
M.A. FINAL PROJECT

IMPLEMENTATION
The implementation plan for Three Jumps in the
future one year consists of four phases.
PHASE I
3 months
Test Jump Together to Collaborate in

January, 2015
Testing Jump In to Evaluate in
January, 2015
PHASE II
3 months
Introduce and diffuse Three

Jumps to the entire watch
department at W, Inc. in March,
2015
PHASE III
3 months
Introduce and diffuse Three

Jumps to the other design
departments at W, Inc. in June,
2015
Update prototype in February, 2015
>6 months
Share the toolkit with the public on design

forums and blogs in September, 2015
Website and the toolkits are open to the
public in September, 2015
Introduce and diffuse Three Jumps to
design companies and design professionals
in September, 2015
Refine the booklet and develop the

website in March, 2015
Due to limited timeline of this

project, the researcher only
conducted the testing for the
Jump Out session in this
strategic package. The sessions
for Jump Together and Jump
In will be tested in early 2015
with designers, leaders and
engineers in the watch
department at W, Inc. The results
of the testing sessions will be
analyzed to refine the prototype
for optimum applicability within
design teams. At this phase, the
booklet and website for this
strategic package will be refined
by professionals in W, Inc.
PHASE IV
With professional booklets and a

website,Three Jumps will be
introduced to the entire watch
department at W, Inc. to
facilitate the innovation
processes for integrating
technological advancements.
After diffusing the strategic
toolkit for one year, Three Jumps
will be well adopted by the
designers and leaders. In
addition, they should be able to
see the value of this toolkit
reflected in the efficiency of
innovation processes and design
team collaborations, and possibly
business growth.
After the toolkits

successful adoption in
the watch department at
W, Inc., Three Jumps will
be adopted by other
design departments
much more easily.
Designers and leaders in
each design department
can customize the toolkit
according to their own
design cultures.
After the 3-month Phase III,

Three Jumps will be rolled out
to Phase IV when it will be
shared with the public as a
strategic toolkit for innovation
in 2015. By accessing the
toolkit through the website,
other design professionals and
design companies will be able
to utilize this toolkit to
facilitate their design processes
for innovation.
Figure 46. Implementation plan for Three Jumps. Shan Lin's image.
63
CONCLUSIONS & RECOMMENDATIONS
M.A. FINAL PROJECT
CONCLUSIONS
THE JOURNEY
THE VALUE
With the goal of exploring new approaches to innovation for the watch industry, this project
started off as a case study of W, Inc.s watch department with an ethnographic and participatory
lens. Three key factors of vision, collaboration and evaluation were identified as the most
important elements in the new approaches to innovation through intensive primary and
secondary research and data synthesis. Based on the insights and discovered gaps and
opportunities from the research, the strategic toolkit,Three Jumps, was developed to facilitate
the innovation processes, particularly in the watch department at W, Inc. The prototype of Three
Jumps was updated and refined through prototype testing, business model canvas creation and
SWOT analysis.
Three Jumps can be used to facilitate the innovation processes in the W, Inc. watch department
in order to integrate new technologies into the business strategy, encouraging market growth.
This will be accomplished by opening up designers and leaders strategic visions of wearable
technologies, improving collaborations between designers, leaders and other specialists in the
design process and evaluating ideas and products efficiently with an evaluation session. It is
helpful for creating a creative and innovation-friendly environment. The toolkit is also
economical and ecologically sound by improving the design process to grow the business and
save resources with less dummy watch samples.
THE FUTURE
THE PROTOTYPE
Three Jumps was introduced in the watch department at W, Inc. as a strategic toolkit in the
form of a booklet and a website. This toolkit consists of three sessions: Jump Out to Envision,
Jump Together to Collaborate and Jump In to Evaluate.
QUESTION
PLAN
RESEARCH
SYNTHESIS
Beginning in the watch department at W, Inc., Three Jumps will be diffused to the other design
departments at W, Inc. In the future, it will be shared with other design professionals and
companies. Hopefully the toolkit is valuable and influential in efforts to re-innovate traditions,
not only in the watch industry but in the entire design world.
OPPORTUNITIES
PROTOTYPE
TESTING
FINALIZING
DELIVERY
Figure 47. Development process of Three Jumps. Shan Lin's image.
65
M.A. FINAL PROJECT
RECOMMENDATIONS
RECOMMENDATIONS: TOOLKIT
There is an opportunity for design professionals to create feasible and strategic
innovations by using the Three Jumps toolkit. They can easily access Three Jumps
through the hardcopy booklets or the digital version on the website.Three Jumps can be
utilized at any stage in the design process by following the instruction in the booklet or
website.
It is recommended that design professionals should create a relaxed environment for
creativity and encourage respect and give constructive feedback to everyones opinions
and thoughts during toolkit sessions.
It is also recommended that the ideas of this project should be shared with every
design professional to create a world with valuable designs.
RECOMMENDATIONS: EACH SESSION

Research revealed that the bias vision is the obstacle for creating innovations. Design
professionals can use Jump Out to Envision to open strategic visions for themselves
or the design team. This session can be used in any stage in the design process to keep
positive and clear visions for innovations.
Collaboration is another important element in the design process. The design process
toward feasible innovations can be made more efficient through close collaborations
with other designers, leaders and specialists. This session is designed to facilitate
collaboration between watch designers and engineers who are important in designing a
feasible and innovative watch. The specialist can be anyone who is important in the
design process, such as a programmer in game designs. This session can be used
throughout the whole design process.
The evaluation step can be employed at any stage of the design process to examine
whether the idea or product is suitable for individual or company goals, and if it will be
successfully adopted by target consumers. A Day in the Life Map can be customized to
any particular productfor example, a day in the life of how a chef uses the knife from
the kitchenware design industry.
66
APPENDICES
M.A. FINAL PROJECT
APPENDIX A: GANTT CHART

PART 1: FRAMING THE PROJECT
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
Week 8
Week 9
Week 10
9/15 - 9/21
9/22 - 9/28
9/28 - 10/5
10/6 - 10/12
10/13 - 10/19
10/20 - 10/26
10/27 - 11/2
11/3 - 11/9
11/10 - 11/16
11/17 - 11/20
Finalizing Project Outline

Creating Consent Forms
Sub Research Questions Matrix
PART 2: PROJECT DEVELOPMENT
Conducting Research
Developing the Creative Brief
Re-framing Target Audience
Survey and Interview Questions
PART 3: MARKET ANALYSIS
Re-positioning Project
Finding ZAG
Value Proposition
PART 4: SYNTHESIS
Research Findings
Create Personas
Research Synthesis
PART 5: MIDTERM
Design Criteria
Reframe
Midterm Report
PART 6: EXPLORATION AND

PROTOTYPING
Concept Exploration
Finding ZAG
Prototype Testing
PART 7: ASSESSMENT AND

VALIDATION
Prototype Testing Results

Final Direction for Prototype
Business Model Canvas with SWOT analysis
PART 8: REFINING PROTOTYPE

PART 9: FINAL PROJECT
PRESENTATION
Final Prototype
Create Business Plan

Final Project Video Presentation
PART 10: PROCESS

DOCUMENTATION
Process Book
Graduation Show Poster
PROCESS PRESENTATION
Working wall
Blog
Figure A1. Gantt Chart. Shan Lin's image.
68
M.A. FINAL PROJECT
APPENDIX B: CREATIVE BRIEF

INTRODUCTION
As the watch industry is greatly impacted and challenged by advancing
technologies, the watch department in W, Inc. is in need of new approaches to
innovation. This project will explore new approaches for the watch department in
W, Inc. to integrate these technologies into its business strategies.
DEFINITION OF THE PROBLEM
SCOPE
The scope of this project is to directly engage with watch users and non-users, mainly in
Dallas, TX, and with people in watch professions, mainly those employed in the W, Inc.
watch department. This project will be completed within 10 weeks from September 15,
2014 to November 13, 2014 through research, analysis and development of a new
framework for the W, Inc. watch department, as well as prototype testing. This project
entailed observing and studying the W, Inc. watch department, researching technological
advancements and new approaches to innovation, and assessing the current attitude and
opinions of watch users and non-users. This project didnt include in-depth study of other
companies beyond W, Inc. or other company departments outside of the watch industry.
Though technological advancements were studied, the researcher did not pursue
development or prototyping of technologies, focusing instead on creative approach and
processes.
With the rapid development of technology and the relentless rise of smart devices, the watch
industry is in the midst of a significant societal evolutiononly this time, resurgence is harder to
come by. Increasingly, people are questioning the need for watches as technological
advancements popularize personal digital devices as a new type of accessory. With these devices
incorporating and superseding the functionality of the traditional watch, offering consumers a
more dynamic product, the growth and survival of the watch industry is being threatened. In order
to compete with these changes impacting the watch industry, watch departments such as the one
at W, Inc. need to engage in a re-evaluation of the current frameworks for design and innovation,
and also re-examine the departments purpose and value proposition in the context of the current
marketplace.
69
M.A. FINAL PROJECT
APPENDIX B: CREATIVE BRIEF

OPPORTUNITY STATEMENT
Several opportunities exist in this project through the exploration of new
approaches to innovation in the watch department at W, Inc.:
OBJECTIVES
Objective 1:
A framework to facilitate innovation for the watch department in W, Inc. in order to integrate
technological advancements into its business strategies.
Act as a guideline for designers and design managers to create

innovations in a strategic way
Objective 2:
A framework that encourages watch designers to create products in a more responsive way to
satisfy both the needs of society and the business.
Raise awareness of the impact of technologies on the watch industry

and embrace the challenge into the business strategies
Objective 3:
A framework that can be customized by target audience so as to be suitable for each design team.
Aid in establishing a more creative environment in the watch

Bigger picture benefits:
Through this project, the watch designers and leaders in the watch
department at W, Inc. will be prepared for the future challenges.
The outcome of this project may be a reference or inspiration for other
companies in the watch industry or other traditional industries to
create strategic innovations for business success.
DELIVERABLES
Deliverables for the project will include:
Process documentation that comprehensively presents details of this project in a visually
appealing, professional manner.
A video presentation that explains this project.
Images of working walls and blog posts about the project that illustrate its progress on a
weekly basis.
70
M.A. FINAL PROJECT
APPENDIX C: SUB QUESTIONS MATRIX

MAIN RESEARCH QUESTION: How might design management methods be used for innovation in the W, Inc. Watch Department in order to integrate new technologies on the market into its business strategy?
SUB RESEARCH
QUESTIONS
WHAT DO I NEED TO KNOW?
>What were the historical stages when watches were

reinvented?
What has influenced the >What was the cultural influence for each evolution?
evolution of watches
>What were the association/disassociation factors of each
throughout history?
evolution?
>How were these watch re-inventions diffused and
adopted?
What are the needs of

W, Inc.s watch
customers?
>What are peoples current perceptions of watches?

>What is the status of watch ownership?
>What are consumers motivations for watch purchase?
>How are watches related to peoples lives?
>What products have similar functions to watches?
WHY DO I NEED TO KNOW THIS?
>Discover the innovation history in the

watch industry
>Learn about successes and failures
from the past
>Discover the pattern for innovation
Timeline with key events

Examples of successful and failed
innovations
Quotes
Demographic of watch customers

Key words to conclude watch
>Discover the real needs of customers
customers' attitudes
>Define the relationship between
Quotes
watches and people's lives
Status of watch ownership
>Identify competitors or possible
Relationship between watch and watch
opportunities
users
Competitors
>What is the history of W, Inc.s watch design culture?

