FAQs

Product Design & Development – FAQ Hub

Contents

How to tell if an idea is worth developing

Introduction

It is very common for the person that has come up with an idea to think it is amazing. It is great to be excited, but it is not a cheap process, so it is important to carry out research and think about it logically and ask yourself key questions:

Problem & Market

  • Is there a problem that is significant, and does it need solving?
  • Is your idea unique? Does your idea solve the problem better than anything else on the market
  • What is the market size? Is there an upward trend in the market?
  • What USP does your idea have?
  • Can your idea be easily copied?

Feasibility

  • Can you develop the idea with your existing resources, eg time, money, skill set.
  • What external expertise is required

Monetisation

  • How will it make money? If you can’t make money, it is not worth it.
  • Early in development it can be hard to know what product cost price is. Experience can go a long way to predicting what the cost price may look like at assorted volumes. Sometimes you will have to start development to get an idea on cost.
  • Depending on the sales method there will be varying rates of return – this is key to understanding any financial return based on a sales price.

Monetisation, financial lenses

  • How long is it until you see return on investment?
  • Volume vs Margin. On low volume you need larger profit margins vs high volume the profit margins can reduce.

Does it excite you?

The project must excite you or be close to your heart. There is risk in developing an idea if there is minimal excitement as it is not a quick process and comes with significant hurdles along the way.

Common mistakes

  • There is always risk with developing an idea. It is common for people to be too cautious or overconfident and determined with their idea. A middle ground is beneficial.
  • Development is not cheap, it is important to understand this. If you have carried out all relevant research, then you need to be committed. Having half a foot in is not beneficial, this will cost you more in time and money. A certain level of caution is good as it helps to reduce the risk – eg carrying out due diligence.
  • On the other hand, over confidence or stubbornness in the idea can cost you dearly. You need to be flexible and consider the experience of others. This may be individual design details, or material choices for example.
  • Most importantly, not all products are successful and worth developing. You need to know when to stop. This could be a personal mindset change or feedback from experienced partners advising that goal posts or criteria are no longer viable.

Success indicators

Primary indicators for success are, does it financially make sense, is there a market, and does it excite you and the team around you?

How to redesign a product to be more sustainable

Introduction

Sustainability is becoming ever more crucial, from an environmental standpoint, but also from a marketing and legal perspective. Many companies are trying to improve the sustainability of their current product lines.

Sustainability is a broad area. In short it is ability to create product in a balanced way without permanently depleting our resources. The needs of the planet and people (including future generations) are maintained long-term. As well as the clear ethical benefits, sustainability can lead to cost reductions, innovation, and a stronger brand.

We have collaborated with academia and industry experts to create the Design Compass tool, which represents over two decades of expertise in responsible product design.

If you have an existing product that you want to improve this can limit the scope of your sustainability improvements, but that depends on several factors.

1. Set goals and restrictions

What you are able to achieve will be limited by your resources and other needs. It is important to list and acknowledge these. They include aspects such as:

  • Budget – what money do you have set aside for the research and development, and any tooling changes or similar? What is the budget for final unit cost? This will be related to how your customers perceive increased value in your sustainability efforts.
  • Compatibility and change allowance – You will likely have more scope for change if you have a product in early development you wish to improve, as opposed to one on the market. Do any changes or parts need to be compatible with existing designs? Does the product need to be made using the processes and materials already handled by the factory? Is there a restriction on packaging type or format? Is any IP you have affected?
  • Timelines – How much time do you have before you want your implemented changes to hit the market?
  • Expectations – How much improvement are you aiming for, and in which areas? Do you have specific targets for carbon footprint or water usage for example, or just a general improvement? Are these expectations compatible with your restrictions?

2. Reinforce your product’s core identity

Identify key parts of design that should not change without good reason. This includes: USPs, target market etc.

3. Form a knowledge base

In order to make progress in sustainability you will need to learn more about it. This is a broad area that can be intimidating, setting learning goals or following existing courses can help.

We have created the Design Compass as a tool to give all design leaders information and resources on the connections between marketability, ecological sustainability and social responsibility. We have developed this from the point of view of designers, so we have focused on practical changes that are easy to understand and implement with prompts and idea generators to get design teams thinking.

Bring together a team, ideally including experts in the different areas you wish to tackle from inside and outside company.

4. Consider all segments

  • Start by thinking beyond the restrictions – Whilst this may seem counter-intuitive, it is worth casting a wide net at the beginning of any creative process. You may find that these ideas are not as incompatible as they originally seemed, or they may be useful for future product lines.
  • Aim for a broad range of ideas – Think radically and across all segment areas. These should be a mix of easy small scale tried and tested ideas, and large experimental ideas.

