151
2, XVIII, 2015
DOI: 10.15240/ ul/001/2015-2-011
Ma ke ing & T ade
In oduc ion
As a esul o apid changes and a g owing
compe i i eness o companies a p esen ,
design is becoming one o he key ins umen s
o inno a ion and also he key ins umen o
companies´ pe o mance [8], [1]. Fo he eason
o ha ing p oduc s mo e and mo e echnically
alike, i is he design ha is becoming an
ins umen o compe i i eness as well as he
c i e ion o decision making o fi nal consume s.
Inno a ion by U abe, Child & Kagono [19]
consis s o he gene a ion o a new idea and i s
implemen a ion in o a new p oduc , p ocess, o
se ice, leading o a c ea ion o pu e p ofi o
he inno a i e business en e p ise.
Design managemen is a e m o which
he e is no clea -cu defi ni ion. Howe e , i is
e iden ha his e m s ands o connec ing wo
fi elds – design and managemen .
Design by B uce & Bessan [3] is
essen ially he applica ion o human c ea i i y
o a pu pose – o c ea e p oduc s, se ices,
buildings, o ganiza ions and en i onmen s
which mee people’s needs. I is he sys ema ic
ans o ma ion o ideas in o eali y.
In he con ex o inno a ions, we a e able o
speci y h ee in e p e a ions o he e m design [18]:
 Design is a angible ou come.
 Design is a c ea i e ac i i y.
 Design is he p ocess by which in o ma ion
is ans o med in o a angible ou come.
Fai head [18] e e s o ou di e en le els o
unde s anding o design:
 Design is seen as “s yling”.
 Design is abou be e p oduc s.
 Design sha es he in e ace be ween
company and audiences.
 Design is in eg a ion: A whole p ocess.
The connec ion o e ms design and
co po a e is used by Vysekalo á & Mikeš [21].
In he poin o iew, he co po a e design is
a pa o isual iden i y and i is a se o isual
cons an s ha is used in in e nal and mainly
ex e nal communica ion. I includes ollowing
ac o s: name o he company and he way o
i s p esen a ion, company logo, p oduc b ands,
p omo ional i ems and p in ed ma e ials, sc ip
and colou , s uc u e and nomencla u e o
he buildings and in e io s, employees wea ,
con aine g aphics, gi i ems, e c. The g aphical
image o hese componen s should be included
in a so-called design manual. Design manual is
a summa y o ules and ecommenda ions o
p in ed and elec onic isual p esen a ions o
he company, e.g. g aphical ules, layou o he
documen s, ules conce ning usage o oun s,
colou s, logo and i s a ia ions, company
documen s, and he like.
By he Ka h yn Bes [5], in he a ea o design
managemen a wide a ie y o pe spec i es
exis ha efl ec he ich a ay o indi iduals,
p o essions and con ex in ol ed. Hollins [10]
defi ne design managemen as he o ganisa ion
o he p ocesses o de eloping new p oduc s
and se ices.
B uce & Bessan [3] iden i y undamen al
issues o design managemen :
a) How do pa icula pe spec i es fi in o he
design p ocess and wha hey can b ing?
b) How can design p o essionals suppo
hese di e en con ibu ions?
c) How olls/ echniques a e a ailable o help
make his con ibu ion?
d) How can e ec i eness o he design
p ocess be measu ed?
e) How can he p ocess be imp o ed?
Acco ding o Design Managemen Ins i u e
in Bos on [6] defi ni ion encompasses Design
managemen he ongoing p ocesses, business
decisions, and s a egies ha enable inno a ion
and c ea e e ec i ely-designed p oduc s,
THE IMPORTANCE OF DESIGN IN BUSINESS
PRACTICES OF CZECH COMPANIES
Jan K amoliš, Pa la S aňko á, Michal Rich
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152 2015, XVIII, 2
Ma ke ing a obchod
se ices, communica ions, en i onmen s, and
b ands ha enhance ou quali y o li e and
p o ide o ganiza ional success. On a deepe
le el, design managemen seeks o link design,
inno a ion, echnology, managemen and
cus ome s o p o ide compe i i e ad an age
ac oss he iple bo om line: economic, social/
cul u al, and en i onmen al ac o s. I is he a
and science o empowe ing design o enhance
collabo a ion and syne gy be ween “design”
and “business” o imp o e design e ec i eness.
The scope o design managemen anges om
he ac ical managemen o co po a e design
unc ions and design agencies, including design
ope a ions, s a , me hods and p ocesses— o
he s a egic ad ocacy o design ac oss he
o ganiza ion as a key di e en ia o and d i e
o o ganiza ional success. I includes he use o
design hinking—o using design p ocesses o
sol e gene al business p oblems.
