Design Management

Hung Chueng Garments

Knitwear Exporter | Lucky Seas holds several world-famous brand names. | Fashion Design | One of our primary distributors is Lucky Seas International Ltd. | Fabric Knitter | Knitwear Designer | Fashion Design | Knitwear Supplier | Lucky Seas International Ltd


制衣 | 中国毛衣制造商 | 出口商 | 毛料专家 | 供应商


時裝設計 | 毛衫設計 | 毛衣設計 | 毛衫廠 | 中國毛衣製造商

Le fabricant de vêtements glamours

Hung Chueng Knitwear Factory

Hung Chueng Garments - Die Strickwaren Fabrik auf die Sie gewartet haben.

Design Management

When we say we have an incredible design management system, what does design management mean? We explain from from the basic terms here.

Management in Organisation

Vision, Mission & Objectives

Vision Statement

  • To express the aspirations and beliefs of the executive leadership
  • Present the firm's strategic intent that focuses the energies and resources on achieving desirable future
  • Examples
    • Giordano - to be the best and biggest world brand in apparel retailing
    • Li & Fung - to nature and develop the core competency of each of retail businesses to provide a solid platform for aggressive regional expansion

Mission Statement

  • A unique purpose to give basis for strategic objective setting and decision making apart that from other companies of its type
  • Describes the company's product, market and technological areas that reflects the values and priorities of the strategic decision makers
  • Answers questions including
    • Why in business
    • Company goals
    • The operating philosophy in terms of quality, image and self concept
    • What are the core competencies and competitive advantages
    • Responsibilities to stakeholders
  • Examples:
    • Florsheim - the affordable classic men's dress shoes for those who want to experience the comfort and style of a solid dress shoe
    • Cole Hahn - for the man who wants to go his own way... for the urban, upscale, stylish man to project an image of being one step ahead
  • Case Study: Zara
    • Zara welcomes shoppers in 74 countries to its network of 1,395 stores in upscale locations in the world's largest cities. The retailer's international footprint proves that national borders are no hindrance to a shared fashion culture.
    • Zara's approach to design is closely linked to our customers. A non-stop flow of information from stores conveys shoppers' desires and demands, inspiring our 200-person strong creative team.
    • Zara is in tune with its customers, who help it give shape to the ideas, trends and tastes developing in the world. The is the secret to its success among a wide range of people, cultures and generations, who, despite their differences, all share a special fondness for fashion.
  • Case Study: Li & Fung
    • Managing supply chains for major brands and retailers worldwide
    • Extensive global presence and cover over ten thousand employees
    • Operates a sourcing network of over 80 offices covering over 40 economies across North America, Europe and Asia
    • Wide range and variety of consumer products
    • Strength in custom product design and development to provide complete global sourcing solutions for customers
    • Taking care of all vital aspects of the supply chain so that customers can focus on their customers
    • Professionalism, experience and integrity
    • Dedicated teams of product specialists focus on each customer segment to manage supply chain - from product design and development, through raw material and factory sourcing, production planning and management, quality assurance and export documentation, to shipping control. See diagram.


Long-term objectives
  • Seek for results of multiple years
  • Such as
    • Profitability
    • Return on investment
    • Competitive position
    • Technological leadership
    • Productivity
    • Public responsibility
Short-term objectives
  • Projected state of affairs intended to achieve in monthly or evenly weekly basis
  • Help raising issues and potential conflicts
  • Identify measuring outcomes of plans or functional activities which used to make feedback correction and evaluation

Strategic Management

Drafting, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives.

Strategic Management Structures

  • Strategic Management Structure Breakdowns
    • Corporate business level (single business firms)
      • R&D strategies
      • Financial strategies
      • Marketing strategies
      • HR strategies
      • Production strategies
    • Corporate strategies (multiple business firms)
      • Business A
        • Functional level
      • Business B
        • Functional level
      • Business C
        • Functional level
  • Case Study: Li &Fung Group
    • Li & Fung Group
      • Li & Fung Limited
        • one of the largest supply chain management company that manages the supply chain of high-volume, time-sensitive consumer goods through its office network in 40 economies
      • IDS Group
        • provides its customers a menu of Integrated-Distribution Services in three core business across Asia: Manufacturing, Logistics and Marketing
      • Convenience Retail Asia Limited
        • operates the Circle K convenience store chain and the Saint Honore Cake Shops in Hong Kong and Southern China with a network of over 500 outlets.
      • Trinity Limited
        • one of the leading luxury menswear retailers in China managing a portfolio of authentic international menswear brands; namely Kent & Curwen, Gieves & Hawkes, Cerruti 1881, D'urban, Intermezzo and Altea, with a retail network covering prime locations and upmarket malls in major cities.

Functional Tactics of Company

  • Key or routine activities that must be undertaken in each functional area to provide the business products and services
  • Translate thought or grand strategy into action designed to accomplish specific short-term objectives
    • Every value chain activity in a company executes functional tactics that support the business's strategy and help accomplish strategic objectives
  • Example: Functional Tactics of a garment and textile company
    • Corporate Strategies
      • To achieve 20% annual growth through existing business and carefully select and acquire denim brand for China youth market development
    • Business Strategies
      • Focus market development
        • Concentrate on denim bottom to bring to nation wide leading position
    • Functional Tactics
      • Functional Tactics: Marketing
        • Pricing lower than local market for rapid penetration
        • Retail location spread widely across nation and S.E Asia
        • Reinforce sales and product development
        • Advertising and promotion subcontracting to China marketing firm
      • Functional Tactics: Finance
        • Best control of cash flow for new brand expansion
        • Seek ultimate profitability through volume low price strategy
        • Carefully select production base to keep cost low
      • Functional Tactics: R&D
        • Provide new design software
        • Seek more quality option
        • Enhance design and creativity
        • Increase design manpower to cope with expansion
      • Functional Tactics: Operations
        • Outsource offshore plant to minimise cost
        • Strong infrastructure & facilities for denim making
        • Strong logistic management to allow flexible and and rapid transport

Design Management

  • The organization of the processes for developing new products and services
  • Effective deploy of design resource available to organization in the pursuance/pursuit of its corporate objectives
  • Long continuous comprehensive activity on all levels of business performance
  • Act as interface of management and design
  • Functions as link between platforms of marketing, technology, design thinking, management
  • Create and add value to corporate to make profit
  • Reactive and responding to given business situation
  • It needs design leadership to know where to go and design leadership needs design management to know how to go there

Importance of Design Management

  • Effectively differentiate business and build sustainable competitive advantages
  • Effectively provide good design for increasing demand
  • Unleash potential of design 
  • Building bridge between economic and cultural aspects of nations
  • Make important contribution to healthy and balanced societies world

Roles of Design & Designer

Creativity, Innovation & Design

  • Creativity is the generation of new ideas, new ways of looking existing problems or discover new opportunity
  • Innovation is exploitation of new ideas. It carries concept through to new products, services
  • Design is what links creativity and innovation to make it practical and attractive for users or customers

Design Roles in Organization

  • Design leader
    • Sets design vision within organization
    • Sells the vision to key stakeholders and decision makers
  • Design manager
    • Ensure design processes, procedures and internal functions are adding value to organization
  • Designer
    • Unlock proposal
    • Crafts and delivers solution, to brief, on time within budget, to satisfy client and customer needs

Fashion Designer's Role

  • Inspiring trends and refreshing looks
  • Creative individual collections
  • Beliefs in oneself & confidence to convince others (buyers, finance & production)
  • Skills include drawing sketch to promote collections, express ideas across department & team, form relationships & networking

Design Process & Product Development Checklist

General Design Process in Garment

  1. Research and analysis
    • Collecting & analysing design trends or audit (establish mood and accumulate visual reference for collections)
    • Market research include quantitative info on market trends and retail sales figures from past season (Primary research: original material collected e.g. artifacts in museum, furniture... etc. Secondary research: accumulate information e.g. trend forecast)
    • Design audit (design direction & strategy) combined with business audit (marketing, sales & account)
    • Create merchandise plans
  2. Synthesis
    • Develop prototype or sample produced for manufacture
    • Sample making process enable visual appearance of design, material used & price point all can be assessed
    • Quality & fitting can be tested prior production
  3. Selection
    • Show to group of selectors such as buyers, wholesalers, sales director... etc. by in-house presentation or catwalk
  4. Manufacture
    • Produce according to order specifications
    • Order placement snapshot right after show or personal selling by salesman
  5. Distribution
    • Deliver to appropriate retail outlets

Product Development Checklist

Examples of Product Development processes:

  • Concept evolution
  • Perceptions from market
  • Evaluate & trend analysis (trend inspiration: market place, magazines, trade shows, library, style services, trend book)
  • Assessment of past sales record
  • Information gain from design services
  • Colour palette & fabric selection
  • Fabric characteristic, fabric price & design (source of ideas: market trends, fabric mills, magazines)
  • Prints & artwork
  • Suppliers availability
  • Fashion product & product mix
  • Silhouette, style directions (story boards & sketch boards with swatches)
  • Product life cycle
  • Product life cycle management
  • Line presentation
  • Line decision based on sale-ability, test results, customer reaction, cost, selling history, marketplace trends)
  • Other factors under concern (internally: sales trend, store performance, customer base; externally: fashion trend, market trend, competition, restrictions)