5. Consider the knock-on effects

Once the initial ideas are generated, the team should consider:

  • Burden shifting – do ideas intended to improve one area of sustainability have negative effects on another area of sustainability?
  • How decisions affect each other – Can multiple be combined or are they incompatible?

6. Rank and filter

Now that the team has broadened their scope, they can narrow it again by filtering ideas through limitations and the needs of various stakeholders: Business, manufacturer, customer, nature etc. This is based on the Design Council’s double diamond approach.

Try to evaluate real consequences. If you have lots of resources, you may have been able to do a full LCA or SLCA but with few you can still gain insight by relying on existing studies/accreditations/expert advice etc.

Consider priorities – If this is a product already in production, or soon to be in production, what can be done now to have the biggest impact whilst other areas are evaluated? Development takes time but the world’s resources are used every day.

Rank – Use your knowledge of the effects and knock-on effects, costs etc. to assign value to each idea based on your goals. You can use this to choose a route forward.

7. Create an implementation plan

Now that you have chosen a route forward, you can create a project plan to schedule the changes, map resources needed etc.

It is worth also looking at ideas you discarded for now but that had a lot of potential. Can you consider them for further research for future product iterations?

How do I get a patent?

Introduction

A patent is a legal right which protects your invention. This gives you the exclusive right to make and sell products using the inventive feature for a limited time (up to a maximum of 20 years in the UK).

Time frame

This is a complicated process that can take several years and requires the aid of patent lawyers.

Patentability requirements

  • New – this means that not only is it an original idea, that doesn’t infringe existing patents, but that it also must not have been made publicly available anywhere in the world before and must instead be confidential.
  • Inventive – The invention must include an “inventive step” that is non-obvious to a “person skilled in the art”.
  • Either something that can be made and used, a technical process, or a method of doing something.

1. Creating an inventive step

This is the most critical element to creating a patentable product, and one that a lot of people struggle to understand. Any innovation must be non-obvious and more than just a combination of elements existing in other designs.

This is the key criteria used for granting patents in the UK and Europe. This requirement is intended to prevent IP from hindering routine iterative development. Instead, a feature must be a genuine technical advancement.

How (assessed by patent attorneys)

  • Identify prior art – determine what is already established in your product area – you can do this by looking at what other products attempt to solve the same problem as yours or by searching for patents online (e.g. Google Patent) or by engaging a patent lawyer to search on your behalf.
  • Determine the “Person Skilled in the Art” – a representation of what the average engineer in your field would know. It is used to consider how “obvious” your innovation is.
  • Consider the Problem and Solution – Would a skilled person have found it obvious to overcome the problem your innovation is solving by combining aspects of the prior art?

2. Decide What you are patenting

You need to discuss with your Patent attorney which features of your design are patentable. You may also think of alternative variations of your solution that you wish to patent alongside.

If you have come up with multiple inventive solutions to the same problem, or have a couple of different variations of the product that you would like to sell, it can be worth protecting both.

Depending on the difference in the variations, and the types of patents you are aiming for, you may be able to combine some for a cheaper fee, or you may need entirely separate filings.

3. Documenting your innovation

To get protection you will need to be able to clearly explain your innovation with words and diagrams.

For patents to withstand legal challenges, they need to be written in a common format with specific legal language.

You will need a patent lawyer to draft the patent for you. They will write the words and file the patent – but first you need to explain it to them. You will need prototypes, computer models and/or engineering drawings, and patent drawings with specific requirements.

4. Decide where you are patenting

Different regions of the world have different patent systems. You need to decide which are relevant to you.

Generally, you will want to patent in your main sales areas, and possibly in your country of manufacture as well. This is a balance between budget and risk.

Each region will have its own systems with different amounts of compatibility. Patents can be staggered somewhat due to grace periods when filing internationally.

5. Keep it confidential

For your product to gain a patent, it needs to be kept secret before it is granted.

If your patentable feature was publicly disclosed in any way before the granting of the patent, you are essentially trying to patent something that is already prior art.

You will need to keep your development work confidential – use NDAs with investors, engineers, designers, etc. Avoid public disclosure until filed. Some countries also have grace periods.