>What are the current frameworks for innovation in the
W, Inc. watch department?
What is the culture of
innovation in the W, Inc. >What are the current design methods and processes for
watch department?
innovation in the W, Inc. watch department?
>What do the members of this group perceive as
opportunities?
>Understand W, Inc.'s watch design

culture prior to planning the next
>Discover the pros and cons of the
current design methods and process
>Identify the possible opportunities
>How have technological advances changed people's

behaviors and lifestyles?
How have technological
>How do these technological advances impact W, Inc.s
advances impacted the
watch business?
watch industry?
>What actions does the watch industry, including W, Inc.,
take to respond to these advancements of technology?
>Define the impacts of technology on

people's lives
>Discover the actions and response of
the watch industry to technological
advances
>What are the frameworks that other watch companies use

>Learn the frameworks, design
What are the approaches for innovation?
methods or processes from other
to innovations from
>What are the design methods and processes for the
companies in the watch industry or
which W, Inc. can learn products that have been successfully innovated?
other fields
and be inspired?
>What approaches to innovation are suitable for the
>Discover possible opportunities
watch department at W, Inc.?
Table C1. Sub questions matrix. Shan Lin's image.
WHAT TYPE OF DATA IS NEEDED?
WHERE CAN I FIND

THIS DATA?
WHAT TYPE OF DATA

COLLECTION
METHODS?
Reference books
Online resources
Secondary research
Watch users and nonusers

Reference books
Online resources
Online survey
Interviews
Observation
Secondary research
Map of W, Inc.'s watch design methods

and processes
Watch professionals in Interviews
List of possible opportunites
W, Inc.
Observation
Quotes
Comparison map of people's current

lives and past ones
Quotes
List of actions and responses with
evaluation
Grid of existing frameworks for

comparison and analysis
Watch users and nonusers

Reference books
Online resources
Watch professionals
Reference books
Online resources
WHO DO I CONTACT?
N/A
Dom K.(watch user)

Laura K. (watch user)
David L.(watch nonusers)
Giana G. (watch nonusers)
A. C. (brand manager)
Kaspar H.(watch designer)
Aaron D. (watch designer)
WHEN DO I NEED
TO KNOW?
WHAT WILL I TAKE

AWAY? WHAT WILL I
LEARN?
WHAT MIGHT I BE
MISSING?
Week 3
History
(by 10/04/2014) Influences
Accuracy of the
information
Missing elements of
information
Perceptions
Ownership
Week 4
Motivation
(by 10/11/2014) Lifestyle
Similar products to
watches
Appropriate people
Well-worded questions
Bias from my own as a
watch designer
Watch design culture

in W, Inc.
Current frameworks for Appropriate people
Week 4
innovation
Accuracy of the
(by 10/11/2014)
Design methods and
information
process
Opportunities
Online survey
Interviews
Observation
Secondary research
Dom K.(watch user)

Laura K. (watch user)
David L.(watch nonusers)
Giana G. (watch nonusers)
Interviews
Secondary research
Frameworks for
innvoation in other
Week 4
companies and fields
M. W. (Watch designer from
(by 10/11/2014) Design methods and
another company)
process from other
companies or fields
Attitudes
Impacts of technology Missing information
Week 4
on watch business
because of business
(by 10/11/2014)
Actions and responses privacy
of the watch industry
Missing information
because of business
privacy
71
M.A. FINAL PROJECT
APPENDIX D: CONSENT FORMS

Re-innovating Tradition
Informed Consent Form
The following information provides an introduction to RE-INNOVATING TRADITION, a project that will
be conducted in Dallas, TX between September 15, 2014 and November 13, 2014 by Shan Lin, a
graduate student in the Design Management program at the Savannah College of Art Design (SCAD).
I voluntarily agree to participate in an interview/inquiry performed by students at the

Savannah College of Art and Design. I understand that this interview/inquiry is being
RESEARCHER BIO
Shan Lin is a watch designer at W, Inc. and also a Design Management graduate student at SCAD.
conducted by Shan Lin, in order to identify the following opportunity for design:
After working in the watch industry for three years, she realizes the need for new approaches to
product innovation, particularly in the W, Inc. watch department.
New approaches to innovation for the watch department at W, Inc. in order to

address technological advancements that greatly impact the watch industry.
PURPOSE OF THE STUDY

The purpose of this study is to explore new approaches to innovation for the watch department at W,
Inc. in order to address technological advancements greatly impacting the watch industry.
RESEARCH QUESTIONS
I understand that the evaluation methods may include:
1. recorded (audio, video and/or photography) observations
Research will be guided by the following questions:

2. my completion of an evaluation questionnaire(s) and/or
Main research question:

How might design management methods be used for innovation at the W, Inc. watch
department in order to integrate new technologies on the market into its business strategy?
Sub research questions:
3. my participation in a 3060 minute interview
I grant permission for the interview/inquiry to be recorded and transcribed, and to be used
1. What has influenced the evolution of watches throughout history?

2. What are the needs of W, Inc.s watch customers?
only by Shan Lin for analysis of interview data. I grant permission for this datagenerated
3. What is the culture of innovation in the W, Inc. watch department?
from the above methodsto be used in an educational setting.
4. How have technological advances impacted the watch industry?

5. What are the approaches to innovations from which W, Inc. can learn and be inspired by?
I understand that any identifiable information in regard to my name and/or company name
METHODOLOGY
In this project, the author seeks to identify business opportunities for the W, Inc. watch department
through both primary and secondary research. The main research methodology for this project will be
will be removed from any material that is made available to those not directly involved in
this study.
a case study of the W, Inc. watch department with an ethnographic and participatory lens.
DATA MANAGEMENT
Participants will have the option to anonymize their data prior to sharing the work.
_________________________________ _________________________________
Printed Name
Signature
Data will be stored via the researchers hard drive.

CONTACT INFORMATION
_______________________________________
Date
For additional information please contact:

Researcher: Shan Lin | 626.679.6602 | nanlin20@student.scad.edu or slinid@gmail.com
Professor: Regina Rowland | rrowland@scad.edu
Informed Consent Form
Printed 09/21/2014
Printed 10/17/2014
72
M.A. FINAL PROJECT
APPENDIX E: INTERVIEW QUESTIONS

2. FOR WATCH PROFESSIONALS IN W, INC.
1. FOR WATCH USERS

1.
2.
3.
4.
5.
6.
7.
8.
Tell me a little about yourself such as your lifestyle, profession and social life.
What is your definition of watches?
What is the story behind the watch you are wearing now? Why do you wear it today?
How many watches do you have?
How do you describe the styles of your watches?
In your watch collection, which one is your favorite? Why?
Can you tell me what do you consider the most when purchasing a watch?
How do you describe a watch related to your life?
-What occasion would you wear a watch?
-When do you wear a watch?
9. What products have similar functions to watches in the current market?
10. Which watch in the current market is your next investment? Why?
11. How do you feel about wearable tech?
12. What functions do you expect to be integrated into watches?
13. Have you heard about the Apple watch? What do you think about it?
1. Tell me a little about yourself and your profession.

2. How long have you been working as a watch professional? How did you start?
3. What is your definition of watches?
4. What is your design philosophy?
5. Tell me the design criteria of watch design in your team.
6. Tell me the design process of watch design in your team.
7. How do you describe your target customers?
8. What are the innovations in your current watch product lines?
9. What do you find the most difficult when creating innovations?
10. What strategies do you have to create more innovative products?
11. Facing the challenge of smart watches, does your team take any actions to respond the
advancements of technology? Why and why not?
12. How do you feel about smart watches?
13. What do you perceive as opportunities to drive more business?
2. FOR WATCH PROFESSIONALS IN OTHER WATCH COMPANIES

2. How long have you been working as a watch professional? How did you start?
1. Tell me a little about yourself such as your lifestyle, profession and social life.
INTERVIEWEE: David L.
10/08/14
3. Have you ever thought of having a watch? WhyDate:
or why
not?
Time: 8:05pm
Location: Davids home
4. What prevent you from owning or wearing a watch?
5. If you own a watch, what is preventing you from wearing
it?
6. What products have similar functions to watches in Ithe
market?
am current
a professional
software developer. I am enthusiastic for technology.
7. Which watch in the current market is closest to your ideal one?
9. Have you heard about the Apple watch? What do youA tool
think
to about
tell the it?
time.
10. What functions do you think should be integrated into watches so that you will consider
purchasing a watch?
3. Have you ever thought of having a watch? Why or why not?
2. FOR NON-WATCH USERS
I used to think about having a watch. After high school, I dont think about
having a watch because I had a phone. I didnt need a watch ever since then.
To me, the watch is for telling time. Before having a watch, I had a digital
watch for time telling and alarm purposes. It was bought by my parents. I
have never thought buying a watch and currently I do not have a watch.
73
M.A. FINAL PROJECT
APPENDIX F: SURVEY QUESTIONS

ONLINE SURVEY
SURVEY QUESTIONS
TARGET:
The survey will be open to members of every target audience group.
1. Online Consent Form:
PURPOSE:
The survey is conducted to understand consumers attitudes, needs and their status as
watch owners in the current market.
SURVEY
I voluntarily agree to participate in this survey performed by students at

the Savannah College of Art and Design. I understand that this survey is
being conducted by S. Lin in order to identify opportunities for design as
part of DMGT 748 M.A. Final Project, Fall 2014.
I grant permission for the evaluation data generated from the above
methods to be used in an educational setting. I understand that any
identifiable information in regards to my name and/or company name will
be removed from any material that is made available to those not directly
involved in this study.
The procedure involves filling an online survey that will take
approximately 10 minutes. By completing this survey, I agree to
participate in the research. Confidentiality will be maintained to the
degree permitted by the technology used. My participation in this online
survey involves risks similar to a persons everyday use of the Internet.
WATCH USERS
NON-WATCH USERS
Please select one:

O I agree
O I do not agree
74
M.A. FINAL PROJECT

FOR WATCH USERS
2. What is your age?

o
o
o
o
o
o
Age 21 or under
22 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
Age 65 or older
3. I am a:
o Watch profession
o Non-watch related profession
4. How many watch(es) do you own?

o 1 to 3
o 4 to 10
o More than 10
5. What do you consider when

purchasing a watch?
(Please select all that apply)
o Appearance
o Price
o Function
o Trend
o Brand
o Product origin
o Sustainability
o Other(please specify)
Figure F1. Screenshot of Survey for watch users. Shan Lin's image.
6. Which of the following best

describes the value of watches?
o
o
o
o
o
o
o
o
o
o
o
o
o
8. What products in the current

market can be alternative
options to watches?
(Please rank your top three choices)
Timepiece
Fashion accessory
Jewelry
Art
Tradition
Heritage
Memory
Gift
Status symbol
Functional wearable
Old fashion
Useless product
Other(please specify)
o
o
o
o
o
Cellphone
Tablet
Laptop
Google glass
Other (please specify)
7. You will buy a watch if:

o The watch looks great even if it has only the function
of time telling.
o The watch can be easily matched with my outfit.
o The watch is unique to make me stand out from the
crowd.
o The watch is Swiss made/ well fabricated.
o The watch is made by a well-known brand/my favorite
brand.
o The watch has many features such as chronograph,
skeleton or hour repeater.
o The watch is a wearable tech with many cool
interactive functions such as GPS, MP3 or phones.
o The watch can help improve my health with fitness
trackers.
o Other (please specify)
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M.A. FINAL PROJECT

FOR NON-WATCH USERS
2. What is your age?

o
o
o
o
o
o
Age 21 or under
22 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
Age 65 or older
3. I am a:
o Watch profession
o Non-watch related profession
4. What stops you from having a watch?

o A watch is too expensive.

o I dont need a watch because I have my
cellphone to tell time.
o I dont like wearing anything on my wrist.
o I havent found a watch I like.
o Wearing a watch is old fashion.
o Other(please specify)
Figure F2. Screenshot of Survey for non-watch users. Shan Lin's image.
5. Which of the following best

describes the value of watches?
o
o
o
o
o
o
o
o
o
o
o
o
o
Timepiece
Fashion accessory
Jewelry
Art
Tradition
Heritage
Memory
Gift
Status symbol
Functional wearable
Old fashion
Useless product
Other(please specify)
7. What products in the current

market can be alternative
options to watches?
(Please rank your top three choices)

o
o
o
o
o
Cellphone
Tablet
Laptop
Google glass
Other (please specify)
6. You will buy a watch if:

o
o
o
o
o
o
The watch looks great even if it has only the function of time telling.
The watch can be easily matched with my outfit.
The watch is unique to make me stand out from the crowd.
The watch is Swiss made/ well fabricated.
The watch is made by a well-known brand/my favorite brand.
The watch has many features such as chronograph, skeleton or hour
repeater.
o The watch is a wearable tech with many cool interactive functions
such as GPS, MP3 or phones.
o The watch can help improve my health with fitness trackers.
o Other (please specify)
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M.A. FINAL PROJECT
APPENDIX G: RESEARCH PROTOCOL

FOR WATCH PROFESSIONALS IN W, INC.
Name: _______________________________
Date & Time: _______________________________________
FOR WATCH PROFESSIONALS IN OTHER WATCH COMPANIES
Name: _______________________________
Date & Time: _______________________________________
FOR WATCH USER
Name: _______________________________
Date & Time: _______________________________________
FOR NON-WATCH-USER
Name: _______________________________
Date & Time: _______________________________________
3. What is the story behind the watch you are wearing now? Why do you wear it today?
4. How many watches do you have?
5. How do you describe the styles of your watches?
6. In the design process, where is the innovation happening?
6. In your watch collection, which one is your favorite? Why?
7. Tell me what you consider the most when purchasing a watch.
8. How do you describe a watch related to your life?

