Braun Case Study
Chairman Bernhard Wild stated in his concern regarding the risk for new and true innovations, “When a product is really new it takes courage. People don’t know what they want so Braun needs to create the need and expectation.” At Braun, they were driven by technological innovation, not price competition. This is supported by the core values of Braun design. So pricing is secondary. Braun needs to think globally when evaluating the introduction of the Syncro Shaver and its accessories. It is obvious there are differentials in what would attract customers in each global market. People’s wishes and expectations differ from one region to another, so Braun has to try and reduce these differences. In defining …show more content…
This helped Braun to become the leader in oral care product and small appliances, such as coffee makers. Together with business management and engineering they will continue to follow the fundamentals of their past in designing new products that will be a valid and acceptable design globally. The most important core value to follow is the one of honest – where Dieter Ram states that you must not influence or manipulate buyers and users. With Braun what you see is what you get: a product that is technically innovative with you in mind.
Successful products always rely on a great deal of intuition. Technical and functional differences between products are becoming less and less significant and brands, relying on design and image, are becoming more important. Everyone now makes judgments on the basis of his or her personal criteria. Few companies truly combine design with technical innovation from the inception to create a unique superior product, thereby creating powerful brand equity that differentiates them from their competitors. Braun is one of those few companies. Braun has built into their culture on core values of Braun design that mirror Dieter Rams’ Ten Commandments of Good Design by which all Braun Products were measured. By adhering to these core values, Braun was able to obtain high scores in areas defined by the first factor of the fifteen critical success factors (CSF) for new products. By following the product generation and