Annex To An Analysis Of The Application

A N A N A LYS I S O F T H E A P P L I C AT I O N O F

I N D U S TR I A L D E S I G N

Ministry of Economy Economy Development Department – Plac Trzech Krzyży 3/5 00-507 Warszawa tel.: +48 22 693 42 61 faks: +48 22 693 40 84 e-mail: [email protected] http://www.mg.gov.pl – Report prepared by Institute of Industrial Design, Research and Development Division – Authotrs: Beata Bochińska – President of the Board of Institute of Industrial Design (Instytut Wzornictwa Przemysłowego Sp. z o.o.) Dr Iwona Palczewska – Director of Research and Development Division in IWP Anita Putkiewicz – Head of Department of New Product Development in IWP – Expert’s revision: Prof Jerzy Ginalski – Expert in Department of New Product Development in IWP – graphic design & dtp: Zdanowicz & Pawrowski

Ministry of Economy

A N A N A LYS I S O F T H E A PPL I C AT I O N O F

I N D U S TR I A L DESIGN I N P O L I SH CO M PA N I ES

ANNEX – D I AG R A M S PR ESEN T I N G T H E R ESU LT S O F T H E R ESE A RC H

Warsaw, December 2007

00

List of diagrams Diagram 1

| Professional design used by companies in selected fields within the last 12 months. N=301

Diagram 2

| Professional design used by companies in selected fields within the last 12 months depending on the sector. N=301

Diagram 3

18

| Professional design used by companies in selected fields within the last 12 months depending on the company’s size. N=301

Diagram 4

18

19

| Professional design used by companies in selected fields within the last 12 months in the group of design leaders and in the remaining companies. N=301

Diagram 5

| Evaluation of the role of industrial design in working out new projects in the company within the last 3 years. N=301

Diagram 6

20

| Evaluation of the role of industrial design in working out new projects in the company within the last 3 years depending on the sector. N=301

Diagram 7

19

20

| Evaluation of the role of industrial design in working out new projects in the company within the last 3 years depending on the company’s size. N=301

Diagram 8

21

| Evaluation of the role of industrial design in working out new projects in the company within the last 3 years in the group of design leaders and in the remaining companies. N=301

Diagram 9

| Characteristic of enterprises according to the way of using design. N=301

Diagram 10

21 22

| Characteristic of enterprises according to the way of using design in the group of design leaders and in the remaining companies. N=301

22

Diagram 11

| Evaluation of the role of design in the company in recent years. N=299

23

Diagram 12

| Evaluation of the role of design in the company in recent years depending on the sector. N=299

Diagram 13

| Evaluation of the role of design in the company in recent years depending on the company’s size. N=299

Diagram 14

24

| Forecasts on the role of industrial design in the company in the next few years. N=298

Diagram 16

24

| Evaluation of the role of design in the company in recent years in the group of design leaders and in the remaining companies. N=299

Diagram 15

23

25

| Forecasts on the role of industrial design in the company in the next few years depending on the sector. N=298

25

00

Diagram 17

| Forecasts on the role of industrial design in the company in the next few years depending on the company’s size. N=298

Diagram 18

| Forecasts on the role of industrial design in the company in the next few years in the group of design learders and in the remaining companies. N=298

Diagram 19

26

| Number of new projects/products introduced into the market by the company during the last 3 years, i.e. from September 2004. N=301

Diagram 20

26

27

| Number of new projects/products introduced into the market by the company during the last 3 years, i.e. from September 2004, depending on the sector. N=301

Diagram 21

27

| Number of new projects/products introduced into the market by the company during the last 3 years, i.e. from September 2004, depending on the company’s size. N=301

Diagram 22

28

| Number of new projects/products introduced into the market by the company during the last 3 years, i.e. from September 2004, in the group of design leaders and in the remaining companies. N=301

Diagram 23

| Number of new projects/products introduced into the market by the company during the last 12 months. N=301

Diagram 24

29

| Number of new projects/products introduced into the market by the company during the last 12 months depending on the company’s size. N=301

Diagram 26

29

| Number of new projects/products introduced into the market by the company during the last 12 months depending on the sector. N=301

Diagram 25

28

30

| Number of new projects/products introduced into the market by the company during the last 12 months in the group of design leaders and in the remaining companies. N=301

Diagram 27

| Works on a specific, new and own project/new projects currently conducted in the company. N=300

Diagram 28

31

| Works on a specific, new and own project/new projects currently conducted in the company depending on the company’s size. N=300

Diagram 30

31

| Works on a specific, new and own project/new projects currently conducted in the company depending on the sector. N=300

Diagram 29

30

32

| Works on a specific, new and own project/new projects currently conducted in the company in the group of design leaders and in the remaining companies. N=300

32

00

Diagram 31

| Plans to start works on a subsequent, own and new project/new projects in the companies within the next 6 months. N=297

Diagram 32

| Plans to start works on a subsequent, own and new project/new projects in the company within the next 6 months, depending on the sector. N=297

Diagram 33

33 33

| Plans to start works on a subsequent, own and new project/new projects in the company within the next 6 months depending on the company’s size. N=297

Diagram 34

34

| Plans start works on a subsequent, own and new project/new projects in the company within the next 6 months, in the group of design leaders and in the remaining companies. N=297

Diagram 35

| Self-evaluation of the company’s position due to the used design. N=300

Diagram 36

36

| Self-evaluation of the company’s position due to the used design, in the group of design leaders and in the remaining companies. N=300

Diagram 39

35

| Self-evaluation of the company’s position due to the used design, depending on the company’s size. N=300

Diagram 38

35

| Self-evaluation of the company’s position due to the used design, depending on the sector. N=300

Diagram 37

34

36

| Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in comparison to other companies of the same sector. N=299

Diagram 40

37

| Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in comparison to other companies of the same sector depending on the sector. N=299

Diagram 41

37

| Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in comparison to other companies of the same sector depending on the company’s size. N=299

Diagram 42

38

| Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in comparison to other companies of the same sector in the group of design leaders and in the remaining companies. N=299

38

Diagram 43

| Evaluation of the atmosphere in the company related to design. N=299

39

Diagram 44

| Evaluation of the atmosphere in the company related to design depending on the sector. N=299

39

00

Diagram 45

| Evaluation of the atmosphere in the company related to design depending on the company’s size. N=299

Diagram 46

40

| Evaluation of the atmosphere in the company related to design in the group of design leaders and in the remaining companies. N=299

40

Diagram 47

| Place of design in the company’s organizational structure. N=301

41

Diagram 48

| Place of design in the company’s organizational structure depending on the sector. N=301

Diagram 49

| Place of design in the company’s organizational structure depending on the company’s size. N=301

Diagram 50

45

| Company’s strategy of using design in works on the projects executed during the last 3 years, depending on the company’s size. N=300

Diagram 57

44

| Company’s strategy of using design in works on the projects executed during the last 3 years, depending on the sector. N=300

Diagram 56

44

| Company’s strategy of using design in works on the projects executed during the last 3 years. N=300

Diagram 55

43

| Number of people employed in the section/on the posts related to design, in the group of design leaders and in the remaining companies. N=151

Diagram 54

43

| Number of people employed in the section/on the posts related to design, depending on the company’s size. N=151

Diagram 53

42

| Number of people employed in the section/on the posts related to design. N=151

Diagram 52

42

| Place of design in the company’s organizational structure in the group of design leaders and in the remaining companies. N=301

Diagram 51

41

45

| Company’s strategy of using design in works on the projects executed during the last 3 years, in the group of design leaders and in the remaining companies. N=300

Diagram 58

| Evaluation of the role of industrial design in the sector represented by the company. N=299

Diagram 59

46

| Evaluation of the role of industrial design in the sector represented by the company, depending on the sector. N=299

Diagram 60

46

47

| Evaluation of the role of industrial design in the sector represented by the company in the group of design leaders and in the remaining companies. N=299

47

00

Diagram 61

| Evaluation of the role of industrial design in the sector in recent years. N=299

Diagram 62

| Evaluation of the role of industrial design in the sector in recent years depending on the sector. N=299

Diagram 63

51

| Evaluation of the profitability of investment in design made by companies of the sector depending on the sector. N=299

Diagram 69

50

| Evaluation of the profitability of investment in design made by companies of the sector. N=299

Diagram 68

50

| Evaluation of the role of industrial design in the sector in the next few years in the group of design leaders and in the remaining companies. N=299

Diagram 67

49

| Evaluation of the role of industrial design in the sector in the next few years depending on the sector. N=299

Diagram 66

49

| Evaluation of the role of industrial design in the sector in the next few years. N=299

Diagram 65

48

| Evaluation of the role of industrial design in the sector in recent years in the group of design leaders and in the remaining companies. N=299

Diagram 64

48

51

| Evaluation of the profitability of investment in design made by companies of the sector in the group of design leaders and in the remaining companies. N=299

Diagram 70

| Influence of design on selected elements of the company’s activity in the period of 12 months. Percentage of the answer “to a great extent”. N=301

Diagram 71

53

| Influence of design on the company’s export within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 74

53

| Influence of design on the company’s export within the last 12 months depending on the sector. N=301

Diagram 73

52

| Influence of design on the company’s export within the last 12 months. N=301

Diagram 72

52

54

| Influence of design on the company’s export within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 75

| Influence of design on the company’s image within the last 12 months. N=301

Diagram 76

54 55

| Influence of design on the company’s image within the last 12 months. Distribution of answer depending on the sector. N=301

55

00

Diagram 77

| Influence of design on the company’s image within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 78

56

| Influence of design on the company’s image within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 79

| Influence of design on the consumers’ satisfaction within the last 12 months. N=301

Diagram 80

57

| Influence of design on the consumers’ satisfaction within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 82

57

| Influence of design on the consumers’ satisfaction within the last 12 months. Distribution of answers depending on the sector. N=301

Diagram 81

56

58

| Influence of design on the consumers’ satisfaction within the last 12 months. Distriubution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 83

| Influence of design on the increase in profits within the last 12 months. N=301

Diagram 84

59

| Influence of design on the increase in profits within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 86

59

| Influence of design on the increase in profits within the last 12 months. Distribution of answers depending on the sector. N=301

Diagram 85

58

60

| Influence of design on the increase in profits within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 87

| Influence of design on the development of new markets within the last 12 months. N=301

Diagram 88

61

| Influence of design on the development of new markets within the last 12 months. Distribution of answers depending on the sector. N=301

Diagram 89

60

61

| Influence of design on the development of new markets within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 90

62

| Influence of design on the development of new markets within the last 12 months. Distribution of answers in the group of design leaders and in the remaining coampnies. N=301

62

010

Diagram 91

| Influence of design on the increase in market share within the last 12 months. N=301

Diagram 92

| Influence of design on the increase in market share within the last 12 months. Distribution of answers depending on the sector. N=301

Diagram 93

63

| Influence of design on the increase in market share within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 94

63

64

| Influence of design on the increase in market share within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 95

| Influence of design on the company’s competitiveness within the last 12 months. N=301

Diagram 96

65

| Influence of design on the company’s competitiveness within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 98

65

| Influence of design on the company’s competitiveness within the last 12 months. Distribution of answers depending on the sector. N=301

Diagram 97

64

66

| Influence of design on the company’s competitiveness within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 99

66

| Influence of design on the increase in employment within the last 12 months. N=301

Diagram 100 |

Influence of design on the increase in employment within the last 12 months. Distribution of answers depending on the sector. N=301

Diagram 101 |

67

Influence of design on the increase in employment within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 102 |

67

68

Influence of design on the increase in employment within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 103 |

Influence of design on the increase in turnover within the last 12 months. N=301

Diagram 104 |

69

Influence of design on the increase in turnover within the last 12 months. Distribution of answers depending on the sector. N=301

Diagram 105 |

68

69

Influence of design on the increase in turnover within the last 12 months. Distribution of answers depending on the company’s size. N=301

70

011

Diagram 106 |

Influence of design on the increase in turnover within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 107 |

Influence of design on the general development of the company within the last 12 months. N=301

Diagram 108 |

70 71

Influence of design on the general development of the company within the last 12 months. Distribution of answers depending on the sector. N=301

Diagram 109 |

71

Influence of design on the general development of the company within the last 12 months. Distribution of answers depending on the company’s size. N=301

Diagram 110 |

72

Influence of design on the general development of the company within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301

Diagram 111

| The most important factors exerting the greatest influence on the sale of the company’s products. N=299

Diagram 112

72 73

| The most important factors exerting the greatest influence on the sale of the company’s products. Distribution of answers depending on the sector. N=299

Diagram 113

| Good design as one of the three most important factors influencing the sale of the company’s products depending on the sector. N=299

Diagram 114

73 74

| The most important factors exerting the greatest influence on the sale of the company’s products. Distribution of answers depending on the company’s size. N=299

