J O O S T B I A N C H ID E S I G N & S T R AT E G Y P O RT F O L I O

J O O S T B I A N C H IB o r n o n A u g u s t 9 , 1 9 9 1H i l v e r s u m , t h e N e t h e r l a n d s

EDUCATION

2013 - current Delft University of Technology, the Netherlands MSc. Strategic Product Design

2012 - 2013 Coventry University, United Kingdom Postgraduate MA Automotive Design (Erasmus Exchange)

2009 - 2012 Delft University of Technology, the Netherlands BSc. Industrial Design

2003 - 2009 Trevianum Gymnasium Sittard, the Netherlands

COMPETENCES

Concept Generation, Concept Visualization, Marketing Principles, New Product Development Economics, Business Case and Value Propositions, Technology Scouting, Market Research, User Research, Context Mapping

LANGUAGES

Dutch, English (fluent)German, French (basic)

EXPERIENCE

2013 - current Delft University of Technology Mentor for foreign MSc. students

2012 - 2013 Delft University of Technology Part-time 3D Modelling (Rhino) Teacher at Automotive Design Minor

2010 - 2011 FS Hydrogen Racing Team Delft (FORZE) Exterior Designer

SOFTWARE

Adobe Photoshop, Adobe InDesign, Adobe Illustrator, Microsoft Office, Autodesk Alias Automotive, SolidWorks, Rhinoceros, Keyshot, SPSS Analytics

J O O S T B I A N C H I

// WHAT I BELIEVE //

people want change, they just don’t want to be changed

the end user is the expert of his own experience

don’t think to build, but build to think

designing is transformative

// WHAT I LOVE //

participating in classic car rallies

playing a lot of different sports

making music with my friends

sketch sundays

vines

// WHAT I CAN //

well, have a look at my portfolio!

P R O J E C T S

RESEARCH AND STRATEGY

BENTLEY NPD ADVICEHow corporate strategy can allign with design strategy

WIKIFOODS INNOVATION STRATEGYOpportunities for a less wasteful food economy

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P R O J E C T S

PRODUCT DESIGN

FORZE HYDROGEN FS RACE CARThe first ever hydrogen FS race car

NIKE MYKNIT CONCEPTPersonalized performance using innovative knittingtechnology

TATA B-SEGMENT CONCEPTA design that reflects the automotive values of our modern, urban society

RESEARCH AND STRATEGY

BENTLEY NPD ADVICEHow corporate strategy can allign with design strategy

WIKIFOODS INNOVATION STRATEGYOpportunities for a less wasteful food economy

CONTENT

Concept design

CAD modelling

Mold fabrication

Part fabrication

Detailing

Assembly

F O R Z EH Y D R O G E N F S R A C E C A R

THE DESIGN Since this was the teams’ first fully self-designed vehicle, the packaging of the huge fuel cell, hydrogen tank and temporary power-storage systems was not easy. The side pods of the vehicle grew quite substantial in size. We searched for design solutions that would (a) minimize weight, (b) reduce the visual mass of the side pods and (c) communicate the in-novative drivetrain.

THE TEAMForze Hydrogen Racing Team is a student racing from Delft Uni-versity of Technology. It currently exists of approximately 70 stu-dents, building a new race vehicle, powered by a hydrogen fuel cell, every year. The team had built three go-karts, before I joined the team. Together with a team of other engineers, we started wor-king on a design for the very first hydrogen powered formula stu-dent race car. With a self-designed chassis, the biggest challenge was packaging all the components as efficiently as possible. Our respon-sibility was to develop a design for the glass fiber bodywork.

F O R Z EH Y D R O G E N F S R A C E C A R

CONCEPT DEVELOPMENT

fiber glass lay-up paint and livery assembly

C&C milling

paint and livery

WORLD RECORD HOLDER Acceleration for hydrogen-powered

cars <500kg 1/8 mile in 10.5 sec

THE CARThe 9th of July 2011, the car was finally ready. USsing the 28 liter hydrogen tank, it’s fuel cell could produce a max. power of 47 Kw (64 HP). The performance was measured: it could reach a top speed of more than 120 km/h and accelerate from 0 to 100 km/h in less than 4.5 seconds. In August it set an official world record in The Hague, the Netherlands.

CONTENT

Vision

Customer journey

Concept design

Design proposal

N I K E M Y K N I T C O N C E P T

USEREXPERIENCEJust buying the product is not good enough anymore. Companies are reinventing their brand pro-mise and delivering on it in new ways. Nike is no different. With the growth of personal health and fitness, have come new oppor-tunities to engage in sustainable customer relationships. This trend has been mostly on the back-end side, by delivering new services and applications. These changes are influencing the way people see a company like Nike and the value it delivers. This new per-sonalized and social way of deli-vering on value is only going to grow as retail is starting to follow up on these changes as well.