Common Mistakes to Avoid

  • A patent is a tool for business strategy – understand what you hope to gain from one and carefully weigh it against the costs and risks.
  • Patent too early – whilst it is easy to see the risks of patenting too late, patenting too early also comes with risks. If you patent before the design is sufficiently developed, you may find that the product does not work as hoped or has changed by launch.
  • Patenting makes the idea public, so competitors will study your patent and plan around it.

How do I make a prototype of my idea?

Introduction

During product development you will want to produce multiple prototypes to test the design, gain user feedback, use to seek investment and marketing, and set your expectations with manufacturers.

Ideally you will want to produce prototypes regularly spaced throughout the development process starting with simpler cheaper rigs and moving towards more complex accurate models as you progress.

Nowadays with the use of computer aided design, and especially AI aided design, it is easy to jump ahead in the design process, but the learning from physical prototypes is invaluable. We recommend making prototypes before all key decision points such as: committing to a singular concept, investing in IP, choosing a manufacturer, and investing in tooling or other pre-production costs.

Time frame

How long this will take will depend on the stage you are at and how much work has already been done. Before a prototype can be made, the product needs to be designed to a corresponding level.

During concept design simple 2D pencil sketches can lead to rough card or clay models that give a better idea of the 3D form and basic functionality. This can be done in an afternoon.

Once the product is engineered you will want to make what we call a Works-like-looks-like prototype. This is meant to represent the final product as closely as possible with prototype materials and processes.

Step 1: Have an idea

First you need a product idea. This should include an understanding of the problem a product is solving and some ideas of potential ways to solve it.

Step 2: Refine the design

In order to make a useful prototype you will need to explore the idea further, getting a good idea of shape, size, and parts. How refined this needs to be will depend on the complexity of the prototype. This is the time to seek out product designers as experts in the development process.

Step 3: State your Goals

Decide what you want from the prototype. To make best use of your time and budget, it is important to get an understanding of what you aim to gain from the prototype and communicate this to all involved.

Do you need to test all functions, or just one? Does it have to be full scale? Perhaps you need the prototype to look good for photography but functionality is less important? Do you intend to test it with potential users?

Step 4: Choose a method

Find a prototyping partner and decide what build method best delivers your goals. Those who are technically inclined or have a very simple product may be able to go direct to a craftsperson or prototyping specialist or even make it themselves.

Otherwise it is often best to work with a product designer who can make in-house or organise outsourcing and combination of various elements.

Materials and production methods are chosen here. It is often not possible to use the same approach as you would for products on the market, due to the investment or time required.

Good approximations are chosen such as 3D printing in place of plastic injection moulding, hand fabrication in place of casting or stamping, and painting in place of dye or plating.

A cost is agreed at this stage.

Step 5: Create the prototype

The prototype parts are created and assembled based on the agreed method.

Depending on the prototyping method there may also be some trouble shooting and adjustments.

Remember: prototyping is part of the design process, and this is the first time the idea has been made real – so there are bound to be some surprises and setbacks and a good prototyping partner will be able to adapt as they work.

Step 6: Evaluate the prototype

We make prototypes to learn the shortcomings and improve the design, whether these are technical, functional, user-based, or market based.

Review the prototype in depth and take detailed records. These will be crucial to look back on later.

Has the prototype achieved the goals you set for it? What are the next steps?

Common Mistakes to Avoid

  • Don’t make a prototype that is more complex than you need it to be – A lot of time and money can be wasted and opportunities for superior designs missed because assumptions are not checked with models early and often.
  • One prototype does not have to do everything. Sometimes it is more effective to have two separate prototypes: one with pristine looks, and one with functionality. That way you can test the function roughly without worrying about marring the finish for marketing photography.

Success Indicators

A successful prototype is not one that works perfectly. It is one that gives you the most valuable learning about the design for the investment you put into it.

If there are no failures, you do not know if the design is efficient or heavily overbuilt.

How to choose the right manufacturer

Introduction

Choosing a manufacturing partner(s) is generally strategic and based on your product and its market – the wrong choice can cost you time, money, and credibility.