The e is a s ong link be ween ma ke ing and
design managemen which men ioned Go b [7]
and also Melewa , Dennis, Ken [13], and Adi &
Pascu [2] p esen s in hei pape he impo ance
o a logo as a g aphic elemen o suppo
a co po a e iden i y. They desc ibed he basic
idea: Tha he logo design is a c ea i e wo k
which allows o a company o be seen h ough
a symbol as a isual and g aphic message.
Design o e s ou powe s o di ec ions
h ough which o c ea e alue in managemen ,
and hese ou di ec ions can be seen as
a sys em wi h he ision in he cen e acco ding
o Mozo a [14], [15], [16]. The design alue
model and i s applica ion h ough he Balanced
Sco e Ca d oolki p o ide a common language
o designe s and manage s and his can help
he design p o ession e ec a change om
p ojec -based o knowledge-based.
1. Theo e ical Backg ound
Walke [22] deals wi h a specifi c fi eld o
managemen . He p esen s he di e ences
be ween manage s and designe s – see Tab. 1.
The di e ences be ween he manage s and
designe s a e mainly in he a ea o pe sonali y
speciali ies, habi s o hinking and wo king, and
educa ion backg ound.
Cha ac e is ic Manage s Designe s
Aims
Long e m
P ofi s/ e u n
Su i al G ow h
O ganiza ional du abili y
Sho e m
P oduc /se ice quali y
Re o m
P es ige
Ca ee building
Focus People Sys ems Things
En i onmen
Educa ion
Accoun ancy
Enginee ing
Ve bal Nume ical
G a s A Visual
Geome ic
Thinking s yle
Se ialis Linea
Analysis
P oblem o ien ed
Holis La e al
Syn hesis
Solu ion led
Beha iou Pessimis ic
Adap i e
Op imis ic
Inno a i e
Cul u e Con o mi y
Cau ious
Di e si y
Expe imen al
Sou ce: [22]
Tab. 1: Di e ences be ween manage s and designe s
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Design managemen acco ding o Ka h yn
Bes [5] includes h ee main phases:
1. Managing design s a egy – he aim is he
iden ifi ca ion and looking o condi ions
mos sui able o ha ing success ul
design managemen . This includes mainly
implemen a ion o design in o o ganiza ion
s a egy, iden ifi ca ion o oppo uni ies o
design, in e p e a ion o will and needs o
he cus ome s, and looking o benefi s o
design o business;
2. Managing design p ocess – i is he ealiza ion
o design i sel and making i isible. I helps he
o ganiza ion iden i y oppo uni ies o pa icula
p ojec s concen a ing on design, making
a c ea i e eam, isual communica ion o he
o ganiza ion and p esen ing i s ideas ou wa d;
3. Managing design implemen a ion –
his phase concen a es on pa icula
p ojec managemen in p ac ice, design
specifi ca ion, speci ying he le el o
coope a ion and e hical esponsibili y. The
e alua ion o he p ojec o ms an essen ial
pa o he implemen a ion ha p o okes
posi i e esponse ega ding design
e fi ciency.
Ve gan i [20] in oduces he e m design-
d i en inno a ion. He also defi nes h ee phases
ela ed o inno a ion managemen by means o
design:
a) lis ening,
b) in e p e ing,
c) add essing (see Fig. 1).
In he fi s phase ‘lis ening’, he e is lis ening
o he key g oups, i.e. in e p e e s. In e p e e s
a e people who p edic u u e de elopmen o
cus ome s’ needs by means o hei own esea ch.
The aim o ‘lis ening’ is o fi nd he key g oups o
in e p e e s and p edic benefi s o hei hough s
o business. The main key g oups acco ding o
Ve gan i [20] a e a is s, cul u al o ganiza ions,
sociologis s, an h opologis s, ma ke e s, e ail
and deli e y fi ms, people, designe s, fi ms
in o he indus ies, de elope s o pionee ing
p ojec s, echnology supplie s and esea ch
and educa ional ins i u ions. The second phase
is ‘in e p e ing’. I s pu pose wi hin he company
is o c ea e such condi ions ha would p opose
a mo ion. The o ganiza ion communica es wi h
he in e p e e s and in eg a es hei ideas wi h
echnology and possibili ies o he company. The
hi d phase is ‘add essing’. This means making
such condi ions o be able o inno a e, and o
discuss he a ionali y and a ac ions o he
change.