8. What strategy do you have to create more innovative products?
10. Do you know any framework/design process that watch design groups in W. Inc. should
learn and try to create more innovations? If so, please describe.
12. Facing the challenge of smart watches, does your team/company take any actions to
respond to the advancements of technology? Why and why not?

5. If you own a watch, what is preventing you from wearing it?
11. How do you feel about wearable technology?

10. What functions do you think should be integrated into watches so that you will consider
purchasing a watch?
Figure G1. Research protocol. Shan Lin's image.
77
M.A. FINAL PROJECT
APPENDIX H: TRANSCRIPTIONS
In order to have a purpose and meaning, you have to start with some sort of
statement. To create a story, you have to some inspirations such as quotes, poems,
some jumping off point that people can relate to. For instance, we are doing a watch
right now called Traveler; it has a dual time zone movement. So the story is about
living in two worlds at once and trying to stay connected to both by using the
function of the watch to track two time zones. Every person has an experience with
travel or sometimes if you havent traveled but wanting to be attached to someone
who is another time and place. They can express that tension through a watch
product that has such a story. Thats where we start. Now we have a purpose and a
story we want to tell. It is usually presented with words and pictures. That can
inspire everything from the packaging to maybe a special quote we put there. It
gives people a sense of the whole story. Along with that, then we start sketching.
The final outlook of the product should reflect all these ideas that went into that
initial design brief in terms of colors, materials as well as the form design, That final
criteria should be something that is beautiful in its form, colors, materials and finish,
and something that functions to tell time, but most importantly, a reason or a story
behind the design that ties all together.
WATCH PROFESSIONALS IN W, INC.

(Partial)
When I became a designer, my dad got really excited and started to buy all design
objects. He bought a tea kettle with a beautiful organic form. When he tried to pour
the water out of the tea kettle, the water sparkled and spattered. He may even get
burned. He got really angry. This is supposed to be well designed. I told him that
the particular design purpose of this kettle was really to look beautiful, and may not
be to function as well as he would like to pour the tea. Pure beauty can be a purpose
in itself, but when you designing a product for mass production, generally, it cannot
be a beautiful object. So for us, we have to consider function, and again, the
meaningful connection with the person. So when you are talking about watch, it
should be functional, beautiful with a meaningful story behind it.
INTERVIEWEE: Kaspar H.
Date: 10/01/14
Time: 4:30pm
Location: Starbucks
1. Tell me a little about yourself and your profession?
I am a watch designer but I am trained as an industrial designer. I got my graduate
degree at Pratt Institute for Industrial Design. While I was in school, I had an
internship designing watches for a company in New Y. I realized I wanted to get
more into the watches. And fossil is the largest watch company in the world. I
figured thats where I would go to have the most resources and the best factories,
and most innovative people hopefully working on watch products.
In 2008, I started as an intern and now we are in 2014. So I have been working in
the watch industry for about 6 years. I also do additional projects on the side like
skateboard design, graphic design and a personal eyewear project. (Why are you
doing these projects?) There is a difference to me between products that are part of
an industry and products that are trying to create an industry. For instance, when
the first person created a watch, they were not to create an industry, they are trying
to create a thing that could actually mechanically capture time. By doing so, that
would allow you to navigate across the ocean because you can keep accurate time.
All a sudden, you can line up stars and you can navigate, right? Now we have the
watch industry. But originally it is just an innovative way to navigate.

What a watch is in the context of the fashion watch industry we work in. Before I
started in the industry, I would have told you that a watch is a timekeeping device.
Now that I have been doing this for 6 years, a watch is an expression of ones
personal style. It is a fashion accessory. Particularly, working on products from 50
dollars to 100 dollars can have so much fun because your concern is about time
telling aspects and also reflect what the culture move of the time is what people are
interested in what materials and colors that people are attracted to.

Every product we bring in to the world should have a purpose. As designers, we all
love to make things, but there has to be a reason why we make the thing in the
particular way you do that causes someone else to enjoy it.
In order to have a purpose and meaning, you have to start with some sort of
statement. To create a story, you have to some inspirations such as quotes, poems,
some jumping off point that people can relate to. For instance, we are doing a watch
right now called Traveler; it has a dual time zone movement. So the story is about
living in two worlds at once and trying to stay connected to both by using the
function of the watch to track two time zones. Every person has an experience with
travel or sometimes if you havent traveled but wanting to be attached to someone
who is another time and place. They can express that tension through a watch
product that has such a story. Thats where we start. Now we have a purpose and a
story we want to tell. It is usually presented with words and pictures. That can
inspire everything from the packaging to maybe a special quote we put there. It
gives people a sense of the whole story. Along with that, then we start sketching.
The final outlook of the product should reflect all these ideas that went into that
initial design brief in terms of colors, materials as well as the form design, That final
criteria should be something that is beautiful in its form, colors, materials and finish,
and something that functions to tell time, but most importantly, a reason or a story
behind the design that ties all together.
forward, always improve their life. And that also means, from an aesthetics
standpoint, we mature the style.

INTERVIEWEE: Mr. C
Date: 09/23/14
Time: 10:20am
Location: W, Inc.
1. Tell me a little about yourself and your profession?
One of the innovative products we did is called Wrist Pop. It is actually based on a
I have been in the watch industry over 20 years. I started in Macys in New York as
In terms of the watch
design process, it is never liner. It goes back and forth.
We
vintage sample. We did it in a new way: the case is made of one piece of plastic
an assistant buyer. So I started my career on the merchant side. That time was the
without case back. It has a mechanical movement in it. We engineered it so we can
beginning of fashion watches in the US. At that point, that was 4 or 5 years before
make the case
out of nylon which
can be injection-molded
and can have itand
done in the words. At the same
start a story with some
images,
perhaps
a quote
time,
Swatch being
exposed in the market place. Swatch revolutionized the global watch
colors. Of course, our watch has to be serviceable, assessing to the battery. They
market in the sense that watches could be introduced as fashion accessories with a
(the engineers in China) created a hatch back. So these small innovations that the
reasonable price in the marketplace. They bought up the term creating a watch
we sketch watches and
come up ideas. After we have some forms identified,
we
final customers probably would not notice, but customers can flip over the watch and
wardrobe. Upon that time, people would save up for one high-end watch or buy
see the movement from the outside. Now it is very popular now that people bring
them for gifting. Swatch made their watches interesting, fun and reasonable to have
design the details and
constantly
goway.back to the story and inspiration. Sometimes
these old
ideas but do them in another
more than one watch atwe
a time. People could collect them. That happened in mid and
late 80s. At that time, most retails only had high-end watches that are Swiss made.
We did another watch recently that the entire watch case is wrapped in leather. This
Some also had promotional watches which were Citizen, Seiko or Bulova watches
design
packages
for
limited
edition
watches.
The
process
is
not
liner.
We
always
go
When I became a designer, my dad got really excited and started to buy all design
requires a lot of labor in the factory. It took some really innovative thinking about
with discount so that they could sell them more. Timex was the only low-end watch
objects. He bought a tea kettle with a beautiful organic form. When he tried to pour
how you trim the leather and how you finish with this specific metal part to make it
brand. For most people, they had only one watch. Seeing Swatchs success, many
the
idea
the
story.
the water out of the tea kettle, the water sparkled and spattered. He may even get back and forth to rethink
durable, staying
wrapped
around. It or
looks like
some Brooklyn
hipster maybe crafted
companies saw the opportunities and started to do fashion watches. It was as big as
burned. He got really angry. This is supposed to be well designed. I told him that
the particular design purpose of this kettle was really to look beautiful, and may not
be to function as well as he would like to pour the tea. Pure beauty can be a purpose
in itself, but when you designing a product for mass production, generally, it cannot
be a beautiful object. So for us, we have to consider function, and again, the
meaningful connection with the person. So when you are talking about watch, it
should be functional, beautiful with a meaningful story behind it.
it I their studio. And from the point of view as price, that Brooklyn hipster can never
afford. We charge so little for a hand-crafted creation. To me, an innovation is
sometimes the value of a product. The value can be 800 dollars but it only charges
150 dollars. Thats pretty innovative.
8. What strategy do you have to create more innovative products?

6. How do you describe
your target customers?
You think you know who your customer is, but you always get surprised. We get to
know our customer from many different places, from people work in the store or
overhearing people. As far as we design to make sure that we are not just offering
people they know what they already like. For me, design should always move people
In terms of the watch design process, it is never liner. It goes back and forth. We
start a story with some images, perhaps a quote and the words. At the same time,
we sketch watches and come up ideas. After we have some forms identified, we
design the details and constantly go back to the story and inspiration. Sometimes we
design packages for limited edition watches. The process is not liner. We always go
back and forth to rethink the idea or the story.
You can easily look at something, and say that was designed five years ago because
that is not as cool as what we have now. So if you are not innovating and pushing
that limit of what is acceptable to people, then you are not doing your job. There are
certain people that are only going to buy what they are already familiar with. You
have provide that products. But then there are certain people that are always looking
for the next thing or the next way to express themselves. So the way we do it is you
just have to make sure you dedicate enough to lines that you fight for and you can
say is genuine new and different. Maybe not all of them have been done before, but
that particular combination has never been done before. Sales people may tell you,
Oh, we dont know. We are not sure. We are uncomfortable. You say thats OK and
its good because it has never been done before and we have to test it. You cannot
do that for the whole line, but with the small portion in the line, thats where you are
able to experiment. Thats how I push the innovation. The best way to do it
sometimes is maybe design the innovation as a limited edition. If it is special
enough, the customer will respond. Those early adopters will get so involved in that
story. After they wear it a while, people get to see it and become comfortable with it
Then you can make a version of that with a lot of those attributes but less special.
quartz movements because the idea that people can have more than one watch and
they can have watch every day is a huge message. Macys tried to figure how to
bring fashion watches into the retails what I was working on. Then I became the
buyer there in Macys after working for a few years and I realized that I really
wanted to stay in the watch industry. When Swatch asked if I wanted to create the
first watch only boutique in the US called Watch World International, I accepted the
offer and became the 3rd employee there. Within 5 year, the small group of us in the
Watch World International created over100 stores in the US. That was based on a
concept from Europe: a very selective assortment, ranging from Swatch to some
high-end brands. It was late 90s when the explosion of the fashion watches. Later
on, that company got purchased by another company. That was when I was looking
for some international experience, so I moved to Florida and got into the duty free
business. In that time, I had some opportunities in helping with design and create
some watches, but I didnt really understand how they were made so I got certified
for watch repair to know how watches work and why it is important. Then I moved to
San Diego to work in the Duty Free Shop which was the largest duty free retail in the
world to know more international business. That introduced me the high end
watches. It was exciting to work there. I helped to launch some watch collections for
Lesportsac by collaborating with W, Inc. Later on, W, Inc. offered me an opportunity.
That was how I started to work here 12 years ago. I see the beginning and the
growth of the fashion industry in the US. Europeans especially French always
understand fashion watches. Thats their origin. They always have more than one
watch. When the idea of fashion watches introduced in the US, it was exploded.
Working in the product team, I cant design or sit there sketch. But I can tell you
what is important, what makes things interesting t the consumers and some
You think you know who your customer is, but you always get surprised. We get to
know our customer from many different places, from people work in the store or
overhearing people. As far as we design to make sure that we are not just offering
people they know what they already like. For me, design should always move people
executions suggestions because I have been through the production side as well.

They change over the years. My definition is getting a little coder. A watch is a
crystal clear and easiest place on the body to deliver small segment of information
quickly. There is no other place on your body that has a flat surface can deliver a
very concise bit of information very well. That changes because of the influence of
smart watches. What I dont like a smart watch is that it takes away the emotion of a
real watch. Yes. A watch can tell time. Watches are the only things that we have
watched for generations to know when the sun comes up, when it goes dark and
where I go while sailing.
The clock was built with the need to know the latitude. We could go north and south
but we didnt know how to go east and west. We need to know what time is in
London. There is something so fundamental that watch is in human society to
capture the time. The definition of watches is changing. Technology makes it coder
but not warmer. The definition of watches was really emotional that is why people
hand down their watches to the next generations. Watch is losing it emotional aspect
because of the technology. Technology companies know they should put something
fashionable in the smart watch, but they dont know why and they just think people
are fashionable. When we look at our watches 60 or 80 times a day, it says so much
about our interaction with watches. I am growing old. I use watch to measure my
interaction with the earth. Then I will pass them to my kids and they will use the
same instrument to interact with the world. It is very emotional and private.

Designers have to consider the ease of use in general understanding. When I see
designers try to re-invent how time is told such as using the LED light in the dial to
tell time. These defeat the whole clumsiness and the emotion of a watch. If I have a
meeting at 11:30am, it is already 11:30am when I look at the watch. It creates
hesitation. When I am hungry, I look at my watch and it is lunch time at 12 oclock.
It creates joy. Some watch designs create a barrier for that. It just breaks the
emotional connection between the wearer and the watch.