Diagram 115

74

| The most important factors exerting the greatest influence on the sale of the company’s products. Distribution of answers in the group of design leaders and in the remaining companies. N=299

Diagram 116

| Role of design in determining the economic success of the company in comparison to other factors (percentage of the answer “key”). N=301

Diagram 117

75 75

| Evaluation of an average growth of value/price of the product while using a good pattern meeting the needs of the market. N=298

Diagram 118 |

76

Evaluation of an average growth of value/price of the product while using a good pattern meeting the needs of the market depending on the sector. N=298

76

012

Diagram 119

| Evaluation of an average growth of value/price of the product while using a good pattern meeting the needs of the market in the group of design leaders and in the remaining companies. N=298

Diagram 120 |

Ways of obtaining new patterns used by companies within the last 3 years. N=297

Diagram 121 |

78

Ways of obtaining new patterns used by companies within the last 3 years depending on the company’s size. N=297

Diagram 123 |

77

Ways of obtaining new patterns used by companies within the last 3 years depending on the sector. N=297

Diagram 122 |

77

78

Ways of obtaining new patterns used by companies within the last 3 years in the group of design leaders and in the remaining companies. N=297

79

Diagram 124 |

Reasons for not using the services of designers. N=88

79

Diagram 125 |

Ways of cooperating with external designers. N=101

80

Diagram 126 |

Ways of the company’s cooperation with external designers. N=102

80

Diagram 127 |

Company expectations towards an external designer. N=102

81

Diagram 128 |

General evaluation of the knowledge of external designers working for the company concerning methods of working out a product with high market potential. N=102

Diagram 129 |

Defining duties/responsibilities of each party: of the external designer and of the enterprise. N=102

Diagram 130 |

82

The party defining the scope of duties and responsibilities of the external designer. N=99

Diagram 131 |

81

82

Disagreements at different stages of works on the new project between the external designer and the people in the company responsible for introduction of new products into the market. N=102

Diagram 132 |

83

Main reasons for disagreements between the external designer and the people in the company responsible for introduction of new products into the market. N=27

83

Diagram 133 |

Sources of information on designers working in a given sector. N=102

84

Diagram 134 |

Main reasons for the introduction of new projects/design products into the market by the company. N=299

Diagram 135 |

84

Main reasons for the introduction of new projects/design products into the market by the company depending on the sector. N=299

85

013

Diagram 136 |

Main reasons for the introduction of new projects/design products into the market by the company depending on the company’s size. N=299

Diagram 137 |

85

Main reasons for the introduction of new projects/design products into the market by the company in the group of design leaders and in the remaining companies. N=299

86

Diagram 138 |

Main barriers in obtaining new project solutions. N=299

86

Diagram 139 |

Main barriers to the implementation of new project solutions and their introduction into the market. N=299

Diagram 140 |

Presence of a separate organisational section in the company responsible for new products development. N=300

Diagram 141 |

88

Presence of a separate organisational section in the company responsible for new products development depending on the company’s size. N=300

Diagram 143 |

87

Presence of a separate organisational section in the company responsible for new products development depending on the sector. N=300

Diagram 142 |

87

88

Presence of a separate organisational section in the company responsible for new products development in the group of design leaders and in the remaining companies. N=300

Diagram 144 |

Type of organisational section in the company responsible for new products development. N=117

Diagram 145 |

92

Stages in standard works on a new project that are identified and documented in writing. N=172

Diagram 151 |

91

Developed implementation procedures for new products in the company in the group of design leaders and in the remaining companies. N=296

Diagram 150 |

91

Developed implementation procedures for new products in the company depending on the company’s size. N=296

Diagram 149 |

90

Developed implementation procedures for new products in the company depending on the sector. N=296

Diagram 148 |

90

Developed implementation procedures for new products in the company. N=296

Diagram 147 |

89

Number of people employed in an organisational section responsible for new products development. N=116

Diagram 146 |

89

92

Defined criteria for project evaluation as part of establishing project objectives. N=292

93

014

Diagram 152 |

Defined criteria for project evaluation as part of establishing project objectives depending on the sector. N=292

Diagram 153 |

Defined criteria for project evaluation as part of establishing project objectives depending on the company’s size. N=292

Diagram 154 |

93 94

Defined criteria for project evaluation as part of establishing project objectives in the group of design leaders and in the remaining companies. N=292

Diagram 155 |

Person responsible for the final selection of a new project/product in the company. N=299

Diagram 156 |

96

Stages in works on a new project that constitute the basis for the survey of consumer preferences conducted by the company. N=298

Diagram 159 |

95

Measures taken by the company in order to minimize the risk while working on a new project. N=301

Diagram 158 |

95

Person responsible for the final selection of a new project/product in the company depending on the company’s size. N=299

Diagram 157 |

94

96

Sources of information used by the company in order to obtain information on the consumers, their needs and preferences. N=299

97

Diagram 160 |

Ways of conducting consumer surveys by the company. N=298

97

Diagram 161 |

Ways of conducting consumer surveys by the company depending on the sector. N=298

Diagram 162 |

Ways of conducting consumer surveys by the company depending on the company’s size. N=298

Diagram 163 |

100

Cases when the already started works on a new product failed to succeed during the last 3 years. N=299

Diagram 167 |

99

Problems that emerge during the process of new product development. N=298

Diagram 166 |

99

Evaluation of the credibility and usefulness of marketing research. N=290

Diagram 165 |

98

Ways of conducting consumer surveys by the company in the group of design leaders and in the remaining companies. N=298

Diagram 164 |

98

100

Cases when the already started works on a new product failed to succeed during the last 3 years, depending on the sector. N=299

101

015

Diagram 168 |

Cases when the already started works on a new product failed to succeed during the last 3 years, depending on the company’s size. N=299

Diagram 169 |

101

Cases when the already started works on a new product failed to succeed during the last 3 years, in the group of design leaders and in the remaining companies. N=299

Diagram 170 |

102

Number of cases during the last 3 years when works on a new project failed to succeed. N=91

102

Diagram 171 |

Reasons for the failure in case of the last unfinished project. N=89

103

Diagram 172 |

Factors that lower the effectiveness of works on a new project. N=300

103

Diagram 173 |

Use of methods of intellectual property protection with reference to own products. N=299

Diagram 174

104

| Use of methods of intellectual property protection with reference to own products depending on the sector. N=299

Diagram 175 |

Use of methods of intellectual property protection with reference to own products depending on the company’s size. N=299

Diagram 176 |

108

The company’s experiences with aware or unaware copying of someone else’s patterns depending on the company’s size. N=296

Diagram 183 |

107

The company’s experiences with aware or unaware copying of someone else’s patterns depending on the sector. N=296

Diagram 182 |

107

The company’s experiences with aware or unaware copying of someone else’s patterns. N=296

Diagram 181 |

106

The company’s experiences with copies of their patterns made by the competition depending on the sector. N=299

Diagram 180 |

106

The company’s experiences with copies of their patterns made by the competition. N=299

Diagram 179 |

105

Evaluation of the effectiveness of used methods of intellectual property protection. N=131

Diagram 178 |

105

Methods of intellectual property protection used by Polish enterprises depending on their own products. N=132

Diagram 177 |

104

108

The company’s experiences with aware or unaware copying of someone else’s patterns in the group of design leaders and in the remaining compa-

Diagram 184 |

nies. N=296

109

Company turnover in 2006. N=167

109

016

Diagram 185 |

Company turnover in 2006 depending on the company’s size. N=167

Diagram 186 |

Company turnover in 2006 in the group of the design leaders and in the

110

remining companies. N=167

110

Diagram 187 |

Turnover dynamics during the last 3 years. N=254

111

Diagram 188 |

Turnover dynamics during the last 3 years depending on the sector. N=254

Diagram 189 |

Turnover dynamics during the last 3 years depending on the company’s size. N=254

Diagram 190 |

111 112

Turnover dynamics during the last 3 years in the group of design leaders and in the remaining companies. N=254

112

Diagram 191 |

Company expenditures on research and development in 2006. N=148

113

Diagram 192 |

Company expenditures on research and development in 2006 depending on the company’s size. N=148

Diagram 193 |

Company expenditures on research and development in 2006 in the group of design leaders and in the remaining companies. N=148

Diagram 194 |

115

Dynamics of company expenditures on research and development during the last 3 years depending on the company’s size. N=248

Diagram 197 |

114

Dynamics of company expenditures on research and development during the last 3 years depending on the sector. N=248

Diagram 196 |

114

Dynamics of company expenditures on research and development during the last 3 years. N=248

Diagram 195 |

113

115

Dynamics of company expenditures on research and development during the last 3 years in the group of design leaders and in the remaining companies. N=248

116

Diagram 198 |

Amount of company expenditures on industrial design in 2006. N=143

116

Diagram 199 |

Amount of company expenditures on industrial design in 2006 depending on the company’s size. N=143

Diagram 200 |

117

Amount of company expenditures on industrial design in 2006 in the group of design leaders and in the remaining companies. N=143

117

Diagram 201 |

Dynamics of expenditures on design during the last 3 years. N=240

118

Diagram 202 |

Dynamics of expenditures on design during the last 3 years depending on the sector. N=240

118

017

Diagram 203 |

Dynamics of expenditures on design during the last 3 years depending on the company’s size. N=240

Diagram 204 |

119

Dynamics of expenditures on design during the last 3 years in the group of design leaders and in the remaining companies. N=240

119

Diagram 205 |

Expenditures on design compared to total company expenditures. N=172

120

Diagram 206 |

Share of expenditures on development of new design products in R&D costs in 2006. N=90

Diagram 207 |

Sectors represented in the group of design leaders and in the remaining companies.

Diagram 208 |

124

Employment by the company of its own internal designer in the group of design leaders and in the remaining companies.

Diagram 216 |

124

Systematic or permanent employment of an external designer by the company in the group of design leaders and in the remaining companies.

Diagram 215 |

123

Increase in company expenditures on industrial design during the last 3 years in the group of design leaders and in the remaining companies.

Diagram 214 |

123

Increase in company expenditures on research and development during the last 3 years in the group of design leaders and in the remaining companies.

Diagram 213 |

122

Increase in company turnover during the last 3 years in the group of design leaders and in the remaining companies.

Diagram 212 |

122

Increase in export volume of the company during the last 3 years in the group of design leaders and in the remaining companies

Diagram 211 |

121

Export volume measured by means of turnover percentage in the group of design leaders and in the remaining companies.

Diagram 210 |

121

Size of the companies represented in the group of design leaders and in the remaining companies.

Diagram 209 |

120

125

Demands made towards the public authorities (e.g. the Ministry of Economy) in order to facilitate the introduction of new design projects into the market by companies. N=297

125

018

Diagram 1

Professional design used by companies in selected fields within the last 12 months. N=301 0

10

communication and brand (guides, packages, graphics, print, logo)

59%

product and industrial pattern

67%

interior and the art of exhibition

38%

multimedia (web page, animations, multimedia presentations)

20

30

40

50

60

70

80

61%

Diagram 2

65%

76% 68% 30%

55%

52% 54% 48% 52%

77% 29%

30

59%

53% 58%

61% 46%

25%

42% 46%

58% 65%

64%

68%

74% 45%

32%

50 40

55%

60

61%

70

61% 76%

80

68% 73%

Professional design used by companies in selected fields within the last 12 months depending on the sector. N=301

20 10 0

domestic appliances and audio/video devices, computers

investment products

means of transport

furniture and ceramics and interior glass furnishings

clothing, fabrics, footwear

communication and brand (guides, packages, graphics, print, logo) product and industrial pattern interior and the art of exhibition multimedia (web page, animations, multimedia presentations)

lighting

sports goods

019

Diagram 3

Professional design used by companies in selected fields within the last 12 months depending on the company’s size. N=301 100 80 60 40 20 0

53% 64%

42%

60%

58% 69%

10-49 employees

30%

53%

75% 70%

50-249 employees

52%

81%

250 and more employees

communication and brand (guides, packages, graphics, print, logo) product and industrial pattern interior and the art of exhibition multimedia (web page, animations, multimedia presentations)

Diagram 4

Professional design used by companies in selected fields within the last 12 months in the group of design leaders and in the remaining companies. N=301 100 80 60 40 20 0

84%

89%

52%

design leaders

73%

55%

64%

36%

remaining companies

communication and brand (guides, packages, graphics, print, logo) product and industrial pattern interior and the art of exhibition multimedia (web page, animations, multimedia presentations)

59%

020

Diagram 5

Evaluation of the role of industrial design in working out new projects in the company within the last 3 years. N=301 0

10

20

30

40

50

60

70

15% 61% 16% 3% 5%

Diagram 6

Evaluation of the role of industrial design in working out new projects in the company within the last 3 years depending on the sector. N=301