FLYKNITTECHNOLOGYDebuting by Nike in 2012, Flyknit is a new way of looking at how we use material to produce our shoes. You would argue it is just a knit-ted upper, however there is a little bit more to Flyknit than just that. From an environmental perspec-tive, it has helped Nike to reduce the material it uses in its produc-tion cycle. Also, it has given way to approaching design and functi-onal integration in a different way. By playing with the composition of the Flyknit structure, Nike has been able to make adjustments in different upper designs. From a customer point of view, Flyknit is also proving its value in the mo-dern age of personalization due to its integrated and flexible design possibilities.

N I K E M Y K N I T C O N C E P T

P R O J E C T S

CONTENT

Field research

Company analysis

Market analysis

Brand promise

Opportunity scouting

Innovation strategy

Roadmap and objectives

As new technology will push pro-duction processes further, new approaches to user data are on hand. Whereas standardization has been a leading indicator of the current business model, flexibility and added-value will determine how shoes are produced. A three- stage transition from standardized to personalized processes is sug-gested.

In the future the touchpoint will be positioned in such a way to acco-modate for personalized processes. In the current phase (1), standar-dized measurements determine the touchpoints: size matters and this can either be communicated online or via retail stores. In phase 2 and 3, the touchpoint will shift towards more personalization and data col-lection. Standardized parts of the purchase can be done online and the data collection for the perso-nalized parts will occur at selected retail stores.

1 2 3

PERSONALIZED DATA STANDARDIZED MEASUREMENTS

STANDARDIZED PROCESSES

SEMI-PERSONALIZEDPROCESSES

PERSONALIZEDPROCESSES

TRANSFORMATIVE PROCESSES

PERSONALIZEDPERFORMANCEEssential. The shoe remains a core element for sports in general, an important asset for individual performance. Steps have already been taken to provide people with more personalized shoes, aiming to adjust as well as possible to the specific foot shape of a per-son. However, an integrated pro-posal has yet to be commerciali-zed. Knitting and 3D-printing are transforming the concept of sports shoes, but are still built on con-ventional standardized processes.

NIKE MYKNIT

FLYKNIT

The concept behind Myknit combi-nes current standardized proces-ses with personalzed processes that are data-driven (phase 2). The design integrates standar-dized parts and optimizes it in certain areas, instead of buidling it from the ground up. The Flyknit technology offers the possibility to make small adjustments in cer-tain pressure areas, by integrating supportive strap-fixation points. These points are flexible within the geometry.

STRAPS

Straps have been used for deca-des, because they offer support through flexibility. Normally the strap would be fixed in some pre-determined areas. These areas are an optimization of different requirements, but do not offer the same freedom of movement one has with for instance yoga straps (wrapped around the foot directly). However, when placed in a flexible uni-body, Flyknit, the upper pro-vides some of that same freedom of movement.

CONCEPTDEVELOPMENT

INTER-KNITTED MESH SOCK

PERSONALIZED FLYKNITPRESSURE POINTS

NIKE MYKNITCONCEPT

INTER-KNITTED MESH SOCK

PERSONALIZED FLYKNITPRESSURE POINTS

CONTENT

Context vision

Product vision

Concept development (2D)

Alias 3D model

1/4 scale clay model

TATAB - S E G M E N T C O N C E P T

A CAR COMPANYFOR THE MODERN CONTEXT

TATAB - S E G M E N T C O N C E P T

END USER VALUE

Smaller vehicles are proving to be of big importance for car cam-ponies trying to stay relevant in the urban landscape. Whereas car design long long adressed end user values such as freedom, speed and performance, it now has to account for a new end user paradigm. Space, accessibility and efficieny are the values end users seek in the urban landscape. Yet, many small cars are still designed around old end user values.

DOMINANT PRODUCTS

Cars are no longer our most preci-ous possesion: technology is. How we work, how we communicate and how we relax. Technology is shaping the user experience on the back-end of applications. De-sign has been challenged to hand-le these changes and has answe-red with a shift towards intuitive UI. Animations, constructs and color is how we now read a brand. The way graphics are designed on cars today do not fit today’s style.

•maximize interior space

•design for user interaction focused on ingress

•re-interpret value of brand graphics

OBJECTIVES

B-SEGMENT CONCEPT

As a starting point for this exer-cise, a realistic technical package was given. Based on B-segment dimensions, it encorporates a hy-brid drivetrain. it furthermore fea-tures some hard points that can-not be changed due to minimum interior space, visibility, etc.