You start with thousands of ideas and then you wash out the idea through review
and discussion about what the key elements are. Then we consider what is real now.
That last steps is to make a cohesive story.
Figure H1. Interview transcriptions of watch professionals in W, Inc. Shan Lin's image.
78
M.A. FINAL PROJECT
My favorite one is this smart watch I am wearing now. It is more due to the
functionality of it. People will say this is a big watch. I have worn big Desiel watches
for so long. They are much bigger than this one. It depends on what you used to
wearing.
If I like it, I will buy it. I will think if it matches to any of my outfit. Usually the style.
If it looks cheap, I dont buy it. I like to have different types of watches.
For a while, I thought I didnt need a watch because I had a smart phone. Then I
started to buy watches for accessories. Later on, it becomes a habit to wear a watch.
If I am not wearing a watch right now, I will be uncomfortable and feel like missing
something.
WATCH USERS
(Partial)
I almost wear a watch any time every day. The only time I dont wear a watch is
when I am in the shower. I even wear it when I am sleeping. When I have to charge
my smart watch while I am sleeping, I wont wear it.
Whenever I get ready, I have to think about what I am wearing. I prepare
everything as a whole including the watch, shoes, pants and t-shirt.
INTERVIEWEE: Dom K.
Date: 10/07/14
Time: 9:30am
Location: A meeting room
Pretty boring. I work in the Deport. Mostly I interact a lot with the front desk so I go
back and forth a lot between the counter and my desk. Ordering supplies is part of
my job. There are a lot of negotiations about contracts for the company. I have been
work here for two years now.
I have a Galaxy Notebook 3. I also have an iPad and a Macbook.
The watch in general just tells the time. It also tells the date.
3. What is the story behind the watch you are wearing now? Why do you wear it today?
This is my second smart watch. I bought the first generation. I regret about it
because I could not change the strap on it. It was a silicone strap which I only wear
to the gym. The reason behind buying this watch is that they charge almost the
same as a regular watch. I was thinking why not buying a watch with more
functions. Mostly, I like technology a lot. It can be sync to my Android phone. If I
had an iPhone, it wouldnt work.
Personally, I find it annoying that every time I turn my wrist over, the screen will
turn on automatically with the motion sensor. I would rather turn it on by myself to
look at it. I dont like the watch flashing on every time I do this. People just keep
asking what it is and I have to answer the same question for 50 times.
If I cant find my phone, I can use my smart watch to find my phone by talking to it
find my phone. It will make my phone start to make noises to help me find my
phone. Or I can use the phone to find my watch.
I spent 200 dollars for this smart watch. They have one that is a step up than this
one and costs extra 100 dollars. It has a camera built into the watch. The first smart
watch they came up had a camera, but I found that I didnt use it very often. Thats
why I didnt buy the one with camera.
I think the media controller is cool. When my phone is playing music, I can control it
by using my watch. It is very useful when I work out at the gym. I dont want to pull
out my phone. I can just wear my watch. The watch has a 4G memory built in. I can
put music in the watch, but I have never used it. It only has its default music now.
Q: What prevents from using this music function on your watch?
Because I always have my phone with me. But if I am going to a 5K running, I will
use it because I dont want to carry my phone. That is the only case I would use this
function.
functionality of it. People will say this is a big watch. I have worn big Desiel watches
for so long. They are much bigger than this one. It depends on what you used to
wearing.
Q:How do you change the strap?

Like a normal watch. It originally has a silicone band. The interchangeable band
construction allows me to change different straps.
I can change the setting of my watch on the phone with the application called Gear.
Q: Why dont you change the setting on your watch?
I prefer to set it on my phone because it has a bigger screen. The main use of my
watch is to prioritize my notifications. I will read it to decide if I need to reply it right
now or later.
Last time I counted my normal watches, I think I have 15 watches. I got my first
watch when I was 12 years old as a Christmas gift from my parents. It was actually
a W, Inc. watch. Back to the time, every kid had a W, Inc. watch. It is a silver watch
with a blue face. My parents wear watches. My dad is a construction foreman. He
doesnt wear when he is at work. Whenever he is not at work, he usually wears a
watch. He worries he might break the watch at work.
I only have one smart watch right now. I had two smart watches.
Q: Why did you buy another smart watch when you had one?
Because of the strap. I can change the strap on my own.
No games on this smart watch. Someone just hacked the system this morning. He
put a Windows 95 system on the watch. I think it is a little too much.
Q:Can you show me some other cool applications?

Some people want a heart rate monitor. I dont use my heart rate monitor that much
unless I have been running really hard and I want to know how fast my heart rate is.
I almost bought a Fitbit Force when they came out. It was a pedometer with a watch
display. A lot of people were allergic to the metal so they recalled it.
Date: 10/04/14
Time: 6:30am
Location: Claudias house
I work in a consultancy company as a product manager. I like to hang out with
friends after work or on weekends. I have a design background so I like cool stuff.
Moto 360. It looks like a normal
watch.
It
is
nicely
designed.
And
I
can
change
strap
Not this generation. I dont like the way it looks. I know it sounds weird because
How do you describe a watch related to your life?
What is your definition of watches?
on it. I dont wear the strapNo.
every
why
have
153G.different watches. If 2.you
For me, a watch is an accessory that can tell time.
my
watch doesntday
look muchthat
better, butis
the Apple
watch I
reminds
me of iPhone
It seems they just took the shape of iPhone 3G and every other things and just
3.
What is the story behind the watch you are wearing now? Why do you wear it today?
For a while, I thought I didnt need a watch because I had a smart phone.
Then
I
shrunk
it
down
to
a
watch.
I
dont
like
their
UI.
It
is
going
to
be
very
cluttered.
It
can
change
the
case,
that
will
be
crazy!
People
change
their
case
for
their
phone
all
It is a gift from a friend. I like the size and color. It fits my outfit today.
started to buy watches for accessories. Later on, it becomes a habit to wear a watch.
makes no sense if you have a really clean UI on the phone; your watch has a UI that
If I am not wearing a watch right now, I will be uncomfortable and feel like missing
is very cluttered. I dont want to do bunch of cr*p in the smart watch. If I need to do
the time. Why not put a case
onreally
a complicated,
watch?
Itit oncan
change
something.
something
I will do
iPhone not
on Apple watch. the look of a watch. Display
I almost wear a watch any time every day. The only time I dont wear
a watch is
If Apple makes
something,
a lot of it.
peopleAll
will buypeople
it no matter theysee
need it oris
not. its
I
Now, I have 4 watches. Some are gifts from friends, and some I bought them for
cannot
be changed, but people
wont
see
appearance. A
when I am in the shower. I even wear it when I am sleeping. When I have to charge
dont need an Apple TV, but I have one.
myself.
You cannot use an Apple watch without an iPhone. That is how they get you. Same
my smart watch while I am sleeping, I wont wear it.
modular design will make sense.
as this smart watch, you cannot use a smart watch with Android Wear system
I throw some old ones away. They were out of batteries. I didnt want to change the

If I like it, I will buy it. I will think if it matches to any of my outfit. Usually the style.
If it looks cheap, I dont buy it. I like to have different types of watches.
8.
I dont wear every day. It usually depends on how I dress that day. If I cannot find a
strap to match what I wear, then I wont wear the smart watch.

Usually, I have some dressy watches. A few sporty watches I wear when I go the
gym. There are also some fashion watches such as some oversized Desiel watches.
Now I have so many watches. I put in the drawer or lay them on the desk. Well, they
are actually everywhere. Sometimes my friends come over to my house and will find
a watch in my coach. I will wear it if I can find the watch I want to wear, but if I
cannot find it, which is not a big deal because I can always wear another one.
It is kind of hard to dress up with a piece of technology.
My favorite function is pedometer to calculate the steps. I also like the sleep tracker
to know how well I sleep at night. This is just a watch face I downloaded from their
application store. If I double tap on the screen, it will open up different applications.

No. I dont think the watch can be replaceable. Watches have been around in the
society for so long. It wont happen that human someday just says Oh, we dont
need watches. People said watches would go away when we were able to tell time
on our phone. Obliviously, it is not true. The watch industry is not doing badly. I
mean, it will change over the time, but will not disappear. Look back to the time
people wear pocket watches, then wrist watches came out. Women were not used to
watches, but now theyversions
do.for everyone. Samsung takes the same path.
My favorite one is this smart watch I am wearing now. It is more duewear
to the
INTERVIEWEE: Claudia C.
Whenever I get ready, I have to think about what I am wearing. I prepare

everything as a whole including the watch, shoes, pants and t-shirt.

No. I dont think the watch can be replaceable. Watches have been around in the
society for so long. It wont happen that human someday just says Oh, we dont
need watches. People said watches would go away when we were able to tell time
on our phone. Obliviously, it is not true. The watch industry is not doing badly. I
mean, it will change over the time, but will not disappear. Look back to the time
people wear pocket watches, then wrist watches came out. Women were not used to
wear watches, but now they do.
without an Android phone. It is a competition between the two operating systems.

They lock people in their user experience. Now, both of they build their systems into
the cars that allows you to sync with your phones. It is even down to the car
purchase when you have to choose based on the system you are using. Google and
Apple want to be everywhere in our life.
batteries because they were really old and I would not want to wear them anymore.

I prefer small watches. I dont like big watches. It makes me look small and short.
Or maybe because big watches have been trendy for years, small watches are more
This one charges

from 0% to 100% in about 1.5 hours. And I maybe charge it every
attractive now.
11. How do you feel about wearable
technology?
4 to 5 days. Its pretty good at holding power comparing to most other smart
watches.
I dont like leather straps. I like bracelet watches. I like to wear watch really loosely.
Smart watches cannot update
too fast. Samsung came up 6 versions for fitness
My favorite one is a Swatch watch. It is a fashion or jewelry watch. It was a gift from
trackers in one year. Samsung doesnt care if their products get attraction. They just
my parents.
Moto 360. It looks like a normal watch. It is nicely designed. And I can change strap
to
push the unit. We dont make one watch for everyone; we make several
on it. I dont wear the strap every day that is why I have 15 differenttry
watches.
If you
can change the case, that will be crazy! People change their case for their phone all
the time. Why not put a case on a watch? It can change the look of a watch. Display
cannot be changed, but people wont see it. All people see is its appearance. A
modular design will make sense.
11. How do you feel about wearable technology?

Smart watches cannot update too fast. Samsung came up 6 versions for fitness
trackers in one year. Samsung doesnt care if their products get attraction. They just
try to push the unit. We dont make one watch for everyone; we make several
Style and price are the two most important things I would consider when buying a
watch.
I wear a watch almost every day as an accessory. The only time I dont wear a watch
is when I am showering or sleeping.
I like to wear a watch. I dont like to use my phone telling time.
My first watch was a gift from my mom. It is a gift for me to start my elementary
Figure H2. Interview transcriptions of watch users. Shan Lin's image.
79

As I said, I dont need watches because I have a phone.
M.A. FINAL PROJECT

N/A

Cellphone for sure. Ipad or laptop.
NON-WATCH USERS

Because I dont have a need watch, I dont think of having a watch at all. Not
even looking at any watch in the market at all.
(Partial)

Do you mean smart watches? I am not interested in smart watches because
everything I need is already built in the cellphone.
Q: How about put the functions of a cellphone into a watch? Would you buy
it?
Err. I am wondering how it works. If I have to talk to someone for a private
purpose, I can put my phone to my ear but I dont think it is practical to put a
INTERVIEWEE: Gianna G.
Date: 10/04/14
Time: 3:15pm
Location: Starbucks
I am a jewelry designer. I started swimming when I was very young. That
impacts a lot in my life. I always like to be engaged in something, even when
I work, I have to get up because I dont ever really like to be sitting down in
one place for too long. I like to read. I like going bike ride. I like cooking. I
like doing home improvement things or fixing things at home. I like leaving
my house for a day without anything, being unattached with everything. I
really like that. I am kind of minimal. I dont like when things become very
complicated. My families dont wear watches. I didnt have a watch when I
was young.
I work in a fashion retail store in downtown as a part time job.
When I work, I literally dont like wearing watches. I cant handle that it hits
the desk all the time. If I wear bracelets, I would take them off while working.
It gets its way. It creates enough distraction for me. Thats why I barely wear
any jewelry on my wrist even though I am a jewelry designer.

Cellphone. Microwave. Clock. Basically, everything can tell time. Thats what a
watch does.

I really want a Shinola watch. The reason is that I have a connection with the
city and the story. I can get the idea behind it. I am from Michigan, so I can
get really connected to the Detroit community. It is full of spirit. It is not only
a product with a name on it.