The strategy will determine which consideration should be favoured above another. Some key considerations include:

Capabilities & Services

  • Does the partner offer all the processes/services you need? Or do you need to use multiple suppliers?
  • Explore and discuss what existing products this supplier makes. Do they have any similar products they make that reduce risk – but make sure it is not too similar where there could be a conflict of interests.
  • Generally, it is best to make parts as simple as possible as this reduces cost. But this is not always possible, so do they have the technical ability and equipment to achieve this?
  • Not all projects can start with high volume – the financial risk may be too great. But what happens after a year of sales, and the demand increases 20x? Moving suppliers is not easy or cheap and should not be considered lightly.
  • It is always preferable to use a supplier that has a good level of scalability. But not all larger suppliers will be interested in batches of 50pcs for example, even if they are high value.
  • Making components is just one part of the puzzle when it comes to making a product. How do you turn a box of bits into a saleable product? Some businesses have or set up their own assembly – in the long term this does tend to be the most cost effective when volumes or margins are high.
  • There are many circumstances when setting up your own assembly team is not appropriate so does one of your suppliers offer this service?
  • If they do, then it is beneficial for this supplier to be able to manufacture as many components as possible. This reduces procuring and logistical costs but also keeps a positive relationship with the partner as it allows them to make a little more margin per component. This extra margin particularly helps when there are challenges along the way.

Quality Assurance

  • Most suppliers will have some level of QA/QC. The level of this is in part to the capability and services offered by the supplier.
  • Typically, you would have an agreed level of inspection on parts, QC on sub-assemblies and the final product. Then a Minimum Assured Quality Level with the supplier where an external partner can check an agreed number of boxed products before the goods are shipped.
  • The level of checking is then also dependent on your product’s requirement. Extra checking will usually incur extra cost so there should be a balance.
  • Testing & inspection of parts is important for the repeatability of parts. The cost of assembling an entire product and then it does not work on final checks can be costly to diagnose the issue and rectify.
  • If the product makes it to the end customer, then the cost is considerably higher – but worse is the possible impact on your reputation.
  • Some products will need to meet stringent certifications. Can they guarantee parts to meet specific certifications every time?
  • Location does not determine quality. The supplier and their processes do.

Location

  • Manufacturing in different locations can have many positives. But there can be hurdles along the way.
  • Language within a location can often be one of the main hurdles when communicating.
  • Delivery, duty & exchange rates can bring additional challenges. Countries are continuously changing fees to import/export.
  • Visiting suppliers is great for confidence. When they are close to home this is great but do consider visits abroad, possibly to the other side of the world.
  • There is a cost and time associated with this. The development and normality of video calls has greatly reduced the requirement for site visits.
  • Some countries and locations have lower overheads which can alter material/assembly cost considerably.
  • Different countries work more or less days than the UK, this can reduce or increase timelines.
  • Countries with more working days and lower overheads may have more staff and greater capacity to reduce timelines.

Cost

  • There are many aspects that can impact part cost. Value for money is often a valuable metric.
  • One example may be the part is 10% more but you have a 25% reduction in your time expenditure or lead time.
  • Many parts require tooling prior to part production. This can initially be expensive, but it does open the door for significant part reductions.
  • What is your anticipated order volume? Can we start without tooling to reduce risk and then quickly move to tooling to significantly reduce the product cost?
  • There are very few products that consist of a single component, so when there are many components, who is assembling?
  • A supplier may have slightly higher part cost, but they can assemble the entire product for you.
  • Shipping parts to different suppliers for assembly can be an expensive task so the collective cost here is key.
  • Due diligence should be carried out. Experience can be key when evaluating.
  • Don’t always dismiss a supplier on the first cost you receive – have they understood your requirement correctly?
  • Cheapest isn’t always best. Expensive doesn’t always mean better quality.

Communication & Relationship

  • Keeping a good relationship with suppliers is critical. Manufacturing suppliers should be considered partners.
  • We want them to be interested and invested in the project – this will ensure we get the best possible product.
  • Communication can sometimes be a challenge with suppliers from around the world.
  • Information often needs to be shared/explained in a different way – more visual. It is key to work with them to ensure efficient communication.

Time

  • You want a supplier that can provide realistic timelines and work to them.
  • You would want consistency with this too – there is not much benefit to parts being produced in 2 weeks and then the next in months.
  • Occasionally it is good if a supplier can expedite parts for you. But you can’t push the limit as it can cause a breakdown in the relationship.
  • Suppliers in different locations can deliver quicker results.
  • Manufacturing partners with different areas of expertise commonly have lead times ranging from 2 weeks to 2 months.

Supply Chains & Logistics

  • Different suppliers can offer different services. Often, they will have dedicated teams sourcing and procuring.
  • Yes, it will be an additional cost, but it will reduce risk as this is their job to source and procure.
  • Generally, the partners that can handle more of these elements will or could be your assembly partner.
  • They will be used to procuring parts ‘just in time’ for assembly.
  • When products become complicated ensuring stock is procured and available should not be considered lightly.
  • You can do this yourself and then the parts are free issued – but you are responsible for the components being available for assembly.
  • If they are not or not communicated well then there could be associated additional costs from the supplier.

