Creating a culture that nurtures brands by working as a team to create surprising designs

JVCKENWOOD Design, which handles a wide range of design fields, both tangible and intangible, including product design and UI/UX design, employs many designers with a strong commitment to craftsmanship. Three designers who work as an in-house design team, supporting the growth of the three product brands developed by the JVCKENWOOD Group, discussed their respective views on design and their work.

Design practices that surprise users

Please tell us what you each pay particular attention to when working as a designer.

Sasakawa　In developing automotive products, we aim to improve and refine the comfort and ease of use of the vehicle interior space from a human-centered design perspective, but we also place importance on creating a "WOW factor" that will surprise users. Ease of use alone will not entice users to pick up a product, so I think a product needs to have value as a owner, individuality, and a cool design.

Suzuki　Unlike everyday necessities like refrigerators, washing machines, and air conditioners, the three product brands we offer have a history of developing products for hobbies, so I think they are characterized by the practice of emotional design, which appeals to the user's sensibilities. For example, when designing commercial radios, we take the operability and reliability of a tool used by professionals as a given, but also go one step further to incorporate new elements. I think there is an internal culture where designers are not satisfied unless they create something that really appeals to users. We are conscious of designing products that users will want, rather than just fulfilling a specific purpose.

The people in the business divisions at JVCKENWOOD headquarters also have high expectations and strong commitment to design, and I feel that the mindset of "winning through design" is deeply rooted in the company's tradition. People at headquarters and clients expect design quality that is not simply derived from logic, so you could say that there is a lot of pressure.

Leveraging collective intelligence to tackle design as a team

Is there anything being done to improve the design capabilities of JVCKENWOOD Design as a whole?

Fujishima　In my work on B2B automotive products, I think it's become a normal practice to hold discussions with various members from within the company about how we should intentionally change the models we're developing for each automaker and car model. We have many members who are experts in different fields and have strong preferences, so it's an environment where you can think, "I'll ask that person about this," and it really feels like we're working as a team.

We also hold regular meetings where we can talk about the research we've done and the things we like, and we get everyone to think about ease of use, how it feels to use, and the reasons for the layout, not just about our own products but also about the design of products that are currently attracting attention around the world.

Sasakawa　When designing software and content such as GUI, I get the sense that the skills and sense of the in-house designers are utilized like collective intelligence through these opportunities. I think the appeal of working as an in-house designer is the joy of being able to design things that one person can't make alone. Circuits and boards can't be made without engineers, and profits can't be made without sales people, so there's a real thrill in being able to take on challenges that one person can't achieve alone.

Fujishima　Another memorable experience was conducting fieldwork for in-vehicle product development. I usually work on UI design for in-vehicle displays, but because I basically work in front of a computer, I have had little opportunity to consider product ideas in an actual driving environment. So I suggested fieldwork in a destination like Chiba, which can be reached in a day, and we went on a drive together with five other members.

While traveling in the car, the team not only came up with ideas for in-car products, but also exchanged opinions on the usability and usability of the products, and discussed how to improve the in-car experience. They also explored roadside stations and sought out popular lunch spots to recreate the tourist experience of users. What initially started as part of research activities eventually led to proposals being made to business divisions and clients at headquarters. Successful experiences like these help to strengthen the team's capabilities.

Sasakawa　We actually ate some delicious food, didn't we? (laughs) I think it's very important for designers to enjoy their work. I think there are many things that you can't see if you just think about it in your head, and I think it's only by observing the site and experiencing it yourself that you can see the true value.

Creating an environment where designers can develop brands

As part of the JVCKENWOOD Group, are there any particular things you keep in mind when developing three product brands?

(I.e.　We are continually working to clarify the identity of each brand, thinking together about the purpose of each of our three product brands and discussing what value each brand can provide. The longer a designer has been involved with a brand, the more likely they are to think, "This design doesn't suit this brand," but I believe we must always remain flexible and adapt to changing times. Of course, it's not good for the design image to become fragmented within each brand, nor is it good to abandon the culture and history that has been established up until now, so I think it's important to understand the history of each brand and then consider how to strengthen its identity.

Sasakawa　In a sense, designers' job requires them to break down "symbols," but if they push ahead too hard, they may not be in line with what clients and users are looking for, so it can be difficult to strike a balance. As designers, I think a distinctive feature of our work is that we must maintain a broad perspective and make proposals that consider "customer value," whether in BtoB or BtoC.

(I.e.　To a certain extent, we have established standard lines for each of our three product brands, but I think that if we were to set them too rigidly, they would stagnate. I believe that each brand can only develop by changing in response to the circumstances of the time, so I try not to prescribe too many rules. I would like to continue working to create an environment where our in-house designers can each think about what is needed to develop these three product brands.