That changes all the time. If I had a watch, I think it would be something that
I would try to wear every day. Something that is special to me. It has to look
cool. To me, I am more concerned about the actual use. And maybe who I got
it from. I dont know if I would buy a watch for myself.
It is a nice product, but it is not something that you have to sell everything to
fix it if it breaks. It is still affordable. They feel really good. These watches
have a strong statement as the idea. It is not necessary a fashion statement.
They go well with almost everything except an evening gown. You dont have
to try to match the outfit. I dont like to ornament jewelry with outfit.

Actually, I have purchased a watch. It was a Skagen watch. It is just a black
watch with black strap. I can hardly feel wear anything because it is very thin.
They release a pocket watch. I really like it. I think it is really cool. That is the
accessory to the max. I would be interested in figuring out how to fit that in
my life. It is not an accessory because I dont need to wear it on me. I can
put it into my pocket or my bag.
Yeah. In my mind, a watch is something important. If I went to buy a watch

for myself, I want the watch to be something has a place in my look every
day. I dont like the idea of watch to be an accessory. I like it more to be a
utilitarian. I am not a big fan of combination of watch and jewelry. A watch is
a watch, and jewelry is jewelry. They should have their own purpose. Are you
wearing a jewelry watch to tell time? Not really.

Why would I never wear a watch? I never thought about this. Ah, because it
will break. (Interviewer: But jewelry breaks, too.) I can fix jewelry but I dont
know how to fix a watch.
It is nice to have a watch to tell time. It is nice and convenient, but I dont
need it because I have clocks in my home, car and at work.

I dont want to be connected. I do have a smart phone, but I try not to be
attached to it. I dont have other devices because I dont like more than one
thing that does the same thing. It is wasteful. The main reason I have phone
is for communication and camera.
9.
Have you heard about the Apple watch? What do you think about it?
I am actually interested in the idea of having a mini piece of technology that
you can wear. It is interesting. But again, it is an accessory. I dont want to
wear it all the time. I am trying to get away from my phone so I absolutely
dont want to wear a mini piece of technology all the time every day.
10. What functions do you think should be integrated into watches so that you
will consider purchasing a watch?
I dont know. I am not interested in smart watches.
INTERVIEWEE: David L.
Date: 10/08/14
Time: 8:05pm
Location: Davids home
I am a professional software developer. I am enthusiastic for technology.

A tool to tell the time.
watch to your ear.
9.
Have you heard about the Apple watch? What do you think about it?
I think they promote the Apple watch as a fitness device. I dont think I have
a need for that. I mean, I am not a sporty person.
10. What functions do you think should be integrated into watches so that you
will consider purchasing a watch?
Not really. Everything can be done on the phone. Really the watch is not
going to have a big impact because of the smart phone.

I used to think about having a watch. After high school, I dont think about
having a watch because I had a phone. I didnt need a watch ever since then.
To me, the watch is for telling time. Before having a watch, I had a digital
watch for time telling and alarm purposes. It was bought by my parents. I
have never thought buying a watch and currently I do not have a watch.
People think watches as accessory, but I dont need any accessory.

As I said, I dont need watches because I have a phone.

N/A

Cellphone for sure. Ipad or laptop.

Because I dont have a need watch, I dont think of having a watch at all. Not
even looking at any watch in the market at all.

Do you mean smart watches? I am not interested in smart watches because
everything I need is already built in the cellphone.
Q: How about put the functions of a cellphone into a watch? Would you buy
it?
Err. I am wondering how it works. If I have to talk to someone for a private
purpose, I can put my phone to my ear but I dont think it is practical to put a
Figure H3. Interview transcriptions of non-watch users. Shan Lin's image.
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APPENDIX I: RESEARCH WALL IN PROGRESS
Figure I1. Photo of working wall from week 2 to week 6. Shan Lin's image.
WEEK 2
WEEK 3
WEEK 4
WEEK 5
WEEK 6
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APPENDIX I: RESEARCH WALL IN PROGRESS
WEEK 7
WEEK 8
WEEK 9
Figure I2. Photo of working wall from week 7 to week 10. Shan Lin's image.
WEEK 10
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APPENDIX J: SURVEY RESULTS

RESEARCH DATA_SURVEY
PURPOSE:
The purpose of this survey was to understand consumers
attitudes, needs and their status as watch owners in the
current market.
RESEARCH SUBJECT:
The survey was open to members of every target audience
group. There were total of 37 people who took this survey
including 22 watch users and 15 non-watch users.
Q1. I am a:
Q2. What is your age?
Non-watch User[15]
Q3. I am a:
35 to 44 years[3]
Non-watch Related
Profession[34]
45 to 54 years[0]
55 to 64 years[2]
Age 65 or older[0]
22 to 34 years[32]
Watch Profession[4]
Age 21 or under[0]
Watch User[22]
Figure J1. Result of Online Survey about research subject. Shan Lins image.
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M.A. FINAL PROJECT

WATCH USERS
Q6. Which of the following best describes the value of watches?

Timepiece
15
Fashion accessory
16
Jewelry
Q5. What do you consider when purchasing a watch?
Q4. How many watch(es) do you own?
Art
Tradition
Appearance
21
Price
Heritage
22
6-10[4]
Function
Trend
More than 10[2]
8
9
6
1
Old fashion
Sustainability
Weight & Color
Durability
2
0
Functional wearable
1[1]
Other
Memory
Status symbol
13
Product origin
Gift
Brand
2-5[15]
12
16
20
24
Useless product
Other
0
0
12
15
Figure J2. Result of Online Survey for watch users. Shan Lins image.
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M.A. FINAL PROJECT

WATCH USERS
Q8. What products in the current market can be alternative options to watches?
Q7. You will buy a watch if:
17
Cellphone
21
Tablet
Laptop
Google Glass
11
The watch has many features such as chronograph, skeleton or hour repeater.
The watch is a wearable tech with many cool interactive functions

9
4
Other
1
0
The watch can help improve my health with fitness trackers. 0
Apple watch/Smart watch
12
16
20
24
85
If my watch is broken.
1
Other
0
12
15
18
Figure J2. Result of Online Survey for watch users. Shan Lins image.
M.A. FINAL PROJECT

Q5. Which of the following best describes the value of watches?
NON-WATCH USERS
Timepiece
11
Fashion accessory
11
Jewelry
Art
Q4. What stop you from having a watch?
Tradition
Heritage
Memory
A watch is too expensive.
Gift
I dont need a watch because I have my cellphone to tell time.

I dont like wearing anything on my wrist.
Wearing too many

bracelets.
Useless product
Other
1
0
Old fashion
Other
Functional wearable
Wearing a watch is old fashion.
Status symbol
13
I havent found a watch I like.
12
15
0
0
12
10
12
Figure J3. Result of Online Survey for non-watch users. Shan Lins image.
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M.A. FINAL PROJECT

NON-WATCH USERS
Q7. What products in the current market can be alternative options to watches?
Q6. You will buy a watch if:
Cellphone
Tablet
The watch is a wearable tech with many cool interactive functions

The watch can help improve my health with fitness trackers.
Clock.
1
0
12
15
The only watches I find

myself interested in are
1940's aviator watches.
1
0
Other
Other
25
Google Glass
I will never buy a watch.
Laptop
The watch has many features such as chronograph, skeleton or hour repeater.
15
10
Figure J3. Result of Online Survey for non-watch users. Shan Lins image.
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APPENDIX K: TESTING PLAN

CONCEPT TESTING WITH TARGET AUDIENCES
PLANNING
I will only test the approach, Jump In to
Envision with two design teams in the watch
department at W, Inc. due to the limited
timeline of the project.
FEEDBACK FORMS
STEPS OF TESTING
STEP 1
TEST 1:
Time: 10/27/2014 (Monday) from 12pm to
1pm
Location: a meeting room at W, Inc.
Testing subjects: 4 designers and 1 design
leader from Team A
STEP 2
Prepare
Reserve the meeting room;
Pin up the maps;
Pens and Post-it notes;
Feedback forms and consent forms;
Snacks and drinks
History Map:
Use Post-it notes to post 3 highlights in the history of team A
designs
Strategic Visioning Session
Hi,
Thank you very much for your participation!
(Name)
Hope this session was worthwhile for your time. Your feedback is very valuable!
How do you feel about the session?
What is your favorite part of the session?
What was the most challenging part during the session?
STEP 3
TEST 2:
Time: 10/28/2014 (Tuesday) from 12pm to
1pm
Location: a meeting room at W, Inc.
Testing subjects: 1 designer and 1 design
leader from Team B
Strategic Vision Map:

Use different colors of post under the section where are we?
and where do we want to go?.
Under the section of Association/Disassociation, use another
color of Post-it notes to post 3 associated factors( including
advantages and resources) for achieving the teams goal, then
use a different color of Post-it notes to post 3 dissociated
factors.
Group the notes of associations and dissociations to find out if
there are any dissociated factors that dont have a solution.
Post possible solutions for these left-out disassociated factors
STEP 4
Share the take-aways from this strategic vision series
STEP 5
Fill out feedback forms
List the things you learn from the session.
Tell me about what you think can be improved.
Figure K1. Feedback form for prototype testing. Shan Lin's image.
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APPENDIX L: INITIAL BUSINESS MODEL CANVAS

BUSINESS MODEL CANVAS WITH SWOT ANALYSIS
JUMP OUT
to envision
SWOT analysis and business model canvas are

created to identify the gaps in this approach.
Time management and resources such as
space, paper and post-it notes are the main
gaps needed more attention in the final
prototype development.
KEY PARTNERS
Designers
Leaders
STRENGTHS
Open a vision
Facilitate communication
between designers
Facilitate communication
between designers and leaders
Fun and interactive way to
create vision
Works great with various teams
OPPORTUNITIES
Can invite sales people to join
this session
Play music in the session to
create a more relaxed
environment
Can be customized by each
team in terms of size and layout
Involve senior managers in this
session
WEAKNESSES
Team consuming
Need a big empty space
for maps
Need many Post-it notes
Sales
specialists
KEY ACTIVITIES
Open a
strategic
vision
VALUE PROPOSITIONS
Mapping
visions with
Post-it notes
Promoting value
of design
management
methods
Offer space for

sharing visions
Facilitate
communication
in the design
team
KEY RESOURCES
Historic
map
Interactive
design thinking
process
Meeting
rooms
Leverage
visions for
innovations
and brand
goals
Senior
managers
Strategic
visioning map
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
Face-to-face
communication
Designers
Customized
access
Leaders
CHANNELS
Corporation's
server
Website
Booklet
Printer
THREATS
Designers are not
confident of expressing
ideas in front of their
managers.
More trials are needed to
make designers and
leaders comfortable and
familiar with this session.
Figure L1. SWOT analysis for Jump Out to Envision. Shan Lin's image.
COST STRUCTURE
REVENUE STREAMS
Printing
Paper
Post-it notes
Corporation
sponsors
Web
development
Technology
partners
sponsors
Pens
Figure L2. Business model canvas for Jump Out to Envision. Shan Lin's image.
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M.A. FINAL PROJECT

JUMP TOGETHER
to collaborate
From the SWOT analysis and business model

canvas, the importance of the virtual
communication tool is addressed in this
approach. In this case, Google Drive which is
currently used by W, Inc. is temporally chosen
to achieve the session. The communication
tool in the long term needs to be considered in
the final prototype development.
STRENGTHS
Make the innovation process
more efficient
Facilitate collaboration between
designers and engineers
Maximize the engineers
specialty in the design process
Interactive collaboration
KEY PARTNERS
Designers
Engineers
WEAKNESSES
Happens throughout the
whole design process
Need a big empty space
for maps
Google
KEY ACTIVITIES
Subject
focused
design
process
VALUE PROPOSITIONS
Sharing
design
process
visually to
others
Offer space for

interactive
collaboration
between designers
and engineers
Google Drive
CUSTOMER
SEGMENTS
Virtual
interaction
Promoting value
of design
management
methods
KEY RESOURCES
SPOTS
analysis map
Interactive and
efficient design
process
CUSTOMER
RELATIONSHIPS
Customized
access
Facilitate
collaboration
between
designers and
engineers
Designers
Instant and
easy access
Engineers
CHANNELS
Corporation's
server
Maximize
engineers
specialties in
design process
Website
Booklet
OPPORTUNITIES
Can visually share the design
process with other designers,
leaders and engineers for more
opinions
Internet-based interface
Broaden inspiration resources
Start an innovation from a different
perspective by focusing on different
subject, such as one technology,
one detail or one theme.
Internet
THREATS
Designers and engineers
are used to communicate
through emails and video
calls. They might need
some time to adopt to the
new way of
communication.
Figure L3. SWOT analysis for Jump Together to Collaborate.

