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Edesign Strategic Assignment Complete

The document outlines a strategic management assignment for e-Design, focusing on whether to maintain an edgy brand identity or broaden its appeal. It includes a SWOT and PESTEL analysis, recommending a hybrid strategy that combines innovation and adaptability while prioritizing visionary clients. Implementation actions are detailed for short, medium, and long-term, emphasizing the importance of client selection and brand evolution to secure growth and maintain creative legacy.

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alimurad.am03
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57 views15 pages

Edesign Strategic Assignment Complete

The document outlines a strategic management assignment for e-Design, focusing on whether to maintain an edgy brand identity or broaden its appeal. It includes a SWOT and PESTEL analysis, recommending a hybrid strategy that combines innovation and adaptability while prioritizing visionary clients. Implementation actions are detailed for short, medium, and long-term, emphasizing the importance of client selection and brand evolution to secure growth and maintain creative legacy.

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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