Morals, Ethics & Politics

  • While product designers try and steer clear of politics it is important to monitor the global environment.
  • Different countries can have differing beliefs to ours. What is normal to them might be frowned upon within Europe.
  • The world is a forever changing place where policies can impact prices – price variation should be expected.
  • Sustainable manufacture or sourcing cannot be implemented overnight, so if this is important you need to find a supplier who is continually striving to improve their processes.

How to design a patentable product

Introduction

Everyone wants to secure the protections of a patent – it gives you the exclusive right to make and sell products using the inventive feature for a limited time and this can give you a huge advantage in the tricky early adoption stage.

For a product to be patentable it must include an inventive step. Any innovation must be “non-obvious” to a “person skilled in the art” and more than just a combination of elements existing in other designs.

Designing a patentable product is difficult but it can be made easier by understanding the market, reframing the problem, broad inspiration, good design and working with experts in the field.

1. Understand the Market

A designer should gain a good understanding of the target market, competitors and existing patents.

This allows you to understand the point of view of a “person skilled in the art” and what solutions have already been tried.

Consider what problems remain unsolved – think about this from multiple points of view:

  • User – what would a user say are the downsides/issues with the products currently on the market?
  • Manufacturer/technical – what are the challenges with making, maintaining or transporting the product?
  • Other businesses – is there a “white whale” in the industry – an issue that many have tried and failed to solve?

2. Reframe the problem

You want to look at the problem from multiple angles. Try to simplify it down to the base essentials, or re-phrase it.

Framing the problem differently can spark new ideas.

How to reframe

  • Try multiple whys of phrasing the problem: start with a paragraph, then a sentence, then 3 words.
  • Swap out words for synonyms.
  • Write the problem out using different kinds of language: technical, colloquial, poetic, legal etc.
  • Draw out the problem with no words.
  • Model the problem physically.
  • Simplify the problem by following the chain of needs – eg consider a seatbelt latch: following the chain opens up possibilities beyond latches, belts and sprung catches.
  • Consider different configurations – does part A need to attach to part B, or could Part C link the two? Reversing and mirroring the problem can be handy here.

3. Seek broad inspiration

During ideation try to draw on the knowledge of areas outside the sector.

This can allow you to come up with creative outside-the-box ideas that may not have occurred to others in the market.

Sources of inspiration

  • Going back to basic mechanical and physical principles – simplify the design down to geometry and forces.
  • Other sectors where you have technical experience – eg knowledge of insulation in refrigeration systems being useful for designing furnaces.
  • Experiences as a consumer – what other products have faced similar problems?
  • Nature – biomimicry has given us some of the most efficient and beautiful designs, tried and tested through evolution.

4. Aim to make a good product not a patentable product

Patents can be valuable but first a product must be good.

There is little point in achieving a patent if no one will buy the product.

Alternatively, if the product is better than anything out there, it will likely be patentable.

Criteria for a good product

  • Solves the user’s problem as well or better than other products on the market.
  • Is practical to make for a reasonable price – beware of overcomplexity.
  • Is something the market will understand the value of – biases may make a solution difficult to market.

5. Work with Patent experts

Work with Patent experts to understand what sort of scope you could expect for your patent.

It is not always obvious to a layman what is most patentable – a weak claim may turn out strong and vice versa.

Work with designers, engineers and most essentially patent lawyers who understand the system and can advise you.

Seek advice early and regularly during development.

Stakeholders to involve

  • Designers/manufacturers/engineers – to ensure your invention is producible.
  • Safety experts – to ensure your invention will be legal and ethical to sell.
  • Sales/Marketing – to ensure you can hit the correct price point.

How to get funding

Introduction

Getting funding or investment for an idea is not the easiest of tasks, but if you have a good idea and can prove the market potential is strong, then you are in a good position.

The most important things to consider are:

1. Validate Your Idea First

Investors and funders want to see that there’s a real problem being solved.

  • Research your market: Who has the problem? How big is the market?
  • Check competitors: What exists already? How are you different or better?
  • Talk to potential customers: Get feedback, even on sketches or early concepts.

2. Build Something Tangible

You don’t need a full product yet, but you should have something to show.