Shan Lin's image.
COST STRUCTURE
Ensure a
feasibility of
an innovation
REVENUE STREAMS
Web
development
Google
communication
tools
Figure L4. Business model canvas for Jump Together to Collaborate. Shan Lin's image.
Save sampling
cost with the
efficient
design
process
Corporation
sponsors
Technology
partners
sponsors
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M.A. FINAL PROJECT

JUMP IN
to evaluate
The SWOT analysis and business model canvas

show the great values with many strengths and
opportunities in this approach. However, the
time and participant management is a big
concern when practicing this evaluation
system. The detailed steps and requirements
of this system need to be well designed in the
final prototype.
STRENGTHS
The only evaluation system for products in
W, Inc.
Ensure that innovations are created to meet
both business and society needs
Help designers and leaders develop product
lines with brand-right and attractive stories
Help designers understand the brand vision
and customers needs
An interactive evaluation system
Build designers confidence in their
innovations
OPPORTUNITIES
Involve sales specialists and senior
managers for the final product line
evaluation
Can be used by individual designers to
evaluate their initial ideas
Play music in the session to create a more
relaxed environment
Can be customized by each team in terms of
size and layout
KEY PARTNERS
Designers
Leaders
KEY ACTIVITIES
Evaluate with
a strategic
vision
VALUE PROPOSITIONS
Interactive
evaluation
process
Roll playing
Customer and
business
centered
evaluation
Round table
discussion
WEAKNESSES
Time consuming
Space consuming:
Need a big empty
space for maps
Need many Post-it
notes
Sales
specialists
Senior
managers
Facilitate
collaboration
with other
department
KEY RESOURCES
Product
pyramid
map
CUSTOMER
RELATIONSHIPS
Face-to-face
communication
Designers
Customized
access
Leaders
CHANNELS
Corporation's
server
Meeting
rooms
CUSTOMER
SEGMENTS
Website
Promoting value
of design
management
methods
Visual
proposition
map
Booklet
A day in the
life map
Printer
THREATS
Involving too many
people with
different opinions
may not be helpful
when making the
final decision.
Figure L5. SWOT analysis for Jump In to Evaluate. Shan Lin's image.
COST STRUCTURE
REVENUE STREAMS
Printing
Paper
Post-it notes
Corporation
sponsors
Web
development
Technology
partners
sponsors
Pens
Figure L6. Business model canvas for Jump In to Evaluate. Shan Lin's image.
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BUSINESS MODEL CANVAS: OVERALL
The overall business model canvas is created by looking at all the
elements in this prototype. The purpose of this canvas is to help
further develop the prototype as a strategic toolkit for the watch
department in W, Inc. to integrate new technologies on the market
into the business strategy.
KEY PARTNERS
KEY ACTIVITIES
Create
innovations in
consideration
of customer
and business
Leverage
visions of the
brand and
innovations
Interactive and
efficient design
process
Offer space for

collaboration
Communicate
efficiently and
interactively
throughout the
sessions
Promoting value
of design
management
methods
Designers
Leaders
Sales
specialists
Senior
managers
VALUE PROPOSITIONS
Facilitate
communication
in the design
team
KEY RESOURCES
Toolkits
Engineers
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
Face-to-face
communication
Virtual
interaction
Customized
access
Instant and
easy access
Designers
Leaders
CHANNELS
Corporation's
server
Meeting
rooms
Website
Ensure a
feasibility of
an innovation
Google
Booklet
Google Drive
Printer
COST STRUCTURE
REVENUE STREAMS
Printing
Google
communication
tools
Web
development
Paper
Post-it notes
Save sampling
cost with the
efficient
design
process
Corporation
sponsors
Technology
partners
sponsors
Pens
Figure L7. Initial business model canvas for the strategic toolkit. Shan Lin's image.
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APPENDIX M: SWOT ANALYSIS

SWOT ANALYSIS: KEY PARTNERS
SWOT ANALYSIS: KEY ACTIVITIES
There are many strong partnerships to support this prototype. All of the partners have been working
together within W, Inc. The only challenge will be to have these partners support this prototype in a long
run.
The activities interest the designers and leaders greatly. They appreciated the interactive
communication and collaboration. The researcher will help the diffusion of the prototype at the
beginning. Once it is adopted within each design team, leaders and designers can demonstrate the
prototype to new hires or other departments.
STRENGTHS
Most partners have been working together
with W, Inc.
Google has started the partnership with W,
Inc.
WEAKNESSES
Time and location of the sessions are
hard to schedule for a big group of
research subject
STRENGTHS
The activities will not only be interactive
and fun but also beneficial for work
The preparation of each session costs

extra time
Every approach can be customized to best

fit each teams design process
Designers and leaders need more trials

before getting comfortable with these
activities
Through the testing, designers and leaders

were very interested and wanted to find
out more about the strategic package
OPPORTUNITIES
Involving senior managers and sales
specialists will help designers and leaders
better understand the business, making
the innovation process more efficient
THREATS
Partners may not be willing to get
involve in every cycle of design process
because of the time and investment
required to participate in the process.
WEAKNESSES
OPPORTUNITIES
Working in W, Inc., the researchers will be
able to facilitate the sessions from the
beginning
THREATS
Activities may be disrupted when the
designers and leaders work flow is
changed
Every employee in W, Inc. is using Google

as the communication tool at work
Figure M1. SWOT analysis for key partners. Shan Lin's image.
Figure M2. SWOT analysis for key activities. Shan Lin's image.
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SWOT ANALYSIS: KEY RESOURCES
SWOT ANALYSIS: VALUE PROPOSITIONS
There are many useful resources to support this prototype. The existing resources are enough to start off
the prototype in W, Inc. In the long term, more resources such as plotters, specific meeting rooms and
communication tools need to be prepared.
The values of this prototype are build on the needs of the target audiences through qualitative research
and analysis. It is greatly beneficial and makes the target audience's daily work more efficient.
STRENGTHS
Most of the resources needed in this
prototype are provided by W, Inc.
WEAKNESSES
There is only one plotter printer available
in W, Inc. to print the toolkits
There are many empty spaces in the

building of W, Inc. to proceed these
sessions
STRENGTHS
WEAKNESSES
The prototype can be easily adopted by the watch department in W,

Inc. because it is designed through research and analysis of W, Inc.
Results may not

be seen instantly
The prototype is beneficial and offers a creative environment for

innovations by enhancing the vision of designers and leaders and their
communication and collaboration
This prototype is not only suitable to facilitate the technological
innovation process but to facilitate all kinds of innovation process
OPPORTUNITIES
Toolkits can be hand-drawn by designers
THREATS
Resources such as meeting rooms and
printers may not be available all the time
Virtual sessions can be conducted through

Google Drive
Sessions can be conducted outside the
office building of W, Inc.
Figure M3. SWOT analysis for key resources. Shan Lin's image.
OPPORTUNITIES
THREATS
The strategic package can be helpful to any design company that is

seeking innovation
When partnering with technological companies, the sessions in this
package will help them quickly understand the brands customers,
vision and capabilities
Target audience
cannot see the
value of the
prototype if they
are not actively
using these
approaches
Figure M4. SWOT analysis for value propositions. Shan Lin's image.
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SWOT ANALYSIS: CUSTOMER RELATIONSHIPS
SWOT ANALYSIS: CHANNELS
Designers and leaders are offered space to communicate and collaborate interactively and effectively
through this prototype. Designers and engineers will interact with each other through face-to-face
communication or virtual communication to complete the Jump Together to Collaborate session. In
the future, the strategic package will be use by the target audiences in their everyday work.
The prototype will be introduced to the watch design teams in W, Inc. through testing sessions. The
designers and leaders will also be provided with an instruction booklet and an easily-accessed website
whenever they need to conduct any of the three approaches in this prototype for their innovation
process. The website will be available for the public once it is adopted and established within W, Inc.
STRENGTHS
The target audiences have been working
together within W, Inc.
Communication channels used in this
prototype, such as Google Drive, Google
Hangout, etc, are already familiar products
provided and used by the target audience
on a daily basis
OPPORTUNITIES
Target audiences can easily approach the
researcher, who works in the same office,
when they have any questions about the
prototype
WEAKNESSES
Target audiences are unfamiliar and not
confident about the process of these
sessions in the beginning of the
prototypes diffusion
STRENGTHS
Many different ways that can be easily
accessed by the target audiences to
diffuse the concept
WEAKNESSES
Professional graphic designers and web
designers may be needed to design an
appealing booklet and an interactive
website
Several trials are needed to help

integrate the prototype into designers
and leaders daily working routine
THREATS
There might be some audiences who are
not actively participating in these
sessions
OPPORTUNITIES
Corporations server as a channel that is
free of charge and easily accessible
Blogs and design forums as other options
to publicize the concept.
THREATS
Extra cost to host a website
Need many resources to print booklets
for every designers and leaders
The prototype will be available on the

corporation's server where it can be easily
accessed by the target audiences
Figure M5. SWOT analysis for customer relationships. Shan Lin's image.
Figure M6. SWOT analysis for channels. Shan Lin's image.
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SWOT ANALYSIS: CUSTOMER SEGMENTS
SWOT ANALYSIS: COST STRUCTURE
In the beginning, the prototype will only be used by designers and leaders in the watch department at
W, Inc. Once the prototype is established, it will be utilized by other design departments including
jewelry, eyewear, leather and apparel. in W, Inc. The customer segments will be broadened when the
prototype is publicized and shared on its own website as a strategic package for innovation in other
design companies.
From the SWOT analysis, there is not significant cost required to launch this prototype. There are also
some other opportunities to save cost.
STRENGTHS
Ability to help the designers and leaders
create innovation more efficiently with
shared visions of the brands
WEAKNESSES
Lack of research to understand the
needs outside the boundary of the case
stud
STRENGTHS
No extra cost needed to start off the
prototype by using the resources that exist
in the daily working environment
Opportunity to create an innovation

friendly environment
Opportunity to broaden the customer
segments
A better presentation in the booklet and

website may require extra cost
A more interactive communication tool
may require extra cost
Provide an environment for effective

communication and interactive
collaboration
OPPORTUNITIES
WEAKNESSES
Requires a lot of paper and post-it notes
THREATS
The change of work flows to incorporate
the prototype may affect the
participations of the target audiences,
especially when it is crunch time during
production
Figure M7. SWOT analysis for customer segments. Shan Lin's image.
OPPORTUNITIES
Partner with in-house graphic and digital
department to develop a more visually
appealing booklet and website
THREATS
May exceed the budget of the office
supplies
Virtual sessions through internet will help

save cost
Figure M8. SWOT analysis for cost structure. Shan Lin's image.
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SWOT ANALYSIS: REVENUE STREAMS
The prototype is ready to start off with the sponsorship from W, Inc. The potential revenue from
technological companies and other design companies sponsors will help the diffusion of this strategic
package.
STRENGTHS
Cost-efficient, which does not require
much cost to start off
The prototype can save the companys cost
on extra samplings by facilitating the
design process
OPPORTUNITIES
Will help designers and leaders become more
innovative with better communication tools,
understanding and collaborating, which will
lead to potential development of innovative
products that might help the company create
more profits in potential markets that has not
been tapped before
WEAKNESSES
Does not create profit directly in terms
of product sales, as the prototypes
impact cannot be measured in terms of
dollars and cents
THREATS
Constant financial support from W, Inc.
and other financial resources in the long
run
Sponsors from the technological companies

can use this prototype to integrate their
technologies into watches
Figure M9. SWOT analysis for revenue streams. Shan Lin's image.
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APPENDIX N: VIDEO PRESENTATION