DIMENSIONS length 3940 mmwidth 1695 mmheight 1620 mmwheelbase 2700 mm

ONE BRANDARTEFACT

Whereas car design graphics has been dominated by the grill-orien-ted face, the new TATA face is focused on establishing a uniform, transferable graphic. It represents one coherent story, of a range of products that go beyond their in-dividual design language. Its ho-rizontal construct can be used in different applications.

3DDEVELOPMENTDuring the development of the de-sign, a CAD model was made using Alias. Built on a realistic technical lay-out, the CAD model shows a realistic representation of the de-sign.

SLIDING DOORS

ready for paint

clay process

taping of day light opening wrapping process

1/4 SCALECLAY MODELThe final design was executed in a quarter-scale clay model. After the model was finished, a plastic wrap was applied to the surface. The plastic parts were painted with a textured brush, creating a matte contrast with the shiny parts. The clear and transparent panels - windsreen, DLO, light units - were wrapped in black.

CONTENT

Brand analysis

Corporate analysis

Platform & Segment

Volume & Package

Design Detail

NPD advice

B E N T L E YN P DA D V I C E

B E N T L E YN P DA D V I C E

HISTORYBentley was founded by W.O. Bentley in 1919. The first Bent-ley was sold in 1921. The roaring twenties form the base for a well known, heroic and inspirational brand. Bentley wins several fa-mous races and together with the so called Bentley Boys and high performance and reliable cars the brand soon establishes a brand with a rich allure. This ensures Rolls Royce, probably fearing com-petition, to buy the brand in 1931.

Bentley is owned by Rolls Royce till 2003 when Bentley is taken over by the VAG group. In the Rolls Royce era there was no room for Bentley to shine, instead they were overshadowed by Rolls Royce and most of the Bentleys were rebadged Rolls Royces. The most important ecxeption in the Rolls Royce era is the coachbuilt Conti-nental Type R. Though coachbuilt, this car has been of important in-spiration for the first models under the leadership of VAG. Under the leadership of the VAG group Bent-ley has expanded its portfolio to four models, selling over 10.000 vehicles in 2013. In the process of rejuvinating the brand, the Bent-ley Continental GT has become Bentleys’ most successful model ever.

BRANDANALYSISIDENTITY

Bentleys used to be driven by men. A company strongly rooted in racing, the flamboyant Bentley Boys quickly established a name for themselves. However, under the reigns of Rolls Royce, Bentley was not always able to inspire with the greatest performance. Bentley became more of a luxury brand, however with a slight rebellious edge. With VW taking over, Bent-ley has started to reiterate its past again. The Bentley Continental GT range has become the face of the brand, not coincidentally a 2-door sports coupe.

Bentleys’ current marketing stra-tegy is focused on communicating an active lifestyle, chasing dreams and driving the best car on the road. Always with an edge, but slightly understated.

IMAGE

Football players, rappers, reality tv stars. Bentleys’ recent success has also attracted an audience that has dominated the brands’ image. With modern social media becoming available to everyone, a brands’ image is hugely dependent on what happens on certain social media platforms.

“To build a good car, a fast car, the best in its class.”

2020 STRATEGY

Pressured by changing consumer preferences and platform sharing, Bentley is looking to add an intro-duction level sedan and a luxury SUV to its portfolio. Using the MSB platform from Porsche, Bentley aims to push sales past 15.000 units per year.

CORPORATEANALYSISMISSION STATEMENT

Bentleys’ mission statement rei-terates the words of its founder W.O. Bentley. It aims at different values, some more implicit than others. The original statement had a strong connection with Bentleys’ racing history. A time during which not only racing was the hobby of a lot of rich young men, but also the concept of the car was different. The concept of the car was still developing as it was gaining re-cognition, but also becoming more and more accessible over years. Therefore, the term ‘class’ had a different meaning in that specific context.

“To build a good car, a fast car, the best in its class.”

PLATFORM & SEGMENTBentleys’ portfolio currently exists of the Continental range, the Fly-ing Spur and the Mulsanne. The Mulsanne uses a own developed platform, whereas the Continental range and the Flying Spur share the same reengineered D1 plat-form from VAG.

Continental GT

Currently the second generation, offering new V8 engines. Also available as faster Speed version. Responsible for a large part of the total sales.

Continental GTC

The convertible version of the GT. Newly introduced in 2013, it served as a boost to the total sales. Bentleys’ most flamboyant offering.