60%

54%

60%

59%

56%

58%

60

65%

70

78%

80

50

0

key important restricted

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

sports goods

11%

16%

14% 7%

7%

7%

3% 5%

10%

10% 3% 3%

5% 5%

6% 3%

6%

8% 3%

investment products

16%

25%

domestic appliances and audio/video devices, computers

16%

18% 8%

5% 3%

10

13%

20

21%

30

28%

31%

40

021

Diagram 7

Evaluation of the role of industrial design in working out new projects in the company within the last 3 years depending on the company’s size. N=301 80 70 60 50 40 30 20 10 0

13%

62% 17%

1%

8%

10-49 employees

15%

58% 19%

4%

5%

19% 65% 10%

50-249 employees

6%

250 and more employees

key important restricted

Diagram 8

Evaluation of the role of industrial design in working out new projects in the company within the last 3 years in the group of design leaders and in the remaining companies. N=301 80 70 60 50 40 30 20 10 0

� 38%�

� 11%�

62% design leaders

key important restricted

60%�

19%�

4%�

remaining companies

not important difficult to say

6%

022

Diagram 9

Characteristic of enterprises according to the way of using design. N=301 0

the company does not use design systematically

5

15

20

25

30

35

22 %

the company uses design as a finishing touch while working on a new product

17%

design is an essential but not the main element of works on a new product

34%

use of design is a natural management tool and has a clear strategic importance to company development

22%

I don't know, refusal of answer

10

5%

Diagram 10

Characteristic of enterprises according to the way of using design in the group of design leaders and in the remaining companies. N=301 40 35 30 25 20 15 10 5 0

13%

9%

38% design leaders

40%

23%

18%

34%

19%

6%

remaining companies

the company does not use design systematically the company uses design as a finishing touch while working on a new product design is an essential but not the main element of works on a new product use of design is a natural management tool and has a clear strategic importance to company development I don't know, refusal of answer

023

Diagram 11

Evaluation of the role of design in the company in recent years. N=299 0

5

10

15

20

25

30

35

40

20% 40% 30% 2% 1% 6%

Diagram 12

Evaluation of the role of design in the company in recent years depending on the sector. N=299

0

means of transport

41% 44%

41%

19%

23%

27%

28%

38% 35%

ceramics and glass

3%

8%

8%

15%

furniture and interior furnishings

3%

5% 5% 5%

15%

18%

investment products

25%

32% 30% 25%

38% 29%

domestic appliances and audio/video devices, computers

3%

18% 5%

10

16%

20

23%

30

5%

40

40% 40%

50

43%

53%

60

clothing, fabrics, footwear

lighting

sports goods

024

Diagram 13

Evaluation of the role of design in the company in recent years depending on the company’s size. N=299

41%

2%

2%

50-249 employees

4%

2%

10-49 employees

5%

2%

10

2%

10%

18%

20%

31%

30% 18%

30

34%

39%

40

20

41%

50

0 250 and more employees

Diagram 14

Evaluation of the role of design in the company in recent years in the group of design leaders and in the remaining companies. N=299 50 40 30 20 10

47% 0

40%

13% design leaders

16%

40%

33%

2%

1%

remaining companies

8%

025

Diagram 15

Forecasts on the role of industrial design in the company in the next few years. N=298 5

0

15

10

25

20

35

30

45

40

50

21% 44% 27% 1%

7%

Diagram 16

0

domestic appliances and audio/video devices, computers

means of transport

43% 35%

26% 21%

25%

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

11% 3%

8% 4%

8% 3%

5%

2% 2%

investment products

22%

30%

27% 15%

12%

8%

18%

15% 3%

10

5%

20

16%

30

25%

27%

32%

40

34% 37%

38%

43%

45%

50

47%

60

48%

60%

Forecasts on the role of industrial design in the company in the next few years depending on the sector. N=298

sports goods

026

Diagram 17

Forecasts on the role of industrial design in the company in the next few years depending on the company’s size. N=298 50 45 40 35 30 25 20 15 10 5

19% 42% 30%

0

1%

8%

10-49 employees

18% 46% 27%

2%

7%

33% 43% 16%

50-249 employees

2%

2%

4%

250 and more employees

Diagram 18

Forecasts on the role of industrial design in the company in the next few years in the group of design learders and in the remaining companies. N=298 50 45 40 35 30 25 20 15 10 5 0

49%

42%

9% design leaders

16%

44%

30%

2%

remaining companies

8%

027

Diagram 19

Number of new projects/products introduced into the market by the company during the last 3 years, i.e. from September 2004. N=301 0

5

1-2 projects

22%

3-5 projects

31%

6-10 projects

18%

11-50 projects

21%

>50 projects

10

15

20

25

30

35

9%

Diagram 20

50%

Number of new projects/products introduced into the market by the company during the last 3 years, i.e. from September 2004, depending on the sector. N=301

50

30%

domestic appliances and audio/video devices, computers

investment products

1-2 projects 3-5 projects

means of transport

22% 24%

clothing, fabrics, footwear

lighting

furniture and interior furnishings

6-10 projects 11-50 projects

ceramics and glass

>50 projects

3%

4%

16%

18%

26%

26%

28% 13%

11%

15%

23% 23%

25%

27% 18%

15% 15%

0

15% 15%

5

6%

10

3%

15

13% 11%

20

18%

23% 20%

25

24%

30

14% 17%

28% 30%

35

31% 33%

40

35%

37%

45

sports goods

028

Diagram 21

Number of new projects/products introduced into the market by the company during the last 3 years, i.e. from September 2004, depending on the company’s size. N=301 35 30 25 20 15 10 5 0

� 22% � 33% � 17% � 23% �

5%

� 23% � 31% � 16% � 21% �

10-49 employees

9%

� 17% � 23% � 27% � 17% � 15%

50-249 employees

1-2 projects 3-5 projects 6-10 projects

250 and more employees

11-50 projects >50 projects

Diagram 22

Number of new projects/products introduced into the market by the company during the last 3 years, i.e. from September 2004, in the group of design leaders and in the remaining companies. N=301 60 50 40 30 20 10 � �

�

0

�

51% �

49%

�

25% �

design leaders

1-2 projects 3-5 projects 6-10 projects

36% �

22% �

16% �

remaining companies

11-50 projects >50 projects

2%

029

Diagram 23

Number of new projects/products introduced into the market by the company during the last 12 months. N=301 0

5

1 project

33%

2 projects

20%

3-5 projects

14%

6-10 projects

11-50 projects

10

15

20

25

30

35

9%

10%

>50 projects

4%

none

9%

Diagram 24

Number of new projects/products introduced into the market by the company during the last 12 months depending on the sector. N=301

47% 40%

42%

50

56%

60

1 project 2 projects 3-5 projects

22% 22% 27%

26%

26%

� � � � � � �

sports goods

none

8% 8%

7%

7% 4%

14% � � � � � � �

lighting

10% 13%

clothing, fabrics, footwear

15%

10% 15% 8% 18% 15% 8%

20%

23%

6-10 projects 11-50 projects >50 projects

ceramics and glass

13%

16%

11%

9%

furniture and interior furnishings

� � � � � � �

means of transport

8%

investment products

� � � � � � �

domestic appliances and audio/video devices, computers

� � � � � � 2% �

6%

14%

14%

19% 6% 8%

� � � � � � �

8%

10%

� � � � � � �

0

� � � � � � �

10

21%

25% 18%

13%

24% 11%

20

11%

30

27%

40

030

Diagram 25

Number of new projects/products introduced into the market by the company during the last 12 months depending on the company’s size. N=301 40 35 30 25 20 15 10 5 0

�30% �23% �16% � 9%� 9%� 2%� 12%

�40%�14%� 15%� 8%� 10%� 5%� 8%

�23%� 29%� 10%� 12%� 14%� 8%� 6%

10-49 employees

50-249 employees

250 and more employees

1 project 2 projects 3-5 projects

6-10 projects 11-50 projects >50 projects

none

Diagram 26

Number of new projects/products introduced into the market by the company during the last 12 months in the group of design leaders and in the remaining companies. N=301 60 50 40 30 20 10 ��

�

�

0

�

22%�

56%�

22%

� 39%�

design leaders

1 project 2 projects 3-5 projects

23%�

17%�

7%�

2%�

remaining companies

6-10 projects 11-50 projects >50 projects

none

1%�

11%

031

Diagram 27

Works on a specific, new and own project/new projects currently conducted in the company. N=300 0

10

yes

78%

no

22%

20

30

40

50

60

70

80

Diagram 28

Works on a specific, new and own project/new projects currently conducted in the company depending on the sector. N=300 100

80

60

40

20

0

�66%� 34%�

80%� 20%�

75%� 25%�

82%� 18%�

83%� 18%�

87%� 13%�

65%� 35%�

81% 19%

domestic appliances and audio/video devices, computers

investment products

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

sports goods

yes

no

032

Diagram 29

Works on a specific, new and own project/new projects currently conducted in the company depending on the company’s size. N=300 100

80

60

40

20 �

76%�

0

24%

�

10-49 employees

yes

75%�

25%

�

50-249 employees

90%�

10%

250 and more employees

no

Diagram 30

Works on a specific, new and own project/new projects currently conducted in the company in the group of design leaders and in the remaining companies. N=300 100

80

60

40

20 89%�

0

11%

76%�

design leaders

yes

remaining companies

no

24%

033

Diagram 31

Plans to start works on a subsequent, own and new project/new projects in the companies within the next 6 months. N=297 0

10

yes

79%

no

21%

20

30

40

50

60

70

80

Diagram 32

Plans to start works on a subsequent, own and new project/new projects in the company within the next 6 months, depending on the sector. N=297 100

80

60

40

20

0

74% 26%

71% 29%

78% 22%

74% 26%

82% 18%

87% 13%

89% 11%

81% 19%

domestic appliances and audio/video devices, computers

investment products

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

sports goods

yes

no

034

Diagram 33

Plans to start works on a subsequent, own and new project/new projects in the company within the next 6 months depending on the company’s size. N=297 100

80

60

40

20

0

78%

22%

78%

10-49 employees

yes

22%

85%

50-249 employees

15%

250 and more employees

no

Diagram 34

Plans start works on a subsequent, own and new project/new projects in the company within the next 6 months, in the group of design leaders and in the remaining companies. N=297 100

80

60

40

20 93%

0

7% design leaders

yes

no

77%

23%

remaining companies

035

Diagram 35

Self-evaluation of the company’s position due to the used design. N=300 0

10

leading company that exceeds others in relation to the used design

14%

company that systematically keeps up with new design

69%

20

30

40

50

60

70

80

7% 9%

Diagram 36

70

74%

74%

50%

60

68%

71%

64%

80

74%

90

81%

Self-evaluation of the company’s position due to the used design, depending on the sector. N=300

50

investment products

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

11% 3%

5%

4%

22% 5% 10%

10%

13%

20%

23%

19% 22% 8%

13%

domestic appliances and audio/video devices, computers

2% 5%

0

8%

10

8%

20

11%

30

10% 13%

40

sports goods

036

Diagram 37

Self-evaluation of the company’s position due to the used design, depending on the company’s size. N=300 70 60 50 40 30 20 10

15%

0

68%

8%

9%

13%

10-49 employees

69%

8%

9%

14%

50-249 employees

71%

4%

12%

250 and more employees

Diagram 38

Self-evaluation of the company’s position due to the used design, in the group of design leaders and in the remaining companies. N=300 70 60 50 40 30 20 10 0

31%

64%

2%

design leaders

3%

11%

70%

8%

remaining companies

11%

037

Diagram 39

Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in comparison to other companies of the same sector. N=299 0

10

20

30

40

50

60

70

80

definitely favourable 19% rather favourable 65% rather unfavourable 5% difficult to say 11%

Diagram 40

domestic appliances and audio/video devices, computers

furniture and interior furnishings

73%

82% clothing, fabrics, footwear

lighting

3%

5%

15% 4%

3%

13%

23%

ceramics and glass

19%

62%

58%

57% means of transport

5% 8%

20% investment products

3%

0

5% 5%

10

3%

20

11% 5%

30

24%

40

30%

50

32%

41%

60

5% 7%

70

32%

80

70%

90

82%

Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in comparison to other companies of the same sector depending on the sector. N=299

sports goods

038

Diagram 41

Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in comparison to other companies of the same sector depending on the company’s size. N=299 80 70 60 50 40 30 20 10 0

16%

64%

4%

16%

10-49 employees

20%

67%

6%

7%

28%

50-249 employees

61%

2%

9%

250 and more employees

Diagram 42

Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in comparison to other companies of the same sector in the group of design leaders and in the remaining companies. N=299 80 70 60 50 40 30 20 10 0

49%

51% design leaders

14%

67%

6%

remaining companies

13%

039

Diagram 43

Evaluation of the atmosphere in the company related to design. N=299 0

10

20

30

40

50

60

17% 60% 6% 1% 16%

Diagram 44

Evaluation of the atmosphere in the company related to design depending on the sector. N=299

0

domestic appliances and audio/video devices, computers

very favourable rather favourable not very favourable

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

22% lighting

11%

11% 3%

4% 4%

11%

21% 7%

5% 5% 7%

3% investment products

23%

27% 14%

21%

20% 10%

18% 5%

10

13%

20

11%

30

33%

40

13%

50

54%

55%

50%

53%

60

56%

71%

71%

70

74%

80

sports goods

040

Diagram 45

Evaluation of the atmosphere in the company related to design depending on the company’s size. N=299 80 70 60 50 40 30 20 10 0

19% 57% 11%

1%

12%

10-49 employees

17% 59%

5%

2%

17%

2% 13%

16% 69%

50-249 employees

250 and more employees

very favourable rather favourable not very favourable

Diagram 46

Evaluation of the atmosphere in the company related to design in the group of design leaders and in the remaining companies. N=299 60 50 40 30 20 10 0

38%

4%

58%

design leaders

very favourable rather favourable not very favourable

14%

61%

7%

2%

remaining companies

16%

041

Diagram 47

Place of design in the company’s organizational structure*). N=301 0

10

the company has a section or a position assigned to design

52%

the company employs its own, internal designer

49%

the company systematically or permanently employs an external designer

14%

the company employs an external designer/designers if needed

31%

the company does not use design

8%

20

30

40

50

60

Diagram 48

0

domestic appliances and audio/video devices, computers

ceramics and glass

the company has a section or a position assigned to design the company employs its own, internal designer the company systematically or permanently employs an external designer the company employs an external designer/designers if needed the company does not use design

*)  Percentages do not total 100% because the respondents could give several answers.