Link: https://vimeo.com/112288360
Password: dmgt748
Figure N1. Sreenshot of video presentation. Shan Lin's image.
98
REFERENCES
M.A. FINAL PROJECT
ANNOTATED BIBLIOGRAPHY
Charitou, C. D., & Markides, C. C. (2003). Responses to disruptive strategic innovation. Winner
2003, 44(2). Retrieved from http://sloanreview.mit.edu/article/responses-to-disruptive-strategic-innovation/
This article takes a new look at competition within existing businesses. Strategic innovation
is a fundamentally different business method that is in conflict with traditional business
strategy and yet it manages to grow and capture a large share of the established market. For
example, Barnes & Noble operates in a traditional business strategy. It opens up a bookstore
and sells book in its store. Amazon, however, does it differently, selling books online in order
to get books to its customers in the cheapest, fastest, and easiest way for their consumers.
This has allowed Amazon to grow significantly and take over the online publishing business,
forcing traditional bookstores out of business. The article talks about disruptive strategic
innovation and how to respond accordingly through five methods, further discussing what
responses are right for a specific company. This study facilitates understanding about how to
counter a specific strategic business competition within its own industry.
Clark, K. B. (1985). The interaction of design hierarchies and market concepts in technological
evolution. Research Policy, 14(5), 235-251. doi: 10.1016/0048-7333(85)90007-1
In this paper, Kim B. Clark examines and analyzes how design changes due to technical
innovation and customer demands. The paper doesnt focus on a single particular design
during a specific period and time, but focuses on design decisions that emerge over time to
result in a pattern. These patterns and the logic of the design thus create concepts to be
used. For example, patterns of innovation in early automobiles identify such process. We
have to solve transportation problems, which lead to technical innovation and the formation
of concepts due to customer choice. This results in better and more beautiful car designs.
Csikszentmihalyi, M. (1997). Creativity: Flow and the psychology of discovery and invention. New
York, NY: Harper Perennial.
This is a very detailed book. The author discusses and analyzes how creativity happens and
how different creative people influence others and their industry. The books research is
based on interviews of many established creative people, ranging from musicians like Oscar
Peterson to arts administrator-performer Kitty Carlisle Hart, etc. The author breaks down
creativity into components that can be applied to different industries in a systematic
approach and talks about ways to enhance creativity.
Cummins, G. (2010). How the watch was worn: A fashion for 500 Years. Woodbridge, UK:
Antique Collectors Club Dist.
This book illustrates the development of the wristwatch as a fashion accessory over
the past 500 years. The book contains many images, mostly in color, of historic
watches along with the dress of the different time periods, which shows how fashion
influenced the designs of the watches and vice versa.. This book provides insight as
to the motivation and evolution of watches in the past.
Donz, P. (2014). A business history of the Swatch Group: The rebirth of Swiss watchmaking and the globalization of the luxury industry. Hampshire, UK: Palgrave Macmillan.
This book offers a detailed and full analysis of the strategy, which enabled the Swatch
Group to establish itself on the world market. From the beginning of the 1970s,
Japan took over the watch world because of its development, which resulted in the
Swiss watch market shrinking and eventually becoming a crisis in the 1980s. This
was the time when Swatch Group created a series of watches that departed from the
bulky mechanical type. Instead, these watches were the thinnest in the world during
the period. The combination of technology, innovation and marketing led to the
rebirth of Swiss watchmaking. Through the study of this book, one can understand
how Swatch reinvented itself when it was in a crisis.
Dorst, K., & Cross, N. (2001). Creativity in the design process: Co-evolution of problemsolution. Design Studies, 22(5), 425437. doi:
10.1016/S0142-694X(01)00009-6
The article, Creativity in the design process: Co-evolution of problem-solution, is a
re-evaluation of existing creativity model in design process. The study began because
the author noticed that when specialist assessors were grading student designs base
on creativity, the grading criteria were very inconsistent. Thus, the article starts off
with the intention of finding what the ideal model is for creativity in design. Through
studies of nine experienced industrial designers, the author explains the methods
used by the designers and provides examples on how problem-solving in design can
be described usefully in terms of Mahers model of the co-evolution of problem and
solution spaces. The study allows us to understand and take a look at how to define
and interpret creativity.
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Eyal, N., & Hoover, R. (2013). Hooked: A guide to building habit-forming products. Silicon Valley, CA:
Create Space Independent Publishing Platform.
Focused on the phenomenon of creating successful products that capture widespread attention, the
author gives many examples, both physical (iPhone) and digital (tumblr, pinterest) products, and
explains why they are successful through four simple steps. The four simple processes are applicable
to any product and the focus is to encourage customer behavior. This is an extremely useful book as it
looks not just at product creation and marketing, but behaviors that can be shaped and influenced.
Fossil Inc. (2006). Tinspiration: The art & inspiration of the Fossil Tin. Dallas, TX: Fossil Partners, LTD.
This book documents the history of Fossils unique packaging strategy for its watches. For 30 years,
Fossil has been using the same philosophy to build relationship with its customers. The book looks at
how creativity can be incorporated even when the product packaging stays the same. It also looks at
branding and how a company can portray its product to attract and retain customers despite
competition.
Gallup, G. H. (1977). Human needs and satisfactions: A global survey. The Public Opinion Quarterly, 40(4),
459-467. Retrieved from http://0-www.jstor.org.library.scad.edu/stable/ 2748277
This research paper studies how satisfied people are with their individual lives. Through surveys and
analysis, the paper looks at basic human needs and satisfactions, what individuals strive toward, and
the qualities of life they are trying to achieve. The data includes six different geographic regions,
including North America, Middle East, and the Republic of China among others.
Kim, C.G. Y. (2012). Moving the luxury fashion brand forward: The balance of technology and heritage.
Retrieved from Savannah College of Art and Design Digital Collections.
This thesis reveals both positive and negative influences that technology has had on the luxury fashion
industry. The author defines and discusses luxury characteristics from the product to consumers to the
branding image. This discussion then leads into the history and how technology has impacted
products, influencing prices and marketing strategies. The author also offers examples of pros and
cons of technology use. For example, with technology getting better, it leads to mass production of
goods, which in turn creates normalized and standardized products. To counter this issue, mass
customization becomes a solution and that is why today, we can have the luxury of many color cases
for an iPhone which affects the products luxury and brand value. This can be associated to watches as
well.
Kim, W. C., & Mauborgne, R. (1999). Strategy, value innovation, and the knowledge economy. Sloan
Management Review, 40(3), 41-45. Retrieved from http://www.fce.austral.edu.ar/aplic/webSIA/webSIA2004.nsf/6905fd7 e3ce10eca03256e0b0056c5b9/dc9deb03dabd9edb03257905007b0e5e/$FILE/Strategy,%20Value%20Innovation,%20and%20the%20knowledge%20economy.pdf.
This article focuses on innovation through strategic studies of competitors and economy. The article
highlights major key points that company faces when they are challenged: imitation, acting reactively
or failing to understand changing customer demands. Through examples of examining industries, the
article explains how to develop or shift existing strategies and identifies the areas that should be
focused on, which is primarily value. This leads into value innovation. For example, when faced with
competition, the conventional focus by companies is to outperform the competition whereas in the
approach of value innovation, the company should actually seek stronger value for the product so as
to make competition irrelevant.
Klein, K. J., & Sorra, J. S. (1996). The challenge of innovation implementation. The Academy of Management Review, 21(4), 1055-1080. Retrieved from http://0-www.jstor.org.library.scad.edu/stable/259164
The article focuses on the process of organizational members implementation of an innovation. How
well the innovation is implemented will produce results that fit the targeted users values. The article
examines innovation and values and gives examples of good outcomes and of poorly implemented
ideas. One example is a case study concerning the implementation of a computerized inventory
control system in a wire manufacturing company. The implementation process failed because the
system was mandated by the corporate headquarters, which had no idea how the system should be
organized because it was not the ground user. The insights and discussion in the article shows
explains how organizations should adopt innovations to get better results.
Levine, R. N. (1996). A geography of time: The temporal misadventures of a social psychologist, , or how
every culture keeps time just a little bit differently. Retrieved from http://www.cycle-planet.com/paleo/ageographyoftime.pdf
The book looks at time in different aspects from culture, to individual and time literacy. The author
talks about time keeping and how it affects lives. For example, the pacing and lifestyles in New York,
NY are very different from Savannah, GA because of the culture and individually. This affects
individual psychological clocks and how we see and value quality of life. The book touches on many
topics related to time, giving insights as to how watches can be perceived in a different way to tell
time.
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Lockwood, T. (2009). Design thinking: Integrating innovation, customer experience, and brand value. New
York, NY: Allworth Press.
This book is talks about using observation, collaboration, fast learning, visualization, rapid prototyping
and business analysis to solve solutions. Design thinking is a new way to map consumer needs and
solve problems innovatively. The book uses case studies to bring out these concepts and the examples
that real-world methods deliver. The book also talks about how to build a design thinking process, and
discusses how culture impacts the designs in a company.
Luchs, M. L., Naylor, R. W., Irwin, J. R., & Raghunathan, R. (2010). The sustainability liability: Potential
negative effects of ethicality on product preference. Journal of Marketing, 74(5), 18-31. doi:
10.1509/jmkg.74.5.18
In this article, the authors reveal the relationship between the product sustainability with consumers
preferences. They demonstrate through research that consumers associate higher product ethicality
with This article talks about what product sustainability means to consumers. Manufactures are
increasingly creating and promoting sustainability products which are said to have positive social or
even environmental impact. But the truth is no one has paid attention to how the consumers feel or
even if they actually benefit from such products. The article introduces the theory and idea of ethical
attributes, which relates to social issues. It shows how environmental and social problems are actually
affected by marketplace behavior which can result in different consumer behavior and preference
toward a product attributes and lower product ethicality with strength-related attributes. The more
gentleness-related attributes are values, the more sustainability enhances consumers preferences.
Lukas, B. A., Whitwell, G. J., & Heide, J. B. (2013). Why do customers get more than they need? How
organizational culture shapes product capability decisions. Journal of Marketing, 77(1), 1-12.
Retrieved from http://0-content.ebscohost.com.library.scad.edu/ContentServer.asp?T=P&P=AN&K=84508931&S=R&D=cms&EbscoContent=dGJyMNLr40Sep7I4zdnyOLCmr0yepr
FSs664TLaWxWXS&ContentCustomer=dGJyMPHZ33y549%2BB7LHjgO3p8gAA
This article is a study on the decision-makings for actual products by companies. The study shows that
most companies produce product that overshot the customers needs which will result in
dissatisfaction. One of the suggestions for this was that, internally in companies, the drive to create
better features and capabilities for products is driven by the designers or managers person need to
create something they believe in rather than create a product catered to what the consumers required.
The author provides research and examples, though the article only focuses on a small scope of
marketing for his paper.
Luo, X., & Bhattacharya, C. B. (2006). Corporate social responsibility, customer satisfaction, and
market value. Journal of Marketing, 70(4), 1-18. Retrieved from http://0-www.jstor.org.library.scad.edu/stable/30162111
This article studies how corporate social responsibility programs have influences on
customer-related results like customer satisfaction and market value. The studies includes
tests and conceptual model that proposes corporate social responsibility initiatives which
enables firms to build satisfied customers that results in positive market value. One of the
benefits for firms to engage in corporate social responsibility initiatives is that it allows firms
to understand their generalized customers better and improve by creating more
customer-specific products. But this does not mean that all company who uses corporate
social responsibility framework succeeds. In fact, tests have shown that companies with low
innovativeness capability actually performed badly if it uses corporate social responsibility
initiatives. Thus, it is not about the use of such framework and concepts. There are a few
factors that affect the result of customer satisfaction and market value of a product.
Martin, R. (2009). The design of business: Why design thinking is the next competitive advantage. Boston, MA: Harvard Business Press.
This book talks about how important design thinking is in a business. The most
important two factors is firstly, the idea of analytical thinking. This means how we
deduce reasoning from gathering more general information to more specific and
inductive reasoning which is the complete opposite which starts from specific
observations that leads into patterns and formulas. The second part of design thinking
requires intuitive thinking that leads into originality and innovation. Some examples of
successful companies like Apple,inc and Cirque du Soleil, are provided to explained
how these two factors leads a company into breakthrough innovations.
McCrossen, A. (2013). Marking modern times: A history of clocks, watches, and other
timekeepers in American life. Chicago, IL: University of Chicago Press.
This book is a history book that looks at how the 19th century America culture transit in
terms of telling time. From clocks to watches and standard time zones, the book talks
about how time is being tracked through war, poverty and prosperity. This book helps in
my research on how cultures go about capturing time and what it means to them during
a specific era.
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Moore, G. A. (2014). Crossing the chasm: Marketing and selling disruptive products to
mainstream customers. New York, NY: Harper Business.
This is a great book that talks about market development after the original market is
saturated. The main focus in the book is to track and discuss how to move beyond the
chasm, which is getting the consumers from Early Adopters to the Early Majority. This is the
most difficult part of traditional adoption life cycle to cross as it means a success or failed
business. This is a great book to learn about product life cycle, not just about marketing.
Neumeier, M. (2007). Zag: The number-one strategy of high-performance brands. Berkley, CA:
New Riders.
This book is a fresh look at being creative and using approaches that others in the same field
arent using. The book focuses on five disciplines which is differentiation, collaboration,
innovation, validation and cultivation. The author teaches a design process that consists of a
17-step process which helps one to understand their company, brand or industry through
asking thought-provoking questions. This will allow us to differentiate our brand and product
from others.
Norman, D. A. (2002). The design of everyday things. New York, NY: Basic Books.
This book is an analysis on products by looking at how they satisfy or frustrate customers.
Some of the key things that the author discusses about is on human interaction and common
mistakes made by designers that should be avoided. The book focuses on psychology and
human behavior that translate to everyday problems which needs to be solve creatively and
can be solved, through design.
Osterwalder, A. & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game
changers and challengers. Hoboken, NJ: John Wiley & Sons.
This book is like a handbook for practical innovation techniques. The author shares nine
simple methods for business model. The book uses questions to challenge how we view
problems. For example, what if there is a business model where consumers build the product
on their own at home? This was a question that IKEA introduced to the world during the
1960s. The book has other examples that look at game changer companies and how they
approach their business in an innovative way.
Rondeau, R. (2006). The watch of the future: The history of the Hamilton electric watch. Corte
Madera, CA: Rene Rondeau.
This book talks about the history of the company, Hamilton Watch, which successfully
created the first commercial battery-powered watch in the 1950s. It was one of the most
important innovation and milestone in watch history. Unfortunately by 1969, advanced
technology had rendered the Hamilton Electric obsolete. The book talks about the innovation
and craftsmanship which created the electric watches and eventually, an entire electric line
in the watch market.
Schensul, S. & Schensul, J. & Lecompte, M. (1999). Essential ethnographic methods:
Observations, interviews, and questionnaires. Lanham, MD: Alta Mira.
This book introduces the basic techniques of ethnographic data collection, including
participant and non-participant observation, interviewing and ethnographic survey research.
This is a book that teaches and shares on how to do good ethnography and quality research.
The book gives examples and case studies to show how these methods can work in real
situations. One example was the evaluation of fourth-grade diet, nutrition, and gardening
program. Through the collected data, Jean Schensul, the evaluator was able to identify what
leads to better results and outcomes which was about instructions given to the children,
rather than products in the market.
Sholtzclaw, E. V. (2009). Laddering: Unlocking the potential of consumer behavior. Hoboken, NJ:
John Wiley & Sons.
This is another book that talks about consumer behavior and how to capitalize them. One of
the most important concepts in the book is on how to improve interview techniques. This will
result in knowing the customers core value better and also the understanding of true patterns
of why people buy products, their core motivations and their ecosystem in purchases. The
author explains the consumer mindset and also provides frameworks like marketing
messages, campaigns, etc.
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Shim, J. P., Varshney, V., & Dekleve, S. (2006). Wireless evolution 2006: Cellular TV, wearable computing, and
RFID. Communications of the Association for Information Systems, 18(22), 497-518. Retrieved from
http://0-search.ebscohost.com.library.scad.edu/login.aspx?direct=true&db=buh&AN=25591422&site=ehost-live&scope=site
In this paper, the author studies the mobile wireless technology and its trend toward a single device that can
provide multiple functions instead of multiple devices. The paper provides technical data and overview of the
wireless technology including information on how various countries has adopted different wireless technology,
influencing and impacting one another. The study also discusses about the limitation of wireless and mobile
networks during 2006 and how it impacts or challenges a firms existing products. The paper also talks about
how social factors have influence internally as well as external companies to adopt new technologies.
Taylor, A. (2010). The next generation: Technology adoption and integration through internal competition in new
product development. Organization Science, 21(1), 23-41. Retrieved from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1274278
This paper talks about the impact of internal competition when new technology challenges the current
technology in a firms existing product. Although it is important that companies continue to improve its own line
of product with better and new technology, this study shows that a company can fail in innovation because of
the internal competition created. The study also points out the critical key point which is separating new and
old product development as competition can kill the success and survival of new technology product
development. The author also explains how companies go about gathering research on new technology and by
understanding and integrating both new and old technology; a firm stands a better chance to succeed in
developing a new and better product.
Thompson, C. (2014). The pocket watch was the worlds first wearable tech game changer. Smithsonian, 45(3).
Retrieved from http://www.smithsonianmag.com/innovation/pocket-watch-was-worlds-first-wearable-tech-game-changer-180951435/?no-ist
Thompson discusses wearable technology and the historical use of pocket watches and wristwatches. The
author also reflects on the social aspects of timekeeping, including punctuality, moral improvement, and
gendered preferences for wristwatches. The author highlights the practicality and impracticality of watches and
compared the different watch evolutions to technology present today. For example, the author finds that
wristwatches during its invention, was equivalent to the iPhone of its day because of the leading-edge
technology. The author also introduces and compares various wearable computers and devices, such as the
head-mounted Google Glass computer and how the companies use ones morality to help create demand.
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ADDITIONAL SOURCES
Citizen Holdings. (2014). About us. Retrieved from http://www.citizen.co.jp/global/aboutus/
Donz, P. (2014). A business history of the Swatch Group: The rebirth of Swiss watchmaking and the globalization of the
luxury industry. Hampshire, UK: Palgrave Macmillan.
Google. (2014). Android Wear. Retrieved from https://developer.android.com/design/wear/index.html
LVMH Group. (2014). The group. Retrieved from http://www.lvmh.com/the-group/lvmh-group
Lee, N. (2014). Moto 360 review: It's the best Android Wear watch, but that isn't saying much. Retrieved from http://www.engadget.com/2014/09/12/moto-360-review/
Movado Group. (2014). The company. Retrieved from http://www.movadogroup.com/company/index.cfm
Pebble Technology. (2012). Pebble: E-paper watch for iPhone and Android. Retrieved by https://www.kickstarter.com/projects/597507018/pebble-e-paper-watch-for-iphone-and-android
Pebble Technology. (2014). Our story. Retrieved from https://getpebble.com/our_story
Rudarakanchana, N. (2013). Smart watch markets: Key things to know, according to Citi Analysts, after Samsung Galaxy
Gear debut. Retrieved from http://www.ibtimes.com/smart-watch-markets-key-things-know-according-citi-analysts-after-samsung-galaxy-gear-debut-1406506
Samsung Group. (2014). About Samsung. Retrieved from http://www.samsung.com/us/aboutsamsung/
Segan, S. (2005). First ever Palm OS watch arrives two years later. Retrieved from http://www.pcmag.com/article2/0,2817,1748488,00.asp
Seiko Holdings Corporation. (2014). Seiko in brief. Retrieved from http://www.seiko.co.jp/en/brief/index.html
Swatch Group. (2014). Group profile. Retrieved from http://www.swatchgroup.com/en/group_profile
Zacks Equity Research. (2014). Apples smartwatch launch spells doom for watchmakers. Retrieved from http://www.zacks.com/stock/news/146772/Apples-SmartWatch-Launch-Spells-Doom-for-Watchmakers
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LIST OF FIGURES & TABLES
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LIST OF FIGURES
Figure 1. Watch photography
Figure 21. Relationship between ideas and opportunities
40
Figure 2. W, Inc.s competitors
12
Figure 22. Historic Map in idea 1
41
Figure 3. ZAG steps 1-6
14
Figure 23. Strategic Visioning Map in idea 1
41
15
Figure 24. SPOTS Map in idea 2
42
16
Figure 25. Product Pyramid Map in idea 3
43
Figure 6. 2X2 axis chart for market positioning
17
Figure 26. A Day in the Life Map in idea 3
43
Figure 7. Ecosystem map of research space
20
Figure 27. Visual Value Proposition in idea 3
43
Figure 8. Chosen visual models for analyzing each research subject
23
Figure 28. PMI method for evaluating initial ideas
44
Figure 9. Word cloud of peoples current perception of watches
24
Figure 29. Chosen concept map
46
Figure 10. Journey map of watch user interactions with watches in a day
25
Figure 30. Photo of testing setup
47
Figure 11. Journey map of a non-watch users interaction with a watch in a day
26
Figure 31. Photo of testing 1
48
Figure 12. Sequence model of the design process
27
Figure 32. Photo of testing 2
48
Figure 13. SWOT analysis of the current approach to innovation
28
Figure 33. Three Jumps for innovations
52
Figure 14. Affinity map of the designers and leaders
29
Figure 34. Features and values of Three Jumps
52
Figure 15. Sarah Wallace persona image
30
Figure 35. Booklet of Three Jumps
53
Figure 16. Joe Parker persona image
31
Figure 36. Website homepage of Three Jumps
53
Figure 17. Journey Map of designer and leaders
32
Figure 37. Cover pages of the booklet
54
Figure 18. Research findings at a glance
34
Figure 38. Page of introduction in the booklet
55
Figure 19. Opportunities for design
36
Figure 39. Page of Jump Out in the booklet
56
Figure 20. Visualized design criteria
37
Figure 40. Page of Jump Together in the booklet
57
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LIST OF FIGURES
Figure 41. Page of Jump In part one In in the booklet
58
Figure L1. SWOT analysis for Jump Out to Envision
89
Figure 42. Page of Jump In part two In in the booklet
59
Figure L2. Business model canvas for Jump Out to Envision
89
Figure 43. Page of resources In in the booklet
60
Figure L3. SWOT analysis for Jump Together to Collaborate
90
Figure 44. Website pages of Three Jumps
61
Figure L4. Business model canvas for Jump Together to Collaborate
90
Figure 45. Business model canvas for Three Jumps
62
Figure L5. SWOT analysis for Jump In to Evaluate
91
Figure 46. Implementation plan for Three Jumps
63
Figure L6. Business model canvas for Jump In to Evaluate
91
Figure 47. Development process of Three Jumps
65
Figure L7. Initial business model canvas for the strategic toolkit
92
Figure A1. Gantt Chart
68
Figure M1. SWOT analysis for key partners
93
Figure F1. Screenshot of Survey for watch users
75
Figure M2. SWOT analysis for key activities
93
Figure F2. Screenshot of Survey for non-watch users
76
Figure M3. SWOT analysis for key resources
94
Figure G1. Research protocol
77
Figure M4. SWOT analysis for value propositions
94
Figure H1. Interview transcriptions of watch professionals in W, Inc
78
Figure M5. SWOT analysis for customer relationships
95
Figure H2. Interview transcriptions of watch users
79
Figure M6. SWOT analysis for channels
95
Figure H3. Interview transcriptions of non-watch users
80
Figure M7. SWOT analysis for customer segments
96
Figure I1. Photo of working wall from week 2 to week 6
81
Figure M8. SWOT analysis for cost structure
96
Figure I2. Photo of working wall from week 7 to week 10
82
Figure M9. SWOT analysis for revenue streams
97
Figure J1. Result of Online Survey about research subject
83
Figure N1. Screenshot of video presentation
98
Figure J2. Result of Online Survey for watch users
84.84
Figure J3. Result of Online Survey for non-watch users
86.87
LIST OF TABLES
Figure K1. Feedback form for prototype testing
88
Table C1. Sub questions matrix
71
107