Flying Spur

The second model just introduced in 2013. Bosting sales in regions where luxury, chauffeur-driven li-mousines are popular. Visually, the second generation Flying Spur has distanced itself from the Continen-tal range.

Mulsanne

The flagship. Competes with the Rolls Royce Ghost. Is not sup-posed to be a sales-force, but is very important to maintain Bent-leys’ exposure and brand equity at a high level.

Continental GTC2-door grand tourer convertible

Continental GT2-door grand tourer

Flying Spur4-door, understated limousine

Mulsanne4-door, ultimate limousine

DIFFERENTIATORS

• Both a soft and angular cor-ner treatment (A, distinction between models)

• Both a 3-box and 2-box arran-gement (B, distinction between models)

• Both a dynamic and static DLO treatment (C, distinction between models)

• Both a sculptural and a uniform side panel/shoulder treatment (D, distinction between models)

VOLUME& PACKAGECOMMON DENOMINATOR

The volume and package arrange-ment level is essential to a Bent-leys’ character. Due to its sub-stantial size, a Bentley conveys a certain arisocratic, visual weight. However, the ratios between the different elements of the design always have to make for a sense of dynamism and movement. A long bonnet, a short front over-hang and a large rear overhang direct the visual attention towards the rear axle.

DIFFERENTIATORS

• Execution of twin headlights, the hierarchy determines the face

• Orientation of rear light unit, horizontal vs. vertical

• Different grille execution, inte-grated vs. ornamented

• Applience of chrome detailing, modern vs. baroque

• Use of air vents and baroque Bentley ornaments on more dis-tinctive models

DESIGN DETAILCOMMON DENOMINATOR

Design detail obviously plays a very important role in the Bentley designs. Attention to detail and craftsmanship are at the heart of Bentleys brand identity. Reoc-curing themes across all models are the distinctive twin headlights and the unmistakable matrix grille. Those details are of course very characteristic for the Bent-ley front, however they only tell a small part of the story.

NPD ADVICEPORTFOLIO EXTENSION AND BRAND EqUITY

Based on the conducted research, some interesting observations were made. Bentleys’ portfolio extension to lower luxury seg-ments, poses a strong threat that Bentleys’ brand equity will suffer. However, when executed right, the entire brand can also benefit from such a move. Here we propose (a) how Bentley can incorporate the two new models in such a way that it alligns with the current portfolio and (b)how it can build its brand equity by developing new concepts and engaging in strong partner-ships.

DESIGN COHERENCY

• Redesign of SUV to cross-over (platform &s egment - volume & package)

• Deliberate differentiation in surfacing and detail execution between sportive and distinct models

CONTENT

Product research in the field

Company analysis

Market analysis

Brand promise

Aspirations

Innovation strategy

Roadmap and objectives

W I K I F O O D SI N N O VAT I O NS T R AT E G Y

W I K I F O O D SI N N O VAT I O NS T R AT E G Y

THE WIKIPEARLThe Wikipearl is essentially a small round ball with ice cream inside. The technology used to make the Wikipearl is Wikicell. It uses na-tural food particles and nutritive ions to preserve the ice cream. The content of the outer Wikicell layer can be manipulated in such a way that it actually contributes to the taste experience. Alongside ice cream, also cheese and beverages can already be conserved and con-sumed with the Wikicell.

WIKIFOODSFood packaging. We not only pro-tect our food from external dirt or bacteria, we also need it to fulfill the needs we have developed in our eating behaviour. Wikifoods is a startup company from Cam-bridge, MA looking to change the way we conserve and consume our food. The company is founded by Harvard biomechanical engineering professor David Edwards. By deve-loping smart edible materials, they are combining the packaging and the food into one integrated, edi-ble product. Having started with offering ice cream in their concept store in Paris, they are now loo-king to extend their portfolio.

RESEARCHIN THE FIELDThe Wikipearl is a radical new way of consuming food. Before we could even start thinking of future innovations, we had to experience the Wiki-way of eating first. We met up with some of the people working at the concept store in Paris and endulged ourselves in the current product offering.

PRODUCT ADVANTAGESA major global company like Coca-Cola sells more than 1.5 billion cans of coke every day. Americans throw away 2.5 million plastic bot-tles every hour. In 2010, 14 mil-lion tons of plastic containers and packaging ended up in U.S. land-fills, according to the Environmen-tal Protection Agency. The barriers to plastic alternatives have not historically been a lack of ideas. It’s the combination of scale, sta-bility and cost — all those things that have made plastic a success over the last century — that has prevented the implementation of those ideas. WikiPearls moves past all of those obstacles and the cells are able to take the place of plas-tic packaging and protect the food or liquid within.

1. Skin can be waShed out

without diSSolving

2. eaSier adoption proceSS due

to endleSS poSSibilitieS in uSing

flavourS and nutrientS

3. leSS weight, leSS material and

leSS maSS

4. new StandardS in termS of por-

tability due to itS handheld Size

5. elimination of infraStructure

INSIDEWIKIFOODSThe real platform on which the company is relying is the company quantam Designs, ofwhich David Edwards and Greg Horn form the executive team as founder and executive chairman. This company is the coordinating organisation of two sister subsidiaries; Wiki-Foods, Inc. and AeroDesigns, Inc. quantum Designs tries to lead in nutrition and through their pro-ducts they aim to eliminate plastic packaging and improve healthy convenience. Internal stakeholders from quantum Designs are indi-rectly also the stakeholders from WikiFoods. Several stakeholders are the board, the scientific ad-visory board and a few investors and partners.

1. SyntheSiS between

viSionary reSearch and

buSineSS innovation

2. Solid r&d platform Quantumde-

SignS due to collaborationS with

inStitutionS aS harvard and mit

3. healthy puSh for partnerShipS,

fundingS and collaborationS

4. art, deSign and Scientific dri-

ven r&d

CONTENT

Field research

Company analysis

Market analysis

Brand promise

Opportunity scouting

Innovation strategy

Roadmap and objectivesSCOPEWithin the scope, the different stakeholders and objectives are solidified. The stakeholders and the objectives create the plat-form for future activites: products, events and technologies. The re-vised brand promise is a important guidline withing the scope, which should translate into added value products troughout the different activities.

BRAND PHILOSOPHYNATURE AS INSPIRATION

The product and technique behind it are based on principles of na-ture. The seed of the idea behind WikiPearls was the goal ‘to explore how a biological cell could help us think about carrying water more efficiently in drought-stricken parts of the world.

TECHNOLOGY

This brand pillar derives from the curiosity driven background. The curiosity to develop new nature-like products goes hand in hand with the technology that enables it to develop it. Using and deve-loping new technologies the com-panies strives to investigate other areas of the food market.

SUSTAINABILITY

The third brand pillar is maybe the most important one for WikiFoods. The company strives towards a worldwide change regarding the use of plastics in the packaging and food industry. WikiFoods take this to a very high level by making their productscompletely edible and recyclable.

Changing the brand promise in a way that it fits the product is the best possibility for WikiFoods. The new brand promise will be “A uni-que experience wrapped by na-ture”. With this new brand promise they create expectations as dif-ferent ways of eating, no garbage and being environmentally friend-ly. Besides that, the new brand promise better fits the vision.

BRAND PROMISEWith the current brand promise“Delicious food, wrapped by na-ture”expectations as delightful food, culinary food, or food wrapped in a special way. This brand promise does not fit what the brand stands for at this moment. For WikiFoods it is important to create expectati-ons that they can fulfill.

NETWORKS TRENDS DISCUSS DEVELOP STANDARDIZATIONTo establish networks and to motivate people from different sectors in the packaging industry to develop the possibilities of environmentally friendly packaging with WikiFoods.

To keep track of current trends in research and development and to test new technologies and manufacturing methods.

To discuss possiblesolutions for implementation with customers and partners and obtain customer feedback.

To develop and offer innovative environmentally friendly packaging solutions with key players in the food packaging industry for the consumer.

To establish the standardization of environmentally friendly packaging in both the consumer market as the B2B market.

ENVIRONMENTALLY FRIENDLY PACKAGINGINNOVATION NETWORK

OBJECTIVES

MEMBERS

SCIENTIFIC ADVISORYBOARD

UNIVERSITIES COMPANIES INVESTORS

THE BOARD

(OPEN, INTERDISCIPLINARY TEAMWORK)

- Harvard Core open, interdisciplinarydevelopment team

Open, interdisciplinarydevelopment team

Important multinationals/key players in the food

packaging industry

PACKAGING BY NATURE

PRODUCTS

TECHNOLOGIES

EVENTS

INNOVATION ROADMAPBased on the revised brand pro-mise and the scope, an innova-tion strategy was designed. In the strategy it is decribed whom de-livers what value (members) and in what way the value is assessed (objectives). The roadmap offers a perspective in time, clearifying the dynamics between the members and the objectives. Wikifoods cannot change the way we think about our food alone. Therefore, it is important to rea-lize that Wikifoods role as a leader is different in different innovation stages.

THANK YOU FOR YOURATTENTION!

CONTACT

Joost Bianchi

joost.bianchi@gmail.com

tel. +31 657 88 63 59