30%

14% 4%

5% clothing, fabrics, footwear

lighting

sports goods

11%

30% 11%

10%

8% 2% furniture and interior furnishings

46%

42%

59% 18%

21%

23%

35%

means of transport

14%

28%

investment products

6%

5%

8%

8%

20 10

44%

46%

47% 19%

25%

30

39%

43% 34%

40

42% 47%

50

50% 50%

60

49%

58%

70

62%

67% 68%

Place of design in the company’s organizational structure depending on the sector *). N=301

042

Diagram 49

Place of design in the company’s organizational structure depending on the company’s size*). N=301 70 60 50 40 30 20 10 42% 45% 11%

0

34%

7%

55% 49% 11% 25%

10-49 employees

8%

65% 60% 27%

50-249 employees

39% 10%

250 and more employees

the company has a section or a position assigned to design the company employs its own, internal designer the company systematically or permanently employs an external designer the company employs an external designer/designers if needed the company does not use design Diagram 50

Place of design in the company’s organizational structure in the group of design leaders and in the remaining companies*). N=301 80 70 60 50 40 30 20 10 0

71%

69%

27%

46%

design leaders

48%

46%

11%

29%

remaining companies

the company has a section or a position assigned to design the company employs its own, internal designer the company systematically or permanently employs an external designer the company employs an external designer/designers if needed the company does not use design *)  Percentages do not total 100% because the respondents could give several answers.

9%

043

Diagram 51

Number of people employed in the section/on the posts related to design. N=151 0

5

1 person

18%

2 persons

30%

3 persons

15%

4 persons

10%

5 persons and more

27%

10

15

20

25

30

Diagram 52

Number of people employed in the section/on the posts related to design, depending on the company’s size. N=151 50

40

30

20

10

0

39% 37%

9%

4%

11%

11% 32% 17% 10% 31%

10-49 employees

1 person 2 persons

6%

50-249 employees

3 persons 4 persons

5 persons and more

15% 18%

18% 42%

250 and more employees

044

Diagram 53

Number of people employed in the section/on the posts related to design, in the group of design leaders and in the remaining companies. N=151 35 30 25 20 15 10 5 14% 0

21%

21%

10%

35%

20%

design leaders

1 person 2 persons

32%

13%

10%

25%

remaining companies

3 persons 4 persons

5 persons and more

Diagram 54

Company’s strategy of using design in works on the projects executed during the last 3 years. N=300 0

5 11% 22% 39% 18% 3% 6%

10

15

20

25

30

35

40

045

Diagram 55

Company’s strategy of using design in works on the projects executed during the last 3 years, depending on the sector. N=300

0

furniture and interior furnishings

41% 24% 16% 11%

15%

15% 8%

3%

3%

7%

7%

18%

16%

18% 15%

23%

23%

means of transport

14%

17% 6%

3%

domestic investment appliances and products audio/video devices, computers

26%

30% 28%

31% 31% 8%

11%

23%

20%

15% 5%

10

5%

20

21%

30

24%

35%

40

ceramics and glass

clothing, fabrics, footwear

lighting

5%

41%

45%

50

44%

52%

60

sports goods

Diagram 56

Company’s strategy of using design in works on the projects executed during the last 3 years, depending on the company’s size. N=300 40 30 20 10 0

11% 23% 40% 18% 4%

10-49 employees

4%

13% 16% 39% 19% 5%

50-249 employees

9%

8%

33% 37% 18%

250 and more employees

4%

046

Diagram 57

Company’s strategy of using design in works on the projects executed during the last 3 years, in the group of design leaders and in the remaining companies. N=300 40 35 30 25 20 15 10 5 0

31%

33%

36%

8%

design leaders

20%

40%

22%

4%

8%

remaining companies

Diagram 58

Evaluation of the role of industrial design in the sector represented by the company. N=299 0

10 17% 59% 14% 4% 7%

20

30

40

50

60

047

Diagram 59

57% 48%

49%

55%

0

domestic appliances and audio/video devices, computers

investment products

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

11% 8%

7%

15% 7%

3% 3%

10%

8%

2% 5%

7%

15% 3%

3%

3%

10%

18% 5%

10%

11%

8%

20 10

21%

30

19%

31%

32%

40

35%

50

15%

60

59%

60%

70

5%

80

70%

76%

Evaluation of the role of industrial design in the sector represented by the company, depending on the sector. N=299

sports goods

key important restricted Diagram 60

Evaluation of the role of industrial design in the sector represented by the company in the group of design leaders and in the remaining companies. N=299 60 50 40 30 20 10 0

44%

49%

7% design leaders

key important restricted

13%

60%

15%

4%

remaining companies

8%

048

Diagram 61

Evaluation of the role of industrial design in the sector in recent years. N=299 0

5

10

15

20

25

30

35

29% 36% remained on a similar 27% level 1% 1% 6%

Diagram 62

0

domestic appliances and audio/video devices, computers

investment products

means of transport

furniture and interior furnishings

30%

30%

37% 33%

39% 26% 28%

ceramics and glass

remained on a similar level moderately declined

3%

8%

11%

19%

20% 3%

2% 5% 2%

3%

10

40% 38%

41% 21% 15%

21% 8%

20

23%

29%

30%

35%

34% 37%

20%

30

26%

40

50%

50

38%

Evaluation of the role of industrial design in the sector in recent years depending on the sector. N=299

clothing, fabrics, footwear

lighting

sports goods

049

Diagram 63

Evaluation of the role of industrial design in the sector in recent years in the group of design leaders and in the remaining companies. N=299 60 50 40 30 20 10 0

53%

38%

7%

2%

24%

35%

design leaders

31%

1%

2%

7%

remaining companies

remained on a similar level moderately declined

Diagram 64

Evaluation of the role of industrial design in the sector in the next few years. N=299 0 23% 45% remain on a similar level

23% 1%

7%

10

20

30

40

50

050

Diagram 65

0

investment products

furniture and interior furnishings

clothing, fabrics, footwear

19%

lighting

3%

8%

7%

3%

ceramics and glass

27%

22%

8% means of transport

3%

2% 2%

domestic appliances and audio/video devices, computers

19%

23%

33% 35% 28%

36% 33%

43%

46% 16%

15%

18% 8%

15%

16% 3%

10

18%

30 20

34%

41% 32%

40

27%

50

50%

60

52%

60%

Evaluation of the role of industrial design in the sector in the next few years depending on the sector. N=299

sports goods

remained on a similar level moderately declined

Diagram 66

Evaluation of the role of industrial design in the sector in the next few years in the group of design leaders and in the remaining companies. N=299 60 50 40 30 20 10 0

58%

33%

9% design leaders

17%

47%

26%

1%

remaining companies

9%

051

Diagram 67

Evaluation of the profitability of investment in design made by companies of the sector. N=299 0

10

20

30

40

50

60

33% 53% 4% 2% 7%

Diagram 68

Evaluation of the profitability of investment in design made by companies of the sector depending on the sector. N=299

0

domestic appliances and audio/video devices, computers

investment products

furniture and interior furnishings

ceramics and glass

lighting

3%

7%

5% 5% clothing, fabrics, footwear

11% 19%

30% 38%

44% 46% 5%

5%

5%

22%

means of transport

5%

9%

3%

5%

5%

5%

10

5%

20

9%

15%

30

28%

40

40%

40%

50

43% 48%

50%

60

50%

65%

63%

70

70%

80

sports goods

052

Diagram 69

Evaluation of the profitability of investment in design made by companies of the sector in the group of design leaders and in the remaining companies. N=299 60 50 40 30 20 10 0

58%

40%

2%

29%

5%

55%

design leaders

3%

8%

remaining companies

Diagram 70

Influence of design on selected elements of the company’s activity in the period of 12 months. Percentage of the answer “to a great extent”. N=301 0

10

20

30

40

19%

50

40%

15%

36%

60%

32%

32%

43%

24%

49%

49% 34%

20% 25% 27%

24%

total

51%

31%

22%

general development of the company

47%

27%

23%

13%

60%

40%

29% 28%

14%

60

design leaders

39% 46%

remaining companies

053

Diagram 71

Influence of design on the company’s export within the last 12 months. N=301 0

5

to a small extent

19%

to no extent

32%

to a great extent

17%

to some extent

32%

10

15

20

25

30

35

Diagram 72

48%

Influence of design on the company’s export within the last 12 months depending on the sector. N=301

0

means of transport

furniture and interior furnishings

37% 30%

ceramics and glass

to a great extent to some extent

lighting

19% 14%

19%

22%

clothing, fabrics, footwear

15%

15%

13%

19% 13%

18%

20%

23%

22% 11%

investment products

to a small extent to no extent

36%

35%

domestic appliances and audio/video devices, computers

19%

30% 23%

20% 11%

10

11%

20

27%

34%

30

33%

40

36%

39%

44%

44%

50

sports goods

054

Diagram 73

Influence of design on the company’s export within the last 12 months. Distribution of answers depending on the company’s size. N=301 40 35 30 25 20 15 10 5 0

17%

28%

22%

33%

16%

34%

10-49 employees

14%

36%

31%

50-249 employees

to a small extent to no extent

37%

15%

17%

250 and more employees

to a great extent to some extent

Diagram 74

Influence of design on the company’s export within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301 40 35 30 25 20 15 10 5 0

40%

31%

13%

16%

design leaders

to a small extent to no extent

15%

32%

18%

remaining companies

to a great extent to some extent

34%

055

Diagram 75

Influence of design on the company’s image within the last 12 months. N=301 0

to a small extent

10

20

30

40

50

60

36%

to no extent to a great extent to some extent

54%

8%

2%

Diagram 76

Influence of design on the company’s image within the last 12 months. Distribution of answer depending on the sector. N=301

41%

41%

50%

48%

36%

22%

18%

0 domestic appliances and audio/video devices, computers

investment products

to a small extent to no extent

means of transport

furniture and interior furnishings

ceramics and glass

to a great extent to some extent

clothing, fabrics, footwear

lighting

sports goods

5%

11% 5%

3%

5%

6%

3%

3%

10

10%

20

17%

19%

30

3%

32%

40

38%

50

43%

50%

60

52%

58%

70

51%

66%

67%

80

056

Diagram 77

Influence of design on the company’s image within the last 12 months. Distribution of answers depending on the company’s size. N=301 60 50 40 30 20 10 0

37%

53%

7%

4%

10-49 employees

34%

55%

9%

2%

39%

50-249 employees

to a small extent to no extent

50%

2%

10%

250 and more employees

to a great extent to some extent

Diagram 78

Influence of design on the company’s image within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301 60 50 40 30 20 10 60%

36%

4%

31%

57%

9%

0 design leaders

to a small extent to no extent

remaining companies

to a great extent to some extent

3%

057

Diagram 79

Influence of design on the consumers’ satisfaction within the last 12 months. N=301 0