3. Choose a Funding Path

Depending on how far along you are, you have several options:

  • Friends & Family – Easiest first step, but tread carefully (write things down clearly).
  • Crowdfunding (Kickstarter, Indiegogo) – Good if your product has strong consumer appeal and you can make a prototype + video.
  • Grants – Some governments offer innovation or small business grants (in the UK, Innovate UK is one example).
  • Angel Investors – Individuals who back early-stage ideas, often in exchange for equity.
  • Venture Capital (VC) – Typically, later stage, when you’ve proven traction and growth potential.
  • Pre-sales / LOIs (letters of intent) – Sometimes you can get customers or distributors to commit to buying before it’s made.

4. Prepare Your Pitch

Investors want clarity and confidence. You’ll usually need:

  • A pitch deck (10–12 slides: problem, solution, market, business model, team, financials, the request).
  • A business plan.
  • A prototype demo if possible.
  • A clear “ask”: how much money, what for, and what the investor gets in return.

5. Protect Your Idea

  • Consider filing a provisional patent (cheaper, gives time to refine).
  • Use NDAs when talking to manufacturers.

Time Required

This depends a lot on the type of funding and how far along your idea is. Some assumptions have been made but the below could be reasonable:

  • Friends & Family – Days to weeks – Usually the quickest, since it’s based on personal trust.
  • Crowdfunding (Kickstarter, Indiegogo, etc.) – Prep time, Campaign duration & Pay out = ~4–6 months from idea to cash in hand.
  • Government Grants (e.g., Innovate UK, EU Horizon, local business grants) – Application & Review = ~4–9 months.
  • Angel Investors – Finding and pitching, and negotiating: 1–3 months = ~2–5 months.
  • Venture Capital (VC) – Rare at idea stage — they prefer traction. = 3–9 months (multiple pitches, negotiations, legal checks).

Difficulty Level

Generally, it is not easy to gain funding. Developing a product and pitching it for investment often requires different skill sets – often not held by the person with the idea.

External help is often sought. It does however depend on how much money is needed to get through the development and manufacture – this comes down to level of risk for the investor vs reward.

It can be done yourself even if this is not something you are familiar with. However, it is critical that you carry out research into all areas discussed previously.

Common Mistakes to Avoid

  • Pitching too early.
  • Asking for too much or too little.
  • Not understanding your market.
  • Poor pitch materials.
  • No validation from potential customers – care needs to be taken with disclosure.
  • No clear business model.
  • No idea protection.
  • Targeting the wrong investors.

Success Indicators

The main indicator of success is of course money, however, success isn’t all about money.

Ideally you may have a partner that you can work with, or contacts of theirs for manufacturing, or sales avenues.

You may well have a partner that can support you and the decisions made.

Equally you don’t always want an investor that will come in and steal the show. A balance can be key here.

What is a Minimum Viable Product (MVP)?

Simple definition:

An MVP (Minimum Viable Product) is the simplest version of a product that delivers core value to users while allowing teams to test, learn, and improve with minimal effort. It helps to validate a product idea early in the product development cycle.  

In Practise:

Instead of building a full product, teams create a scaled-down version with only the most essential features.  

A company may develop and launch an MVP to: 

  • Get a product into the market quickly. 
  • Test an idea with real users before investing heavily in full development. 
  • Discover what resonates with the target audience and what doesn’t. 

By validating ideas early, an MVP reduces risk and prevents teams from spending excessive time and resources on building a product that might ultimately fail. 

Why it matters:

An MVP reduces risk, saves resources, and validates whether an idea solves a real problem before investing heavily in development. It helps teams avoid wasting time and money on features users don’t need. 

Key components:

  • Core Value Proposition- The MVP must clearly deliver the main benefit or solve the primary problem for users. If this isn’t clear, the product won’t resonate. 
  • Essential Features Only- It should include just the minimum set of features required to demonstrate the product. Extra features can come later once the idea is validated. 
  • Usability- The MVP should be usable, even if minimal, so users can actually interact with it and give meaningful feedback. 
  • Feedback Loop- A way to capture insights, behaviour, and reactions from real users to guide future iterations. 
  • Scalability Path- A clear plan for how the MVP could evolve into a full product if validation is successful. 

Real-world examples:

  • Dropbox- Before building the full product, Dropbox released a simple demo video showing how file syncing would work. The video attracted thousands of sign-ups, validating user demand without writing complex code. 
  • Airbnb- The founders tested their idea by renting out air mattresses in their own apartment and creating a basic website. This MVP proved people were willing to pay for short-term stays in other people’s homes. 
  • Spotify- Launched first as a desktop-only app with just music streaming functionality. Once users validated the concept, Spotify expanded into mobile apps, playlists, and social features. 

Common misconceptions:

  1. An MVP is low-quality: An MVP should be usable and reliable, while it is minimal is should not compromise on execution  
  2. An MVP is the same as a prototype:  They are not the same, a prototype is a quick low-fidelity model, while an MVP is a functional product for user testing and feedback. 
  3. An MVP is only for start-ups: Big companies also use MVPs to test new features, enter new markets, and reduce risks before scaling. 

      Related concepts

      • Prototype: A low-fidelity model to explore an idea before building. 
      • Proof of Concept (PoC): A small test to check technical feasibility. 
      • Iteration: Continuous improvement based on user feedback. 

      What are the stages of the development process?

      Introduction

      Product development can be a daunting undertaking even for experienced businesses. This is partially due to the high degree of uncertainty and up-front cost involved. A significant investment of time and money is required to even find out if you have an idea that is viable, but if you develop well the rewards can be great as well, sustaining a business in sales and reputation for years to come.

      Time required

      Never enough. In this fast-paced global market, companies are endeavouring to get new product to market faster and faster, to capitalise on current trends. You need to beat your competitors to market if you want to stand a chance of establishing yourself.

      On the other hand what you get out of product development is often directly related to what you put into it. If development is too rushed and stages are skipped or truncated, you can fine yourself with a product that is unsuitable and quickly overtaken.

      Balancing these factors is a decision personal to each business and the complexity of the project. On average though, you would want to set aside at least a year to go from start to finish.

      Difficulty level

      As a product design consultancy we have worked with clients at every level of experience, from seasoned developers with a large established company and a household name, to first-time inventors and startups.

      If development is not something you have done before, you will want to familiarise yourself with the general stages to aid your planning and forecasting.

      Phase 1: Conceiving

      This is a process of discovering and defining which includes idea generation, market research and concept development.

      • Idea Generation – A problem is identified and the idea for a solution is conceived of. Every product should start with a problem it is trying to solve – whether this is easy to define like a bottle that solves the problem of transporting liquids, or harder to define, such as a toy that is aiming to engage and entertain a child.
      • Evaluation – Assess the merits and risks of an idea. During this stage a brief and specification should be written to define the problem and allow it to be communicated to others.
      • Market Research – The potential market for the product is assessed; who is the target audience, what competitors are available, where is the gap in the market?
      • Concept development – concepts for potential solutions are refined from the original idea, brief and market research. These define the main features of the product. Multiple concepts are considered and the best is chosen.

      Phase 2: Learning

      The concept is further developed ideas from the previous phase are tested to ensure the assumptions are correct.

      • The chosen concept idea is refined with elements such as general functionality, size, materials, overall shape and form becoming set.
      • Prototypes are made to test the product idea to ensure development is progressing in the right direction and addressing the needs of the brief and gain feedback from the target market.
      • Iteration – learning is taken from the tests and used to re-design elements of the concept, improving it.

      Phase 3: Engineering

      Now that the design concept is set, it needs to be engineered for effective function and efficient manufacture.

      • Design for manufacture and assembly (DFM/DFA) – the product is optimised for production. This will be heavily dependant on the materials and forms required, the factory facilities and the quantity of units being made.
      • Full engineering packs are made containing all the information required for manufacturers to work from.
      • Protection – Patents, design rights and Trademarks may be sought out to protect the design from copy-cats.
      • Sourcing is completed to find manufacturing partners or to acquire parts and materials. A unit cost is agreed.
      • Pre-manufacturing prototypes or Alpha prototypes may be made as a final test of the design.

      Phase 4: Manufacturing

      Investment is made into any tools required for production or any staffing, or material orders needed.

      • Tooling – many products will require some level of tooling, from simple inexpensive jigs and templates, through to complex moulds. There tools will often be designed with the durability to produce tens of thousands of products.
      • Beta/Final Engineering Pilot (FEP) – The first product is produced off the production line but in small numbers to test the tools and process. Once this is approved, this will be signed off by all parties and used as a sample to which future products will be compared.
      • Quality assurance and quality control (QA/QC) – Quality control checks are designed and implemented including safety tests.

      Phase 5: Production

      The product is ready to hit the market.

      • Orders and distribution – the product is made in quantity and transported to where it will be sold.
      • Market launch – Developing a marketing strategy, creating promotional materials, and launching the product to the target market.
      • The performance new product is monitored closely with stakeholders gathering user feedback and planning for future updates and iterations.

      Common Mistakes to Avoid

      • Rushing development – when time crunches and delays happen it can be very tempting to rush ahead, to skip a phase of prototyping, testing or market feedback. This is very high risk. Too many projects have done this in the past only to miss a fatal flaw that has ended up costing more time and money in the long run.
      • Not setting a clear specification and brief at the start of the project – The start of a project is one of the most frantic, development can move quickly and it can be easy to get lost. Whilst it can feel like a dose of cold water, having a detailed and thorough evaluation of the idea and resources at the beginning of a project, with all key parties involved, is crucial. It prevents you from investing in the wrong path and opens up opportunities that you may not have considered.
      • Understanding what you need when and moving sub-stages around if need be – unfortunately the best development path for the product, is not always the best for the business and sometimes investment goals need to be considered and prioritised. If these are understood at the beginning of a project, the two needs can be integrated much better. For example, you may need a good-looking prototype for crowdfunding before the design is fully finalised. This always comes with its own risk and costs of course.
      • Knowing when the product cannot be compromised for business goals – on the flip side, it is important to know the limitations of the design. When making a physical product, we are ultimately constrained by real tangible properties that cannot be overcome. As frustrating as it is for all involved, sometimes the launch date does need to be postponed to do one more test. The worst product PR disasters in history have ignored this fact. Build in contingency for this in your plan.

      What is product development?

      Introduction

      Product development is the process of creating a new product and bringing it to market. This starts with conceiving an idea, creating a brief and goes through several stages, prototyping, engineering, testing until the product is manufactured and sold.

      The product development process includes everything that has to happen before a product can be put on the market. This is a process that requires design, research, prototyping, engineering and testing.

      The development process requires investment and this can be risky, due to the innovation and creative work taking place, which makes accurate forecasting and planning more difficult. However, it can also be enormously rewarding, and the work done here can create value for a company for years to come.

      Some companies focus more on innovation and user needs (design-led), while others focus on technical feasibility or market potential — but in practice, successful product development balances all three: desirability, feasibility, and viability.

      As product designers, this is where we work. Some specialise in specific phases of the development process, but we take projects through from start to finish, concept to manufacture.

      Phase 1: Conceiving & Innovating

      This is a process of discovering and defining which includes idea generation, market research and concept development.

      • Idea Generation – identifying a need or opportunity. Every product should start with a problem it is trying to solve – whether this is easy to define like a bottle that solves the problem of transporting liquids, or harder to define, such as a toy that is aiming to engage and entertain a child.
      • Evaluation – Assess the merits and risks of an idea. During this stage a brief and specification should be written to define the problem and allow it to be communicated to others.
      • Market Research – The potential market for the product is assessed; who is the target audience, what competitors are available, where is the gap in the market? What price will the product sell for, route to market or channels and who are its main competitors.
      • Concept development – concepts for potential solutions are refined from the original idea, brief and market research. These define the main features of the product. Multiple concepts are considered, and the best is chosen.
      • Sustainability – Consider the product’s suitability & inclusivity, assessing the impact on planet and people. Not just the materials but consider life cycle and repair needs.

      Phase 2: Learning & Development

      The concept is further developed; ideas from the previous phase are tested to ensure the assumptions are correct.

      • The chosen concept idea is refined with elements such as general functionality, size, materials, overall shape and form becoming set.
      • Modelled in CAD: The design will be modelled and engineered in 3D CAD such as SolidWorks or AutoCAD.
      • Prototypes are made to test the product idea to ensure development is progressing in the right direction and addressing the needs of the brief and gain feedback from the target market. These would be in the form of rapid prototyping, 3D printed parts or other suitable materials which replicate the final product as closely as possible.
      • Testing – Checking the ergonomics, and integration between parts and subsystems.
      • Iteration – learning is taken from the tests and used to re-design elements of the concept, improving it.

      Phase 3: Engineering

      Now that the design concept is set, it needs to be engineered for effective function and efficient manufacture.

      • Detailed Design & Engineering: This includes development of the CAD models, any circuit schematics and software architecture if it has any electronics. Must consider performance, reliability, designed to meet the necessary safety standards.
      • Design for manufacture and assembly (DFM/DFA) – the product is optimised for production. This includes material selection, tolerance analysis, stress/thermal analysis. This will be heavily dependent on the materials parts and forms required, the factory facilities and the quantity of units being made.
      • Full engineering packs are made containing all the information required for manufacturers to work from.
      • Protection – Patents, design rights and Trademarks may be sought out to protect the design from copy-cats.
      • Sourcing is completed to find manufacturing partners or to acquire parts and materials. A unit cost is agreed.
      • