In the News

Our experience design work is top secret and many customers are in the midst of large-scale innovation and market activation. However, the following list will provide the style of work we did in the past few years:

Reconsider how a window maker more than 100 years ago connected with homeowners, reconsider the possibility of changing the design of more than 100 showrooms, and reconsider the trip of digital customers

Integrating the brand's experience and brand identity into the domestic healthcare provider's building environment

Support of major Fortune 500 technology brands will reconsider the space and plans of the new visitor center.

Finding work through a new company opens the door to a new world: new products, new ambitions, newcomers, new cultures, new horizons, new challenges, new learning and fun. It sounds funny and attractive, evoking the vibrato of fear of unknown and expectation of new opportunities. I am in a new place, but you have to gain reliability and authority from the beginning. You will make many product related decisions that should be based on facts and data, not based on subjective opinion. Numbers help you to verify whether the experiment of the product was successful, check trends, display abandoned functions, and check the most necessary functions. Numbers indicate whether your product is running as expected or they will give you a clue about the error.

Please enter the world of pharmacies and supermarkets. According to Gorman's new product news, keeping track of the introduction of new products in these two consumer goods sectors between 1985 and 1989, the number of new products increased by an amazing 60%, the highest record of 12,055 Reached. A fine brand like Tide shows the growth of diversity of this brand. In 1946, Procter & Gamble released the detergent for the first time. For 38 years, Tide's version has served the entire market. Then in the mid 1980s, P & G started a series of new tides: Unscented Tide and Liquid Tide in 1984, bleaching trends in 1988, and Ultra Tide in 1990.

When Hurricane Katrina brought a disaster to New Orleans in 2005, the news focused on the poor response of the Federal Emergency Management Bureau. The entire contents of the counter attack are related to the timely and effective response of Procter & Gamble. Procter and Gamble immediately provided food and supplies to the command center, trailer village, and more than 500 employees and their families.

Due to the delay in responding to hurricanes, New Orleans' senior emergency management staff called this effort "national shame" and questioned whether reinforcement would indeed reach increasingly desperate cities. Terry Ebert, Emergency Operations Director of New Orleans, accused the Federal Emergency Management Agency (FEMA) as improperly responding. "This is not an action of FEMA, I have never seen a man of FEMA," he said. "The Federal Emergency Management Agency had been here for three days but there is no command and control.We can offer a lot of aid to the tsunami victims but we can not support New Orleans city. "