Fig. 1: Phases ela ed o inno a ion managemen by means o design
Sou ce: [20]
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154 2015, XVIII, 2
Ma ke ing a obchod
B uce & Bessan [3] also s a e he majo
benefi s o design managemen :
 Inc ease p ofi by inc easing sales o by
dec easing manu ac u ing cos s.
 Inc ease ma ke sha e.
 Gain a compe i i e ad an age.
 Re amp ma u e and ailing p oduc s.
 P o ide a s a egy o g ow h.
 Design is a way o launching a new p oduc
o se ice.
The UK Design Council ocuses on he
con ibu ion made by design and p esen s mail
esponses [3]:
 91% el i imp o ed he image o hei
company.
 90% el i imp o ed quali y o hei p oduc s.
 88% el i helped hem communica e mo e
e ec i ely wi h hei cus ome s.
 84% el i helped inc ease p ofi .
 80% el i helped in o new ma ke s.
 70% el i educed cos s.
Mazo a [15] deals wi h opic Design as
a compe i i e edge. Au ho measu es impac o
design on p oduc , classi ying he easons o
launching new p oduc s and he aci knowledge
o design. This esea ch can be use ul o
p o essional design manage s because i
isola es a iables ha a e pe inen o explain
how design ans o ms managemen p ocesses
and which p ocess i changes.
Acco ding o B uce & Coope & Vazquez
[4] small companies ha e a ange o business
needs o design, bu ha e a ying le els o
awa eness and compe ency o manage design
e ec i ely. Two di e en ypes o companies
could be disce ned om he s udy: ‘confi den ’
and ‘app ehensi e’ design use s. The o me
companies had had expe ience wi h design,
ypically in p e ious wo k expe ience and he
la e had li le awa eness o design. Fo he
inexpe ienced design companies, a ious
ac o s we e iden ifi ed ha assis ed he
e ec i e design ou come: he ela i e simplici y
o he p ojec , possession o s ong b iefi ng
skills acqui ed in a di e en discipline, sou cing
skills, such as pe sonal ecommenda ion o m
a us ed in e media y, and e alua ion skills
ob ained h ough an in e media y o acqui ed in
a di e en discipline.
2. P oblem Fo mula ion
The basic aim o esea ch is o in es iga e
he impo ance o design in Czech companies
om he managemen o businesses´ poin o
iew. This pape also a emp s o analyse and
iden i y he awa eness o companies o a ious
sizes conce ning he impo ance o design.
The emphasis is pu on he issues ela ed o
he co ec a ge ing o such ac i i ies, which
is closely ela ed o he impo ance o design
wi hin companies. Finally, based on an analysis
o he da a collec ed, he s udy shows he
cu en si ua ion in Czech business.
2.1 Resea ch Me hods
The esea ch consis s o wo main pa s. In
he fi s pa o esea ch done om Janua y
o Ma ch 2014, a me hod o sma in e ne
ques ionnai es was used. I was designed by he
au ho s o he pape based on he expe ience
om hei p e ious esea ch.
The p ima y aim was o in es iga e
companies´ conce n o design in ela ion o
o he ac o s. This was done by asking specifi c
ques ions. The seconda y aim was o in es iga e
companies´ conce n o he impo ance o
design i sel .
In he second pa o esea ch, he esul s
we e analysed using quan ifi ca ion and by
means o seeking a mu ual dependence. The
ques ionnai e o m con ains 16 ques ions. The
esponses we e di ided in o se e al ca ego ies
wi h common ea u es. In o al 168 en ies
collec ed om 305 add essed esponden s ook
pa in he esea ch. The esul s ob ained we e
subjec s o a s a is ical s udy.
The esul s we e subjec s o c i ical
assessmen and a syn hesis wi h al eady
disco e ed and published da a (seconda y
da a) was ca ied ou .
The able below shows he occupa ional
s uc u e o esponden s who pa icipa ed in
he e- esea ch.
The able abo e indica es ha B2B
and B2C we e almos equally ep esen ed
(53.5% and 46.5%) in he in es iga ed a ea.
The ze o sha e in he esponden s uc u e
is ep esen ed by B2G business. This means
ha he majo sha e should jus ha e B2C and
B2B sec o . Fi s ly, a lis o selec ed sui able
subjec s was done. Then, his lis was sen
o be fi lled in h ough he in e ne esea ch
ques ionnai es.
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Venn diag am isualisa ion was used o
a be e illus a ion (see Fig. 2). I is e iden
ha some companies ope a e in bo h fi elds,
whe eas ce ain numbe o companies ope a es
in one fi eld only.
The Figu e 3 shows he sec o s s uc u e o
esponden s, in which hey ope a e.
The sample which has been used o
he pu pose o his pape con ained 23%
se ice esponden s, 15% ade esponden s,
10% building esponden s, 13% enginee ing
esponden s, 4% ood indus y esponden s,
1% ex ile indus y esponden and 34%
esponden s ha ope a e on he o he sec o s.
ela i e (%) ma ke o ien a ion
Subcon ac o 26.8
B2B
49.8%
P oduce 30.1
Se ice p o ide 29.4
Me chan 13.7
ela i e (%) ma ke o ien a ion
Subcon ac o 9.7
B2C
50.2%
P oduce 33.8
Se ice p o ide 35.3
Me chan 21.1
Sou ce: own
Tab. 2: Ta ge g oup cha ac e is ics
Fig. 2: Venn diag am a ge g oup cha ac e is ics
Sou ce: own
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156 2015, XVIII, 2
Ma ke ing a obchod
3. P oblem Solu ions
The cu en s a e o he impo ance o design
in a business concep o Czech companies
in subjec s examined on he Czech ma ke
is cha ac e ized by he ollowing que ies. In
he case o a majo i y consensus, he da a
a e quan ifi ed by a ela i e indica o and
supplemen ed by impo an fi ndings in he o m
o a commen . In he case o agmen a ion o
answe s, only he mos impo an fi ndings in he
su eyed a ea a e lis ed.
Based on he p oblem solu ion abo e, wo
hypo heses we e es ablished. Hypo heses we e
es ed on he le el o signifi cance o α = 0.05. The
H1 hypo hesis was a subjec o he Pea son´s
chi-squa ed 2 es o independence [12] o
a con ingen able, using IBM SPSS S a is ics
so wa e. P- alue and Excel XLS a is ics5
p og amme we e used o s a is ical e alua ion
o he H2 hypo hesis.
The alue o he es -s a is ic is
2
11
c ij ij
ij ij
OE
xE



(1)
2 = Pea son’s cumula i e es s a is ic;
Numbe o employees B2B only B2C only B2C and B2B
(bo h only) Rela i e (%)
1–10
(Mic o) 9 18 1 16%
11–50
(Small) 10 11 8 17%
51–200
(Medium-sized) 15 15 6 22%
200 + (Huge/big) 31 22 22 45%
Sou ce: own
Tab. 3: Ta ge g oup cha ac e is ics: Business size dis ibu ion – Numbe o employees
Fig. 3: Ta ge g oup cha ac e is ics: Ope a ing sec o s
Sou ce: own
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Oi = an obse ed equency in a gi en
con ingency able;
Ei = an expec ed ( heo e ical) equency,
asse ed by he null hypo hesis;
and c a e he numbe o ows and columns
in he able, espec i ely. [9]
Then a s anda d de ia ion was calcula ed.
This enabled us o see up o wha ex en ypical
cases a y wi hin he se o examined numbe s.
3.1 Design wi h Respec o he
Ma ke Type
Conce ning he e alua ion o design as one o
he mos impo an ac o s in he company, he
ollowing hypo heses we e defi ned.
H1
0: Re e ing o he impo ance o design
in ela ion o he success a e o he company
he e is no di e ence be ween he companies
ha ing business in B2B and B2C ma ke s.
H1A: Re e ing o he impo ance o design
in ela ion o he success a e o he company
he e is di e ence be ween he companies
ha ing business in B2B and B2C ma ke s.
The fi gu e om abo e demons a es he
impo ance o design wi hin he company
acco ding o i s fi eld o business. I is e iden ha
ac oss he spec um ‘ ai ly impo an ’ p e ails.
Acco ding o hese numbe s, companies in B2B
ma ke only a e awa e o a g ea impo ance
o design. Sligh ly lowe numbe s a e eco ded
wi hin companies in B2C ma ke . Companies
ha ing business in B2B and a he same ime in
B2C ma ke s ook las place. Ex eme numbe s
a bo h poles, i.e. ‘ex emely impo an ’ and
‘comple ely unimpo an ’, a e e y a e.
The nex pa ocuses on he impo ance
o design om companies’ poin o iew. In
he ollowing Pea son´s chi-squa e es o
independence, he esea che s s i ed o e alua e
he impo ance o design om companies’ poin
o iew. The c i e ion o e alua ion conce ning
he impo ance o his ac o consis ed o ou
le els: ex emely impo an , ai ly impo an , no
e y impo an , and comple ely unimpo an .
Based on he hypo hesis when p- alue
a 0.05 signifi cance le el was calcula ed wi h
esul o 0.756443221, is his hypo hesis H0
ejec ed. I means ha we canno claim ha
he e is no di e ence among he companies
om B2B o B2C ma ke s wi h espec o he
impo ance o design.
Fig. 4: G aphical eco d o he e alua ion ega ding he impo ance o design om
he pe spec i e o companies and hei business ac i i ies in he ma ke s
Sou ce: own
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158 2015, XVIII, 2
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F om he isual ep esen a ion o
espec i e ac o s conce ning he impo ance o
companies´ ac i i ies in he ma ke s, a simple
spide g aph analysis was d awn up. The
spide analysis includes c i e ia acco ding o
which he companies conside he impo ance.
These a e quali y, eliabili y, design and p ice.
Low numbe s show insignifi can impo ance
(1 – comple ely unimpo an ), whe eas
high numbe s ep esen g ea impo ance
(4 – ex emely impo an ). This efl ec s deg ees
o impo ance conce ning he e alua ion o
in e nal ac o s based on a well hough -ou
indica o sys em. The ac o a ing enables us
o answe he ollowing ques ions: ‘Wha a e he
mos impo an ac o s wi hin companies?’ and
‘Wha is he si ua ion like ega ding he selec ed
ac o wi hin a company?’ A s uc u e o he
ac o - a ing model is o be ound in Figu e 5
below.
Fo a mo e p ecise ep esen a ion o he
measu ed esul s, he axis numbe s in he
spide g aph we e adjus ed a numbe in e als
2.0 o 4.0. This spide cha ep esen s ha
in he ma ke B2C only, quali y is he mos
impo an ac o wi h he alue o 3.56, hen
he e is eliabili y wi h he alue o 3.46, p ice
wi h he alue o 3.20, and design wi h he
lowes alue o 2.92.
In he ma ke B2B only, quali y wi h he alue
o 3.69 is he mos impo an ac o oge he wi h
eliabili y wi h a e y simila alue o 3.68. The
(Pea son) Chi-squa e Tes
(Fo independence o impo ance o design and yp o ma ke
H0: Va iables a e independen (no in e ac ion be ween a iables)
H1: Va iables a e dependen (in e ac ion be ween a iables)
Chi-squa e 3.405907985
DF 6
p- alue = 0.756443221
Sou ce: own
Tab. 4: Sc eensho o H1 Chi-squa e Tes
Fig. 5: Spide cha ega ding he impo ance o espec i e c i e ia
Sou ce: own
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ac o o p ice eached a lowe alue o 3.37 and
design is again o lowes impo ance wi h he
alue o 2.76. In he companies ha ha e hei
business ac i i ies in B2B and B2C ma ke s,
he si ua ion is almos iden ical. Quali y is again
he mos impo an ac o wi h he alue o 3.77,
hen eliabili y wi h he alue o 3.72. P ice is
a he alue o 3.31 and design is again o he
lowes impo ance wi h he alue o 2.92.
3.2 Design wi h Respec o he
Company Size
Fo he pu pose o esea ch concen a ing on
he impo ance o design compa ed wi h he
company size, he ollowing hypo heses we e
defi ned.
H20: Re e ing o he impo ance o design
in ela ion o he success a e o he company
he e is no di e ence among small, medium-
sized and la ge businesses.
H2A: Re e ing o he impo ance o design
in ela ion o he success a e o he company
he e is di e ence among small, medium-sized
and la ge businesses.
Conside ing he e alua ion o design
i sel as one o he ac o s ha we e s a ed
by he companies in he g aph abo e, we a e
able o no e he ollowing. Small businesses
wi h 1–10 employees and medium-sized
businesses wi h 11–50 employees as well as
la ge businesses wi h 51–200 employees a e
o a e y simila opinion. Acco ding o hei
opinion, he s a emen ha design is ela i ely
impo an occu s mos o en. A small numbe
o businesses conside design ex emely
impo an , no e y impo an o comple ely
unimpo an . A e y simila si ua ion is in la ge
businesses wi h 201 employees and mo e when
50 businesses conside design ai ly impo an .
The en y ‘ex emely impo an ’ is insignifi can
and ‘no e y impo an ’ is o almos iden ical
low alue as ‘ex emely impo an ’.
Based on he hypo hesis when p- alue a
0.05 signifi cance le el was calcula ed wi h esul
o 0.143148809, is his hypo hesis H0 ejec ed.
I means ha we canno claim ha he e is no
di e ence among he companies ega ding
he dependence on numbe o employees and
he a i ude owa ds he impo ance o design.
Spide g aph analysis ega ding isual eco d
o he e alua ion o espec i e c i e ia om he
pe spec i e o companies´ size was made.
Fig. 6: G aphical eco d o he e alua ion ega ding he impo ance o design om
he pe spec i e o companies´ size
Sou ce: own
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