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e-Design Strategic Management Analysis

The e-Design Strategic Management assignment focuses on evaluating the company's brand identity and strategic direction, suggesting a hybrid strategy that maintains its edgy core while broadening appeal. A SWOT and PESTEL analysis identifies strengths, weaknesses, opportunities, and threats, leading to recommendations for client selection and implementation actions across short, medium, and long-term. The conclusion emphasizes the importance of evolving the brand without losing its essence, with a focus on execution and adaptive innovation.

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7 views15 pages

e-Design Strategic Management Analysis

The e-Design Strategic Management assignment focuses on evaluating the company's brand identity and strategic direction, suggesting a hybrid strategy that maintains its edgy core while broadening appeal. A SWOT and PESTEL analysis identifies strengths, weaknesses, opportunities, and threats, leading to recommendations for client selection and implementation actions across short, medium, and long-term. The conclusion emphasizes the importance of evolving the brand without losing its essence, with a focus on execution and adaptive innovation.

Uploaded by

alimurad.am03
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

e-Design Strategic Management

Assignment
• Final Project Submission
• Course: Strategic Management
• Case: e-Design Logo Design Dilemma
• Prepared by: [Your Name]
Question 1: Strategic Direction
• Should e-Design stay edgy or broaden appeal?
• Evaluate ambitions, growth potential, and
brand identity
Strategic Analysis - SWOT
• Strengths: Unique design, creative leadership,
brand identity
• Weaknesses: Niche appeal, low scalability,
brand rigidity
• Opportunities: Global digital markets, cross-
industry branding
• Threats: Market shifts, imitators, competitive
pricing
Strategic Analysis - PESTEL
• Political: National branding expectations (e.g.
Team Denmark)
• Economic: Growth requires capital and risk-
taking
• Social: Diverging expectations of creativity vs.
tradition
• Technological: Rise of digital design tools &
trends
• Environmental & Legal: Moderate impact
Strategic Decision
• Pursue a Hybrid Strategy: Innovation +
Adaptability
• Keep edgy brand core while developing
customizable design paths
• Broaden appeal without diluting brand
essence
Question 2: Strategy
Implementation
• How to roll out the hybrid strategy effectively?
• What clients or job types should be refused?
Client & Job Selection Criteria
• Decline clients seeking low-cost, non-
collaborative design
• Prioritize visionary, co-creative clients
• Refuse routine, commodified projects without
innovation potential
Implementation: Short-Term
Actions
• Present both logo options (edgy + classical) to
Team Denmark
• Communicate design philosophy clearly
• Conduct internal workshops on hybrid
branding strategies
Implementation: Medium-Term
Actions
• Create new service lines: 'Classic',
'Collaborative', and 'Edgy'
• Onboard strategic partnerships and flexible
pricing models
• Train designers on brand adaptation and
stakeholder empathy
Implementation: Long-Term
Actions
• Launch a 'Design Innovation Lab' for
experimental creativity
• Establish strong online brand storytelling and
content strategy
• Expand internationally using digital-first, story-
driven design
Porter's Five Forces Summary
• Barriers to Entry: Low – intense competition
• Substitutes: High – commoditization of design
• Buyer Power: High – brand sensitivity, value-
driven
• Supplier Power: Low – design is human-capital
heavy
• Industry Rivalry: High – branding is highly
competitive
VRIO Framework - e-Design Edge
• Value: Creative differentiation is high-value
• Rarity: Bold brand personality is uncommon
• Inimitability: Talent and culture are hard to
copy
• Organization: Needs scalable processes to
deliver consistently
Recommended Logo Approach
• Present both logos to demonstrate flexibility
and insight
• Initiate co-creation dialogue with Team
Denmark
• Propose a third design that fuses identity with
tradition
Conclusion
• e-Design must evolve without abandoning its
core
• The hybrid strategy secures growth and
creative legacy
• Execution, client fit, and adaptive innovation
are key
References
• Johnson, G. & Scholes, K. (2005), Exploring
Corporate Strategy
• Porter, M. (2008), The Five Forces That Shape
Strategy
• Thompson, Strickland & Gamble (2007),
Crafting Strategy
• Recklies, D. (2015), Analysis of Porter’s Five
Forces

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