10

to a small extent

42%

to no extent

53%

to a great extent

4%

to some extent

1%

20

30

40

50

60

Diagram 80

Influence of design on the consumers’ satisfaction within the last 12 months. Distribution of answers depending on the sector. N=301

35%

30%

30

65%

51% 44%

40%

28%

34%

40

38%

50

46%

50%

58%

61%

60

55%

61%

70

67%

80

0

domestic appliances and audio/video devices, computers

investment products

to a small extent to no extent

means of transport

furniture and interior furnishings

to a great extent to some extent

ceramics and glass

clothing, fabrics, footwear

4%

3% 3%

3%

5%

6%

6%

3%

3%

10

8%

20

lighting

sports goods

058

Diagram 81

Influence of design on the consumers’ satisfaction within the last 12 months. Distribution of answers depending on the company’s size. N=301 70 60 50 40 30 20 10 0

51%

44%

4%

1%

10-49 employees

to a small extent to no extent

40%

56%

3%

2%

31%

50-249 employees

62%

6%

2%

250 and more employees

to a great extent to some extent

Diagram 82

Influence of design on the consumers’ satisfaction within the last 12 months. Distriubution of answers in the group of design leaders and in the remaining companies. N=301 60 50 40 30 20 10 0

60%

40%

40%

design leaders

to a small extent to no extent

55%

4%

remaining companies

to a great extent to some extent

1%

059

Diagram 83

Influence of design on the increase in profits within the last 12 months. N=301 0

10

to a small extent

32%

to no extent

54%

to a great extent

13%

to some extent

20

30

40

50

60

1%

Diagram 84

Influence of design on the increase in profits within the last 12 months. Distribution of answers depending on the sector. N=301

70%

80

56%

51%

37%

35%

39%

48%

33%

39%

47% 34%

50 40

50%

60

55%

58%

70

investment products

to a small extent to no extent

means of transport

furniture and interior furnishings

to a great extent to some extent

ceramics and glass

clothing, fabrics, footwear

8%

22% 3%

8%

10%

14%

19%

14%

8% domestic appliances and audio/video devices, computers

7%

0

3%

10

16%

20

18%

30

lighting

sports goods

060

Diagram 85

Influence of design on the increase in profits within the last 12 months. Distribution of answers depending on the company’s size. N=301 60 50 40 30 20 10 0

2%

32% 55% 11%

31% 55% 13%

10-49 employees

1%

31%

50-249 employees

to a small extent to no extent

52% 14%

2%

2%

250 and more employees

to a great extent to some extent

Diagram 86

Influence of design on the increase in profits within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301 60 50 40 30 20 10 0

49%

42%

7%

2%

design leaders

to a small extent to no extent

29%

56%

14%

remaining companies

to a great extent to some extent

1%

061

Diagram 87

Influence of design on the development of new markets within the last 12 months. N=301 0

5

to a small extent

28%

to no extent

47%

to a great extent

19%

to some extent

10

15

20

25

30

35

40

45

50

6%

Diagram 88

60

domestic appliances and audio/video devices, computers

46%

45%

investment products

to a small extent to no extent

31%

means of transport

furniture and interior furnishings

to a great extent to some extent

ceramics and glass

clothing, fabrics, footwear

3%

3%

8%

10%

15%

24%

26%

26%

30%

36%

14%

5 0

22%

20%

9%

10

3%

15

11%

20

13%

25

18%

30

21%

35

34%

35%

40

25%

45

39%

43%

50

51%

55

22%

58%

65

60%

Influence of design on the development of new markets within the last 12 months. Distribution of answers depending on the sector. N=301

lighting

sports goods

062

Diagram 89

Influence of design on the development of new markets within the last 12 months. Distribution of answers depending on the company’s size. N=301 50 40 30 20 10 0

25%

46%

20%

9%

29%

10-49 employees

49%

17%

5%

31%

50-249 employees

to a small extent to no extent

44%

21%

4%

250 and more employees

to a great extent to some extent

Diagram 90

Influence of design on the development of new markets within the last 12 months. Distribution of answers in the group of design leaders and in the remaining coampnies. N=301 50 40 30 20 10 47% 0

42%

9%

2%

design leaders

to a small extent to no extent

24%

48%

21%

remaining companies

to a great extent to some extent

7%

063

Diagram 91

Influence of design on the increase in market share within the last 12 months. N=301 0

10

to a great extent

27%

to some extent

53%

to a small extent

15%

20

30

40

50

60

5%

to no extent

Diagram 92

0

domestic appliances and audio/video devices, computers

investment products

to a great extent

means of transport

56%

to some extent

ceramics and glass

to a small extent

lighting

to no extent

11%

15%

13%

10%

clothing, fabrics, footwear

24%

30%

41%

36%

furniture and interior furnishings

8%

7%

18%

19% 6%

5%

17%

21% 5%

10

16%

20

16%

30

26%

31%

40

36%

44%

50

39%

60

67%

58%

63%

70

65%

Influence of design on the increase in market share within the last 12 months. Distribution of answers depending on the sector. N=301

sports goods

064

Diagram 93

Influence of design on the increase in market share within the last 12 months. Distribution of answers depending on the company’s size. N=301 60 50 40 30 20 10 0

24%

57%

15%

5%

30%

10-49 employees

50%

15%

5%

28%

50-249 employees

to a great extent

to some extent

55%

14%

4%

250 and more employees

to a small extent

to no extent

Diagram 94

Influence of design on the increase in market share within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301 60 50 40 30 20 10 0

49 %

44%

2%

5% design leaders

to a great extent

to some extent

23%

55%

16%

5%

remaining companies

to a small extent

to no extent

065

Diagram 95

Influence of design on the company’s competitiveness within the last 12 months. N=301 0

10

to a great extent

34%

to some extent

52%

to a small extent

12%

to no extent

20

30

40

50

60

2%

Diagram 96

domestic investment appliances and products audio/video devices, computers

to a great extent

means of transport

furniture and interior furnishings

to some extent

54%

56% 15%

clothing, fabrics, footwear

to a small extent

lighting

to no extent

11%

35%

30%

ceramics and glass

8%

10%

8%

6%

5 0

11% 3%

10

11%

20

16%

18%

25 15

41%

28%

29%

30

35%

40

41%

45

39%

45%

50

46%

55

35

58%

60

35%

65

56%

61%

Influence of design on the company’s competitiveness within the last 12 months. Distribution of answers depending on the sector. N=301

sports goods

066

Diagram 97

Influence of design on the company’s competitiveness within the last 12 months. Distribution of answers depending on the company’s size. N=301 65 60 55 50 45 40 35 30 25 20 15 10 5 0

33%

52%

15%

40%

10-49 employees

46%

12%

2%

23%

50-249 employees

to a great extent

to some extent

64%

8%

6%

250 and more employees

to a small extent

to no extent

Diagram 98

Influence of design on the company’s competitiveness within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301 55 50 45 40 35 30 25 20 15 10 5

51%

38%

9%

2%

31%

54%

13%

2%

0 design leaders

to a great extent

to some extent

remaining companies

to a small extent

to no extent

067

Diagram 99

Influence of design on the increase in employment within the last 12 months. N=301 0

5

to a great extent

14%

to some extent

36%

to a small extent

31%

to no extent

19%

10

15

20

25

30

35

40

Diagram 100

Influence of design on the increase in employment within the last 12 months. Distribution of answers depending on the sector. N=301 65 62%

60

19%

24% 4%

5 0

14%

19%

28%

15%

21%

20%

23%

28%

34%

28% 13%

11%

10

18%

18%

15%

13%

15

13%

20

20%

25

25%

30

14%

35

34%

36%

32%

40

28%

45

40%

42%

50

43%

48%

55

domestic appliances and audio/video devices, computers

investment products

to a great extent

means of transport

furniture and interior furnishings

to some extent

ceramics and glass

clothing, fabrics, footwear

to a small extent

lighting

sports goods

to no extent

068

Diagram 101

Influence of design on the increase in employment within the last 12 months. Distribution of answers depending on the company’s size. N=301 40 35 30 25 20 15 10 5 0

13%

37%

30%

21%

16%

37%

10-49 employees

29%

18%

12%

50-249 employees

to a small extent to no extent

31%

37%

20%

250 and more employees

to a great extent to some extent

Diagram 102

Influence of design on the increase in employment within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301 40 35 30 25 20 15 10 5 0

20%

24%

40%

16%

design leaders

to a small extent to no extent

13%

38%

29%

remaining companies

to a great extent to some extent

20%

069

Diagram 103

Influence of design on the increase in turnover within the last 12 months. N=301 0

10

to a small extent

25%

to no extent

57%

to a great extent

14%

to some extent

19%

20

30

40

50

60

Diagram 104

Influence of design on the increase in turnover within the last 12 months. Distribution of answers depending on the sector. N=301

65%

51%

50%

60

59%

60%

70

67%

68%

80

43%

50

0

domestic appliances and audio/video devices, computers

investment products

to a small extent to no extent

means of transport

furniture and interior furnishings

to a great extent to some extent

clothing, fabrics, footwear

24% 11% 4%

3%

ceramics and glass

7%

22%

18%

5%

10%

16%

23%

28%

30% 11%

20%

26% 18%

5%

10

14%

20

22%

30

23%

40

lighting

sports goods

070

Diagram 105

Influence of design on the increase in turnover within the last 12 months. Distribution of answers depending on the company’s size. N=301 80 70 60 50 40 30 20 10 0

30%

50%

16%

4%

24%

10-49 employees

60%

14%

3%

17%

50-249 employees

to a small extent to no extent

67%

14%

2%

250 and more employees

to a great extent to some extent

Diagram 106

Influence of design on the increase in turnover within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301 60 50 40 30 20 10 0

39%

48%

9%

5%

design leaders

to a small extent to no extent

22%

59%

15%

remaining companies

to a great extent to some extent

3%

071

Diagram 107

Influence of design on the general development of the company within the last 12 months. N=301 0

10

to a small extent

27%

to no extent

61%

to a great extent

11%

to some extent

20

30

40

50

60

70

1%

Diagram 108

Influence of design on the general development of the company within the last 12 months. Distribution of answers depending on the sector. N=301

59%

54%

58%

58%

60

59%

70

62%

68%

73%

80

0

domestic appliances and audio/video devices, computers

investment products

to a small extent to no extent

means of transport

to a great extent to some extent

clothing, fabrics, footwear

11%

4%

5%

11%

ceramics and glass

5%

3%

furniture and interior furnishings

16%

26%

28%

12% 3%

10

15%

24%

26% 16%

20

13%

30

29%

40

30%

35%

50

lighting

sports goods

072

Diagram 109

Influence of design on the general development of the company within the last 12 months. Distribution of answers depending on the company’s size. N=301 80 70 60 50 40 30 20 10 0

29%

60%

11%

26%

10-49 employees

62%

10%

2%

23%

50-249 employees

to a small extent to no extent

61%

12%

4%

250 and more employees

to a great extent to some extent

Diagram 110

Influence of design on the general development of the company within the last 12 months. Distribution of answers in the group of design leaders and in the remaining companies. N=301 80 70 60 50 40 30 20 10 0

46%

46%

8%

24%

design leaders

to a small extent to no extent

64%

11%

remaining companies

to a great extent to some extent

1%

073

Diagram 111

The most important factors exerting the greatest influence on the sale of the company’s products. N=299 0

10

attractive market price

75%

good quality

89%

good design

43%

good distribution

26%

poor competition

3%

good advertising

15%

brand loyalty

26%

something else

20

30

40

50

60

70

80

90

100

2%

Diagram 112

0

attractive market price good quality good design good distribution

means of transport

95% 76%

65%

74%

74%

85%

92%

89% 77%

investment products

ceramics and glass

poor competition good advertising brand loyalty something else

clothing, fabrics, footwear

lighting

32%

sports goods

5%

16%

32%

41% 3%

22%

15%

4%

5% 10% 13%

31% 3%

3%

13%

25%

28% 8%

furniture and interior furnishings

33%

41%

54%

55% 21%

5% 9%

23% 3%

21% 18% 18%

15% 20%

38%

domestic appliances and audio/video devices, computers

3%

10

3%

20

11%

30

28%

21% 29%

40

42%

50

50%

60

57%

66%

70%

80 70

88% 91%

84%

90

93%

100

93%

The most important factors exerting the greatest influence on the sale of the company’s products. Distribution of answers depending on the sector. N=299

074

Diagram 113

Good design as one of the three most important factors influencing the sale of the company’s products depending on the sector. N=299 60 50 40 30 20 10 0

