"All businesses, no matter what they make or sell, should recognize the power and financial value of good design.
Obviously, there are many different types of design: graphic, brand, packaging, product, process, interior, interaction/user experience, Web and service design, to name but a few. ...
You see, expecting great design is no longer the preserve of a picky design–obsessed urban elite – that aesthetically sensitive clique who'd never dare leave the house without their Philippe Starck eyewear and turtleneck sweaters and buy only the right kind of Scandinavian furniture. Instead, there's a new, mass expectation of good design: that products and services will be better thought through, simplified, made more intuitive, elegant and more enjoyable to use.
Design has finally become democratized, and we marketers find ourselves with new standards to meet in this new 'era of design.' To illustrate, Apple, the epitome of a design–led organization, now has a market capitalization of $570 billion, larger than the GDP of Switzerland. Its revenue is double Microsoft's, a similar type of technology organization but one not truly led by design (just compare Microsoft Windows with Apple's Lion operating system)."
(Adam Swann, 5/03/2012, Forbes)
Fig.1 "Mille Miglia" bicycle by VIVA [http://www.vivabikes.com/].
"Culture & Media reveals how the worlds of entertainment, media and digital and the creative side of marketing and advertising influence cultural movements that impact on business decisions. Expert reports on art, graphics, illustration and global exhibitions offer visual inspiration for inquisitive creative minds."
(Stylus media group)
"The 'Big Idea' behind my entry to the TSO competition was a simple one–make UCAS course data (course code, title and institution) available as data. By opening up the data we make it possible for third parties to construct services and applications based around complete data skeleton of all the courses offered for undergraduate entry through clearing in a particular year across UK higher education.
The data acts as scaffolding that can be used to develop consumer facing applications across HE (e.g. improved course choice applications) as well as support internal 'vertical' activities within HEIs that may also be transferable across HEIs.
Primary value is generated from taking the course code scaffolding and annotating it with related data. Access to this dataset may be sold on in a B2B context via data platform services. Consumer facing applications with their own revenue streams may also be built on top of the data platform.
This idea makes data available that can potentially disrupt the currently discovery model for course choice and selection (but in its current form, not in university application or enrolment), in Higher Education in the UK."
(Tony Hirst, 2011)