Whirlpool

Whirlpool’s design team used their customer’s preferences as the basis of the company’s criteria. Whirlpool premised that to discover the preferences of their customers would make for a much more grandiose idea over the traditional area of focus, which is would be the “bottom- line”. The observance of the “bottom- line” is an intrinsic portion of measuring the stability and health of a company’s core structure; however, what Wwhirlpool’s Cchief Ddesigner Chuck Jones needed was a system that could forecast return on investment (Robbins & Coulter 2009). After significant considerable investigation of the indusindustry’s tries leading competitorsprospects that would be considered “design centric” companies, what Chuck discovered is that many of the organizations, including those the ones that operate on a global scale, many faced the same or similar situation as he did; they were all in need of a system that could forecast profitability based on design. This system would require a “metric-based approach” designedd , to capture “objective evidence” that would support and provide insight into future investment decisions for the company. Chuck and his design team “created a standardized company-wide process that puts s design prototypes in front of customer focus groups and obtainsthen gets detailed measurements of their preferences about aesthetics, craftsmanship, technical performance, ergonomics, and usability (Robbins & Coulter 2009).” This approach would provide Whirlpool’s executives with a “baseline of objective evidence from which to make investment decisions” because with this innovative approach, the company could now make “design investment decisions” that are based on fact and not opinion (Robbins & Coulter