42% domestic appliances and audio/video devices,computers

28%

21%

57%

55%

54%

investment products

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

41%

41%

lighting

sports goods

Diagram 114

0

attractive market price good quality good design good distribution

86% 50-249 employees

poor competition good advertising brand loyalty something else

29%

250 and more employees

4%

10%

29% 4%

16%

26%

24%

10-49 employees

3%

10

3%

20

3%

30

17%

40

25%

50

26%

40%

60

50%

70

35%

69%

77%

80

75%

90

87%

100

93%

The most important factors exerting the greatest influence on the sale of the company’s products. Distribution of answers depending on the company’s size. N=299

075

Diagram 115

16%

38%

design leaders

1%

2%

0

28%

88%

4%

7%

20

9%

40

16%

29%

60

53%

80

26%

71%

100

78%

96%

The most important factors exerting the greatest influence on the sale of the company’s products. Distribution of answers in the group of design leaders and in the remaining companies. N=299

remaining companies

attractive market price good quality good design good distribution

poor competition good advertising brand loyalty something else

Diagram 116

Role of design in determining the economic success of the company in comparison to other factors (percentage of the answer “key”). N=301 0

10

20

30

40

50

60

70

38% 44% 37% 15% 9% 16% 21% 18% 22% 20% 29% 18% 38% 40% 38% 27% 27% 27% 46% 62% 43%

total

design leaders

remaining companies

076

Diagram 117

Evaluation of an average growth of value/price of the product while using a good pattern meeting the needs of the market. N=298 0

5

up to 10%

25%

11-15 %

15%

16-20%

15%

21-25%

7%

26-30%

4%

31-40%

6%

more than 40%

10

15

20

25

10% 17%

Diagram 118

42%

0

domestic appliances and audio/video devices, computers

do 10% 11-15% 16-20%

21-25% 26-30% 31-40%

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

27%

22%

16% 8% 5% 11% 5%

5%

19% 11% 4% 4%

15% 15% 13% 10% 8% 5% 20% 15% 11% 18% 21% 11% 16% 8% 16% 19% 26% 19%

9% 5% 5%

3%

means of transport

11%

21%

investment products

12% 12% 9% 9%

15% 13%

8% 5% 5%

13%

18% 3%

10

11%

20

13% 13%

30

26%

35%

40

14% 18% 23%

50

43%

Evaluation of an average growth of value/price of the product while using a good pattern meeting the needs of the market depending on the sector. N=298

sports goods

077

Diagram 119

Evaluation of an average growth of value/price of the product while using a good pattern meeting the needs of the market in the group of design leaders and in the remaining companies. N=298 30 25 20 15 10 5 0

20% 18% 7%

7%

9%

11% 22% 7%

26% 14% 17% 7%

design leaders

do 10% 11-15% 16-20%

4%

6%

8%

19%

remaining companies

21-25% 26-30% 31-40%

Diagram 120

Ways of obtaining new patterns used by companies within the last 3 years. N=297 0 order with a professional designer licence purchase working out its own pattern on the basis of monitoring the competition/national market. working out its own pattern on the basis of monitoring the competition/foreign market working out its own pattern on the basis of what is presented at fairs/on exhibitions working out its own pattern on the basis of the press information and trade publications pattern handed over by the foreign partner other sources of patterns

18% 9% 58% 50% 41% 31% 24% 5%

10

20

30

40

50

60

078

Diagram 121

domestic appliances and audio/video devices, computers

furniture and interior furnishings

ceramics and glass

65% 54% 11% 8%

24%

38% 16% 16%

31% 15%

clothing, fabrics, footwear

8% 4%

5%

5%

10% 3%

15%

26%

41%

58% 50% 42%

59% 64% 59%

56% 49% 41% 36% 44%

28%

33% 30% 14%

5%

6%

means of transport

7%

43% 37% 31% 29% 23%

25% 25%

investment products

54% 54% 51%

63% 48% 43%

0

11% 17%

10

5%

20

16% 11%

30

10%

40

28%

42%

50

11%

60

21% 26%

70

63%

Ways of obtaining new patterns used by companies within the last 3 years depending on the sector. N=297

lighting

sports goods

order with a professional designer licence purchase working out its own pattern on the basis of monitoring the competition/domestic market working out its own pattern on the basis of monitoring the competition/foreign market working out its own pattern on the basis of what is presented at fairs/exhibitions working out its own pattern on the basis of the press information and trade publications pattern handed over by the foreign partner other sources of patterns

Diagram 122

10-49 employees

4%

37%

33%

45%

63%

73%

50-249 employees

6%

26% 2%

24%

32%

43%

41%

54% 10%

15%

17%

9%

28%

52%

39%

10%

17%

80 70 60 50 40 30 20 10 0

55%

Ways of obtaining new patterns used by companies within the last 3 years depending on the company’s size. N=297

250 and more employees

order with a professional designer licence purchase working out its own pattern on the basis of monitoring the competition/domestic market working out its own pattern on the basis of monitoring the competition/foreign market working out its own pattern on the basis of what is presented at fairs/exhibitions working out its own pattern on the basis of the press information and trade publications pattern handed over by the foreign partner other sources of patterns

079

Diagram 123

Ways of obtaining new patterns used by companies within the last 3 years in the group of design leaders and in the remaining companies. N=297 60 50 40 30 20 10 0

18%

58% 58% 53% 51% 42% 11%

18% 11% 58% 48% 39% 27% 20% 4%

design leaders

remaining companies

order with a professional designer licence purchase working out its own pattern on the basis of monitoring the competition/domestic market working out its own pattern on the basis of monitoring the competition/foreign market working out its own pattern on the basis of what is presented at fairs/exhibitions working out its own pattern on the basis of the press information and trade publications pattern handed over by the foreign partner other sources of patterns

Diagram 124

Reasons for not using the services of designers1). N=88 0

10

20

30

40

50

42% 13% 35% 14% 7% 16% 8% 31%

)  The question was asked in the companies that neither employ its own designer nor use the services of external designers. The surveyed companies provided two main reasons for not using the services of a designer.

080

Diagram 125

Ways of cooperating with external designers. N=101 0

10

cooperation with an independent, professional designer

65%

cooperation with a design studio

29%

cooperation with design students

12%

other forms of cooperation

20

30

40

50

60

70

80

4%

Diagram 126

Ways of the company’s cooperation with external designers. N=102 0

direct order

20

87%

open contest (young designers, students)

6%

closed contest (professional designers)

6%

some other form

1%

40

60

80

100

081

Diagram 127

Company expectations towards an external designer. N=102 0

10

delivery of a new product project only (only external form)

41%

cooperation at each stage of works on a new product

56%

20

30

40

50

60

3%

Diagram 128

General evaluation of the knowledge of external designers working for the company concerning methods of working out a product with high market potential. N=102 0 great 26%

relatively great 64%

rather small 4%

difficult to say 6%

10

20

30

40

50

60

70

80

082

Diagram 129

Defining duties/responsibilities of each party: of the external designer and of the enterprise. N=102 0

10

yes, always

47%

yes, usually

41%

sometimes yes, sometimes no

10%

on the whole, no

1%

difficult to say

1%

20

30

40

50

Diagram 130

The party defining the scope of duties and responsibilities of the external designer. N=99 0

10

the company

38%

the designer

8%

both parties

53%

difficult to say

1%

20

30

40

50

60

083

Diagram 131

Disagreements at different stages of works on the new project between the external designer and the people in the company responsible for introduction of new products into the market. N=102 0

5

yes

38%

no

8%

10

15

20

25

30

35

40

45

50

55

52%

Diagram 132

Main reasons for disagreements between the external designer and the people in the company responsible for introduction of new products into the market. N=27 0 mistakes in communication

5 4% 11%

main idea of the project, different concepts of design, general effect wrong interpretation of assumptions, lack of precise terms lack of knowledge of the company's technology, vision not always compliant

30% 4% 22% 22%

deadline, failure to meet a deadline

7% 11%

mistakes in construction, negligent project execution

7%

others

7%

10

15

20

25

30

35

084

Diagram 133

Sources of information on designers working in a given sector. N=102 0

10

trade press

41% 41%

the Internet

46% 46%

professional publishing

28% 28%

publishing of Institute of Industrial Design

20

30

40

50

8%8%

friends

28% 28%

competition

17% 17%

other sources

15% 15%

we do not look for such information

10% 10%

Diagram 134

Main reasons for the introduction of new projects/design products into the market by the company. N=299 0

5

shaping the company's image as innovative and modern

43%

shaping the company's image as client-friendly

36%

willingness to obtain a higher price for a new product

27%

willingness to obtain a new group of clients

61%

distinguishing itself in comparison to the competition

32%

gaining the competitive advantage over other companies

34%

company development

35%

10

15

20

25

30

35

40

45

50

55

60

65

085

Diagram 135

Main reasons for the introduction of new projects/design products into the market by the company depending on the sector. N=299

68% 30% 19%

26%

33%

43%

48% 41% 37% 41%

37% 32% 34%

37% 40%

32%

30% 35% 35%

35% 33% 25%

51%

59%

61% 50% 36% 34% 41%

34% 34% 30%

26%

34% 23%

5%

10 0

35%

69%

20

49% 43%

40% 20%

28% 33%

30

32% 34% 29%

40

34% 32%

50

26%

48%

60%

58%

53%

53%

70 60

73%

80

domestic appliances and audio/video devices, computers

investment products

means of transport

shaping the company's image as innovative and modern willingness to obtain a new group of clients company development

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

shaping the company's image as client-friendly distinguishing itself in comparison to the competition

lighting

sports goods

willingness to obtain a higher price for a new product gaining the competitive advantage over other companies

Diagram 136

Main reasons for the introduction of new projects/design products into the market by the company depending on the company’s size. N=299 70 60 50 40 30 20 10 0

42% 41% 23% 64% 37% 34% 28%

10-49 employees shaping the company's image as innovative and modern willingness to obtain a new group of clients company development

41% 35% 31% 61% 30% 31% 37%

50-249 employees shaping the company's image as client-friendly distinguishing itself in comparison to the competition

47% 29% 29% 55% 28% 43% 45%

250 and more employees willingness to obtain a higher price for a new product gaining the competitive advantage over other companies

086

Diagram 137

Main reasons for the introduction of new projects/design products into the market by the company in the group of design leaders and in the remaining companies. N=299 80 70 60 50 40 30 20 10 0

� 46% �

32% �

27% �

52% �

32% � 43% �

32%

� 42% �

37% �

design leaders

28% �

63% �

32% � 33% �

35%

remaining companies

shaping the company's image as innovative and modern shaping the company's image as client-friendly willingness to obtain a higher price for a new product willingness to obtain a new group of clients distinguishing itself in comparison to the competition gaining the competitive advantage over other companies company development

Diagram 138

Main barriers in obtaining new project solutions. N=299 0

5 38% 7% 7% 6% 6% 5% 3% 3% 3% 2% 1% 1% 1% 1% 1% 1% 1% 0% 3% 9% 27%

10

15

20

25

30

35

40

087

Diagram 139

Main barriers to the implementation of new project solutions and their introduction into the market. N=299 0

5

10

15

20

25

30

35

30% 11% 10% 4% 4% 4% 4% 4% 2% 1% 1% 1% 1% 1% 0% 0% 0% 3% 6% 33%

Diagram 140

Presence of a separate organisational section in the company responsible for new products development. N=300 0

10

yes

39%

no

61%

20

30

40

50

60

70

80

088

Diagram 141

Presence of a separate organisational section in the company responsible for new products development depending on the sector. N=300 90 80 70 60 50 40 30 20 10 0

40% 60%

48% 52%

44% 56%

36% 64%

56% 44%

26% 74%

19% 81%

38% 62%

domestic appliances and audio/video devices, computers

investment products

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

sports goods

yes

no

Diagram 142

Presence of a separate organisational section in the company responsible for new products development depending on the company’s size. N=300 80 70 60 50 40 30 20 10

22%

78%

43%

57%

65%

35%

0 10-49 employees

yes

no

50-249 employees

250 and more employees

089

Diagram 143

Presence of a separate organisational section in the company responsible for new products development in the group of design leaders and in the remaining companies. N=300 70 60 50 40 30 20 10 43%

0

57%

38%

design leaders

yes

62% remaining companies

no

Diagram 144

Type of organisational section in the company responsible for new products development. N=117 0

10

new product section

31%

marketing section

41%

strategy section

7%

construction department, engineering-technical section

4%

creation section

1%

project section, project preparing section, designer

4%

development section, offer development section

6%

others

6%

20

30

40

50

090

Diagram 145

Number of people employed in an organisational section responsible for new products development. N=116 0

5

1 person

13%

2 persons

22%

3-4 persons

25%

5-10 persons

25%

>10 persons

15%

10

15

20

25

Diagram 146

Developed implementation procedures for new products in the company. N=296 0

10

yes

58%

no

42%

20

30

40

50

60

091

Diagram 147

Developed implementation procedures for new products in the company depending on the sector. N=296 70 60 50 40 30 20 10 0

58% 42%

58% 42%

57% 43%

60% 40%

65% 35%

58% 42%

58% 42%

50% 50%

domestic appliances and audio/video devices, computers

investment products

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

sports goods

yes

no

Diagram 148

Developed implementation procedures for new products in the company depending on the company’s size. N=296 80 70 60 50 40 30 20 10 49%

0

51%

10-49 employees

yes

no

58% 50-249 employees

42%

77%

23%

250 and more employees

092

Diagram 149

Developed implementation procedures for new products in the company in the group of design leaders and in the remaining companies. N=296 90 80 70 60 50 40 30 20 10

84%

0

16%

53%

design leaders

yes

47%

remaining companies

no

Diagram 150

Stages in standard works on a new project that are identified and documented in writing. N=172 0

20

working out project assumptions

85%

working out new product concept projects

83%

shaping

80%

prototyping

85%

new product implementation

92%

other

5%

40

60

80

100

093

Diagram 151

Defined criteria for project evaluation as part of establishing project objectives. N=292 0

10

20

30

40

50

60

70

80

71%

16%

13%

Diagram 152

Defined criteria for project evaluation as part of establishing project objectives depending on the sector. N=292

71 %

57%

61%

70

68%

80

72%

79%

90

76%

89%

100

60 50

0

domestic appliances and audio/video devices, computers

yes

investment products

no

means of transport

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

lighting

sports goods

17%

11% 4%

8%

16% 8%

13%

15%

21%

21% 12%

10

9%

15%

13%

20

18%

30

26%

40

094

Diagram 153

Defined criteria for project evaluation as part of establishing project objectives depending on the company’s size. N=292 90 80 70 60 50 40 30 20 10 0

62%

24%

14%

74%

10-49 employees

yes

14%

12%

50-249 employees

80%

6%

14%

250 and more employees

no

Diagram 154

Defined criteria for project evaluation as part of establishing project objectives in the group of design leaders and in the remaining companies. N=292 80 70 60 50 40 30 20 10

77%

0

18% design leaders

yes

no

5%

69%

16% remaining companies

15%

095

Diagram 155

Person responsible for the final selection of a new project/product in the company. N=299 0

10

president / director / owner of the company

64%

board members

12%

marketing section mutual decision of representatives of different company sections someone else

20

30

40

50

60

70

5% 18% 1%

Diagram 156

Person responsible for the final selection of a new project/product in the company depending on the company’s size. N=299 80 70 60 50 40 30 20 10 0

76%

7%

5%

10-49 employees

11%

60% 17%

5%

17%

1%

50-249 employees

president/director/owner of the company board members marketing section mutual decision of representatives of different company sections someone else

44% 12%

4%

37%

250 and more employees

4%

096

Diagram 157

Measures taken by the company in order to minimize the risk while working on a new project2). N=301 0

5

10

15

20

25

30

35

40

45

50

29% 14% 27% 47% 21% 22% 25% 27% 5% 12% 11% 36% 1% 2%

Diagram 158

Stages in works on a new project that constitute the basis for the survey of consumer preferences conducted by the company3). N=298 0

5

before working out new project assumptions

38%

while selecting the concept project to be implemented

19%

while evaluating the project model

14%

while evaluating the product prototype

10%

while shaping the implemented product

9%

while prototyping the implemented product

9%

after the new product implementation

9%

different answer

2%

we do not conduct surveys of consumer preferences

10

15

20

25

30

35

40

21%

)  Percentages do not total 100% because the respondents indicated three most important measures taken by the company in order to minimize the risk. )  Percentages do not total 100% because the respondents could give several answers.

097

Diagram 159

Sources of information used by the company in order to obtain information on the consumers, their needs and preferences. N=299 0

10

tradespeople

43%

distributors/wholesalers

33%

market research

68%

from fairs/exhibitions

42%

consumer surveys

13%

information in the media

10%

consultations with company employees/internal survey

16%

friends, family own experiences, knowledge other sources

20

30

40

50

60

70

80

3% 40% 5%

Diagram 160

Ways of conducting consumer surveys by the company. N=298 0

10

4%

73%

5%

19%

20

30

40

50

60

70

80

098

Diagram 161

Ways of conducting consumer surveys by the company depending on the sector. N=298

60

82%

68%

61%

61%

70

73%

80

74%

80%

90

85%

100

50

0

domestic appliances and audio/video devices, computers

investment products

furniture and interior furnishings

clothing, fabrics, footwear

11%

4%

8%

15%

22%

26% ceramics and glass

5%

8%

3%

5%

23% 2%

21% means of transport

2%

8%

10

8%

20

6%

30

8% 13%

24%

40

lighting

sports goods

Diagram 162

Ways of conducting consumer surveys by the company depending on the company’s size. N=298 100 90 80 70 60 50 40 30 20 10

4%

70%

5%

22%

3%

71%

6%

20%

6%

84%

2%

0 10-49 employees

50-249 employees

250 and more employees

8%

099

Diagram 163

Ways of conducting consumer surveys by the company in the group of design leaders and in the remaining companies. N=298 100 90 80 70 60 50 40 30 20 10 0

2%

87%

11%

4%

6%

70%

design leaders

20%

remaining companies

Diagram 164

Evaluation of the credibility and usefulness of marketing research. N=290 0 usually provide clear data

31%

usually their interpretetion is difficult

24%

I don't know, difficult to say

45%

5

10

15

20

25

30

35

40

45

50

100

Diagram 165

Problems that emerge during the process of new product development4). N=298 0

5

10

15

20

25

30

11% 13%

designer's incomprehension of product specification necessity to make corrections

39% 4% 16%

incomplete description of all project elements

25%

exceeded time in schedule 8%

lack of information enabling rational project selection

16%

designer's failure to take into consideration capabilities and limits of chosen technology 6%

lack of defined, clear criteria for project evaluation

6%

problems in proper interpretation of the results of consumer surveys lack of project coordinator on behalf of the company

3% 6%

designer's failure to deliver required documentation

7%

opposition of implementation section due to additional work related to new project implementation

6%

lack of clearly defined project objective ”no problems” ”I don't know, difficult to say” others

40

14%

lack of desinger's conformity to construction requirements lack of understanding between the designer and the constructor

designer's unwillingness to mark the suggested corrections

35

25%

insufficient precision of assumptions at the begining of project

3% 1% 6%

Diagram 166

Cases when the already started works on a new product failed to succeed during the last 3 years. N=299 0

10

yes

31%

no

67%

I don't know

20

30

40

2%

)  Percentages do not total 100% because the respondents could give several answers.

50

60

70

80

101

Diagram 167

Cases when the already started works on a new product failed to succeed during the last 3 years, depending on the sector. N=299

domestic investment appliances and products audio/video devices, computers

yes

means of transport

no

furniture and interior furnishings

ceramic and glass

62%

63%

clothing, fabrics, footwear

35% lighting

3%

3%

0

2%

10

7%

17% 5%

20

14%

30

23%

40

30%

50

38%

42%

60

56%

56%

70

44%

80

60%

73%

90

83%

87%

100

sports goods

I don't know

Diagram 168

Cases when the already started works on a new product failed to succeed during the last 3 years, depending on the company’s size. N=299 80 70 60 50 40 30 20 10 0

32%

67%

2%

30%

10-49 employees

yes

no

68% 50-249 employees

I don't know

2%

29%

67% 250 and more employees

4%

102

Diagram 169

Cases when the already started works on a new product failed to succeed during the last 3 years, in the group of design leaders and in the remaining companies. N=299 80 70 60 50 40 30 20 10

53%

0

47%

26%

71%

design leaders

yes

no

3%

remaining companies

I don't know

Diagram 170

Number of cases during the last 3 years when works on a new project failed to succeed. N=91 0

5

1 case

25%

2 cases

25%

3-9 cases

29%

10 cases and more

13%

I don't remember

8%

10

15

20

25

30

103

Diagram 171

Reasons for the failure in case of the last unfinished project5). N=89 0

5

10

15

20

too luxurious

1%

too modern

1% 2% 10%

too high price, final product price

12%

lack of ordering party's approval, it did not meet requirements 7%

lack of time, patience

6%

lack of employees, staff, change of personnel lack of raw materials

30 28%

lack of consumer interest, missed product

competition from cheap Chinese and Turkish goods

25

3% 12%

lack of money, high production and distribution cost problems at the stage of establishing project assumptions, insufficient precision of assumptions at the beginning of project

11%

work was not urgent, was not necessary

5% 11%

technological restrictions, company technological capabilities not taken into consideration failure to achieve assumed parameters, product final quality

2%

others

2%

Diagram 172

Factors that lower the effectiveness of works on a new project. N=300 0

5

necessary project modifications due to additional data that appeared during works

22%

necessary project modifications due to making project objective more precise

23%

project not fully complying with technological assumptions

14%

project not fully complying with budget assumptions

14%

project not fully complying with market assumptions

13%

company's organizational structure

7%

lack of process coordinator on behalf of the company

1%

something else

2%

difficult to say

10

15

20

25

12%

)  Percentages do not total 100% because the respondents could give several answers. It was an open-ended question to which the respondents could answer in different ways.

104

Diagram 173

Use of methods of intellectual property protection with reference to own products. N=299 0

10

yes

44%

no

52%

I don't know

20

30

40

50

60

4%

Diagram 174

Use of methods of intellectual property protection with reference to own products depending on the sector. N=299

54%

52%

38%

48%

50%

48%

46%

53% 41%

33%

40

40%

50

50%

45%

60

52%

61%

70

62%

80

30

domestic appliances and audio/video devices, computers

yes

investment products

means of transport

no

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

I don't know

�

�

8%

lighting

�

�

�

5% �

�

�

� 3%

�

�

� 2%

�

�

�

�

�

�

�

�

�

�

�

0

5%

10

6%

20

sports goods

105

Diagram 175

Use of methods of intellectual property protection with reference to own products depending on the company’s size. N=299 80 70 60 50 40 30 20 10 �

35%�

63%�

�

3%

44%�

51%�

5%

�

65%�

31%�

4%

0 10-49 employees

50-249 employees

yes

no

250 and more employees

I don't know

Diagram 176

Methods of intellectual property protection used by Polish enterprises depending on their own products. N=132 0

10

patenting an invention

28%

utility pattern protection

46%

trademark apllication (name and logo)

56%

industrial design registartion

32%

other

2%

20

30

40

50

60

106

Diagram 177

Evaluation of the effectiveness of used methods of intellectual property protection. N=131 0

10

fully effective

24%

usually effective but not always

52%

hardly effective

19%

difficult to say

20

30

40

50

60

5%

Diagram 178

The company’s experiences with copies of their patterns made by the competition. N=299 0

10

yes

36%

no

44%

I don't know

20%

20

30

40

50

107

Diagram 179

investment products

domestic appliances and audio/video devices, computers

means of transport

yes

41% 35% 22%

24%

41%

37%

41%

furniture and interior furnishings

ceramics and glass

no

clothing, fabrics, footwear

lighting

�

�

�

�

�

�

�

�

�

�

�

�

�

�

�

�

�

�

�

�

�

�

0

�

10

�

8%

14%

20

23%

33%

36%

41%

41% 21%

18%

21%

26%

30

38%

43%

40

40%

50

46%

53%

60

60%

The company’s experiences with copies of their patterns made by the competition depending on the sector. N=299

sports goods

I don't know

Diagram 180

The company’s experiences with aware or unaware copying of someone else’s patterns. N=296 0

10

yes

11%

no

78%

I don't know

11%

20

30

40

50

60

70

80

108

Diagram 181

The company’s experiences with aware or unaware copying of someone else’s patterns depending on the sector. N=296 84%

85%

67%

70%

73%

70%

80

78%

92%

100

60

investment products

means of transport

yes

ceramics and glass

no

clothing, fabrics, footwear

lighting

�

�

�

�

�

�

�

�

�

5%

11%

15%

19%

14%

16% 5% �

10% �

furniture and interior furnishings

�

9% �

�

�

�

�

�

�

�

8%

9%

18%

15% domestic appliances and audio/video devices, computers

�

5% �

�

� 3%

20

0

21%

40

sports goods

I don't know

Diagram 182

The company’s experiences with aware or unaware copying of someone else’s patterns depending on the company’s size. N=296 80 70 60 50 40 30 20 10 �

11%�

78%�

11%

�

9%�

79%�

12%

�

14%�

76%�

10%

0 10-49 employees

yes

50-249 employees

no

250 and more employees

I don't know

109

Diagram 183

The company’s experiences with aware or unaware copying of someone else’s patterns in the group of design leaders and in the remaining companies. N=296 80 70 60 50 40 30 20 10 18%�

0

71%�

11%

10%�

design leaders

yes

79%�

11%

remaining companies

no

I don't know

Diagram 184

Company turnover in 20066). N=167 0

5

up to PLN 500 thousand

16%

PLN 500 thousand-1million

10%

PLN 1-5 million

29%

PLN 5-10 million

16%

PLN 10-50 million

23%

> PLN 50 million

10

15

20

25

30

7%

)  The presented data come only from the companies that provided information on turnover. 44,5% of the companies refused to answer this question.