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Figure 1. Watch photography. Shan Lins image.

DEFINITION: Design management is bridging design and business by utilizing design

M.A. FINAL PROJECT

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Exploration of Diverse Concepts

Chosen Concept Development

Main Research Question

Concept Testing with Target Audience

Sub Research Questions

Concept Testing Findings

Target Audience Description

Data Collection Methods

Significance to Design Manager

Business Model Canvas

Relational Findings at a Glance

Significance to the Design

DESIGN OPPORTUNITIES AND

FINAL DESIGN TO MARKET

Opportunities for Design

Design Criteria for Prototype

Appendix A: Gantt Chart

Appendix B: Creative Brief

Appendix C: Sub Questions Matrix

Appendix D: Consent Forms

Appendix E: Interview Questions

Appendix F: Survey Questions

Appendix G: Research Protocol

Appendix I: Research Wall in Progress

Appendix J: Survey Results

Appendix K: Testing Plan

Appendix L: Initial Business Model Canvas

Appendix M: SWOT Analysis

Appendix N: Video Presentation

LIST OF FIGURES AND TABLES

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SIGNIFICANCE TO DESIGN MANAGER

SIGNIFICANCE TO THE DESIGN MANAGEMENT FIELD

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Currently, W, Inc.s business is greatly impacted by technological devices,

Figure 2. W, Inc.s competitors. Shan Lins image.

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Pebble Technology Corporation

Movado Group, Inc.

Seiko Holdings Corporation

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In the current markets, wearable technologies are mostly launched by technology

Apple, Google, Samsung and Pebble.

Figure 3. ZAG steps 1-6. Shan Lins image.

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Three Jumps: A strategic toolkit for innovation

Three Jumps is a strategic toolkit that facilitates the innovation processes by

Figure 4. ZAG steps 7-12. Shan Lins image.

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Three Jumps can be protected by the copyright law once it is published.

Figure 5. ZAG steps 13-17. Shan Lins image.

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2x2 AXIS CHART

Data collected from secondary research and online

Summary: Most watchmakers approach their watch

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