110

Diagram 185

Company turnover in 2006 depending on the company’s size. N=167 50

40

30

20

10

0

23%� 17%� 42%� 11%� 7%�

14%� 6%� 22%� 22%� 30%� 6%

10-49 employees

50-249 employees

up to PLN 500 thousand PLN 500 thousand-1million PLN 1-5 million

3%�

3%� 13%� 13%� 44%� 25%

250 and more employees

PLN 5-10 million PLN 10-50 million > PLN 50 million

Diagram 186

Company turnover in 2006 in the group of the design leaders and in the remining companies7). N=167 35 30 25 20 15 10 5 0

� 15%�

�

23%�

27%�

31%�

4%

� 16%�

12%�

design leaders

up to PLN 500 thousand PLN 500 thousand-1million PLN 1-5 million

30%�

14%�

remaining companies

PLN 5-10 million PLN 10-50 million > PLN 50 million

)  It should be noted that in this case the group of design leaders consists of only 26 companies.

21%�

8%

111

Diagram 187

Turnover dynamics during the last 3 years8). N=254 0

10

increased

63%

more or less the same

34%

decreased

20

30

40

50

60

70

80

3%

Diagram 188

Turnover dynamics during the last 3 years depending on the sector. N=254

domestic appliances and audio/video devices, computers

increased

52%

48%

58% 42%

means of transport

furniture and interior furnishings

ceramics and glass

more or less the same

clothing, fabrics, footwear

lighting

�

�

�

�

6% �

�

�

�

�

�

�

�

�

�

5%

investment products

�

�

�

�

�

10

�

7%

20

7%

17%

24%

29%

34%

41%

37%

30

0

60%

59%

57%

50 40

65%

76%

70 60

78%

80

sports goods

decreased

)  The presented data come only from the companies that provided information on turnover dynamics. 23% of the companies refused to answer this question.

112

Diagram 189

Turnover dynamics during the last 3 years depending on the company’s size. N=254 80 70 60 50 40 30 20 10 �

57%�

40%�

3%

�

66%�

31%�

3%

�

69%�

27%�

4%

0 10-49 employees

increased

50-249 employees

250 and more employees

more or less the same

decreased

Diagram 190

Turnover dynamics during the last 3 years in the group of design leaders and in the remaining companies. N=254 80 70 60 50 40 30 20 10 76%�

22%�

2%

61%�

36%�

0 design leaders

increased

remaining companies

more or less the same

decreased

3%

113

Diagram 191

Company expenditures on research and development in 20069). N=148 0

5

up to PLN 10 thousand

22%

PLN 10-50 thousand

32%

PLN 50-100 thousand

16%

PLN 100-500 thousand

22%

PLN 500 thousand-1 million

3%

> PLN 1 million

5%

10

15

20

25

30

35

Diagram 192

Company expenditures on research and development in 2006 depending on the company’s size. N=148 50

40

30

20

10

0

29%� 31%� 21%� 19%� �

10-49 employees

up to PLN 10 thousand PLN 10-50 thousand PLN 50-100 thousand

�19%� 38%� 13%� 19%� 6%�

50-249 employees

4%

� 9%� 14%� 9%� 41%� 5%� 23%

250 and more employees

PLN 100-500 thousand PLN 500 thousand-1 million > PLN 1 million

)  The presented data come only from the companies that provided information on expenditures on research and development. 51% of the companies refused to answer this question.

114

Diagram 193

Company expenditures on research and development in 2006 in the group of design leaders and in the remaining companies10). N=148 35 30 25 20 15 10 5 0

�

7%�

24%�

24%�

31%�

10%�

3%

� 25%�

design leaders

34%�

13%�

20%�

2%�

6%

remaining companies

up to PLN 10 thousand PLN 10-50 thousand PLN 50-100 thousand

PLN 100-500 thousand PLN 500 thousand-1 million > PLN 1 million

Diagram 194

Dynamics of company expenditures on research and development during the last 3 years11). N=248 0

10

increased

46%

more or less the same

50%

decreased

20

30

40

50

4%

10)  It should be noted that in this case the group of design leaders consists of only 29 companies. 11)  The presented data come only from the companies that provided information on dynamics of company expenditures on research and development. 18% of the companies refused to answer this question.

115

Diagram 195

Dynamics of company expenditures on research and development during the last 3 years depending on the sector. N=248 52%

50% �

44%

50% �

49%

46%

58% �

42%

54%

46%

�

50%

47%

43%

47%

�

40

34%

50

�

56%

60

30

domestic appliances and audio/video devices, computers

investment products

means of transport

increased

furniture and interior furnishings

ceramics and glass

clothing, fabrics, footwear

more or less the same

�

�

4%

lighting

�

�

�

�

�

�

�

�

6%

7% �

�

�

6% �

�

0

�

10

�

9%

20

sports goods

decreased

Diagram 196

Dynamics of company expenditures on research and development during the last 3 years depending on the company’s size. N=248 60

50

40

30

20

10 �

41%�

57%�

2%

�

47%�

47%�

6%

�

52%�

46%�

2%

0 10-49 employees

increased

50-249 employees

more or less the same

250 and more employees

decreased

116

Diagram 197

Dynamics of company expenditures on research and development during the last 3 years in the group of design leaders and in the remaining companies. N=248 60

50

40

30

20

10

0

59%�

41%�

43%�

design leaders

increased

52%�

5%

remaining companies

more or less the same

decreased

Diagram 198

Amount of company expenditures on industrial design in 200612). N=143 0

5

up to PLN 10 thousand

35%

PLN 10-50 thousand

27%

PLN 50-100 thousand

19%

PLN 100-500 thousand

13%

PLN 500 thousand-1 million

3%

> PLN 1 million

3%

10

15

20

25

30

35

12)  The presented data come only from the companies that provided information on expenditures on industrial design. 52,5% of the companies refused to answer this question.

117

Diagram 199

Amount of company expenditures on industrial design in 2006 depending on the company’s size. N=143 50

40

30

20

10

0

48%� 25%� 20%� 7%�

�

�28%� 35%� 17%� 14%� 7%�

10-49 employees

4%

� 23%� 15%� 19%� 27%� 5%� 15%

50-249 employees

up to PLN 10 thousand PLN 10-50 thousand PLN 50-100 thousand

250 and more employee

PLN 100-500 thousand PLN 500 thousand-1 million > PLN 1 million

Diagram 200

Amount of company expenditures on industrial design in 2006 in the group of design leaders and in the remaining companies13). N=143 40 35 30 25 20 15 10 5 0

�

20%�

24%�

32%�

20%�

design leaders

up to PLN 10 thousand PLN 10-50 thousand PLN 50-100 thousand

4%�

� 38%�

28%�

16%�

12%�

remaining companies

PLN 100-500 thousand PLN 500 thousand-1 million > PLN 1 million

13)  It should be noted that in this case the group of design leaders consists of only 25 companies.

3%�

3%

118

Diagram 201

Dynamics of expenditures on design during the last 3 years14). N=240 0

10

increased

40%

more or less the same

57%

decreased

20

30

40

50

60

3%

Diagram 202

Dynamics of expenditures on design during the last 3 years depending on the sector. N=240

67%

57%

38%

37%

30%

33%

44%

53% 44%

50%

40%

50

47%

53%

60

59%

60%

70

40

67%

80

30

domestic appliances and audio/video devices, computers

increased

investment products

furniture and interior furnishings

ceramics and glass

more or less the same

clothing, fabrics, footwear

�

�

3%

lighting

�

�

�

3% �

�

�

3% �

�

�

�

�

3%

means of transport

�

�

�

�

� 3%

�

�

�

0

�

10

�

7%

20

sports goods

decreased

14)  The presented data come only from the companies that provided information on dynamics of expenditures on industrial design. 20% of the companies refused to answer this question.

119

Diagram 203

Dynamics of expenditures on design during the last 3 years depending on the company’s size. N=240 80 70 60 50 40 30 20 10

�

35%�

64%�

1%

�

40%�

56%�

4%

�

48%�

48%�

4%

0 10-49 employees

increased

50-249 employees

250+ employees

more or less the same

decreased

Diagram 204

Dynamics of expenditures on design during the last 3 years in the group of design leaders and in the remaining companies. N=240 80 70 60 50 40 30 20 10

63%�

37%�

35%�

61%�

0 design leaders

increased

remaining companies

more or less the same

decreased

4%

120

Diagram 205

Expenditures on design compared to total company expenditures15). N=172 0

5

1-2%

31%

3-4%

20%

5-10%

23%

11-20%

14%

21-30%

13%

10

15

20

25

30

35

Diagram 206

Share of expenditures on development of new design products in R&D costs in 200616). N=90 0

5

<5%

40%

5-10%

27%

11-30%

20%

>30%

13%

10

15

20

25

30

35

40

15)  The presented data come only from the companies that provided information on expenditures on industrial design compared to total company expenditures. 43% of the companies refused to answer this question. 16)  Data for companies that confirmed including expenditures on development of new design products in R&D costs.

121

Diagram 207

Sectors represented in the group of design leaders and in the remaining companies 30 25 20 15 10 5 0

7%�

4%�

4%�

20%�

24%� 29%�

4%�

7%

14%� 15%�

design leaders

13%� 14%� 11%� 10%�

10%�

13%

remaining companies

domestic appliances and audio/video devices, computers investment products means of transport furniture and interior furnishings

ceramics and glass clothing, fabrics, footwear lighting sports goods

Diagram 208

Size of the companies represented in the group of design leaders and in the remaining companies. 50

40

30

20

10 31%�

0

44%�

25%

design leaders

10-49 employees

39%�

45%�

16%

remaining companies

50-249 employees

250 and more employees

122

Diagram 209

Export volume measured by means of turnover percentage in the group of design leaders and in the remaining companies. 35 30 25 20 15 10 5 18%�

0

32%�

24%�

27%

35%�

design leaders

company does not export export below 20%

32%�

16%�

17%

remaining companies

export 20-49% export 50-100%

Diagram 210

Increase in export volume of the company during the last 3 years in the group of design leaders and in the remaining companies 80 70 60 50 40 30 20 10 0

75%

41%

design leaders

remaining companies

increase in export value

123

Diagram 211

Increase in company turnover during the last 3 years in the group of design leaders and in the remaining companies. 80 70 60 50 40 30 20 10 0

69%

50%

design leaders

remaining companies

increase in turnover Diagram 212

Increase in company expenditures on research and development during the last 3 years in the group of design leaders and in the remaining companies. 60

50

40

30

20

10 51%

0

design leaders

increase in expenditures on R&D

35%

remaining companies

124

Diagram 213

Increase in company expenditures on industrial design during the last 3 years in the group of design leaders and in the remaining companies. 60

50

40

30

20

10 53%

0

28%

design leaders

remaining companies

increase in expenditures on industrial design Diagram 214

Systematic or permanent employment of an external designer by the company in the group of design leaders and in the remaining companies. 100

80

60

40

20 27%�

0

73%

11%�

design leaders

yes

remaining companies

no

89%

125

Diagram 215

Employment by the company of its own internal designer in the group of design leaders and in the remaining companies. 80 70 60 50 40 30 20 10 69%�

0

31%

46%�

design leaders

54%

remaining companies

yes

no

Diagram 216

Demands made towards the public authorities (e.g. the Ministry of Economy) in order to facilitate the introduction of new design projects into the market by companies17). N=297 0 10 20 30 40 50 ”the state should not interfere in the economy, the company”

3%

”should lower business operational costs and those for certification and taxes”

5%

”grants and relief for new patterns, aid programmes, reimburse costs”

14%

”better protection of patterns”

3%

”research, research funds, conferences, access to new technologies”

4%

”should facilitate relations with designers, access to new projects"

2%

”should simplify regulations, unify laws, reduce bureaucracy”

11%

”national market protection, restrict imports from Asia and grey areas”

4%

”promote small and medium sized companies”

1%

”hold fairs on finance and organisation, catalogues, promotion of Polish companies, competitions”

9%

”should facilitate access to UE regulations and funds, patent service abroad”

2%

”staff education, subsidize trainings”

3%

”decrease material prices”

0%

”set up an external advisory body”

0%

”other suggestions”

2%

”No changes are required”

2%

”I don't know, difficult to say”

48%

17)  Percentages do not total 100% because the respondents could give several answers. It was an open-ended question to which the respondents could answer in different ways.

notes

notes

notes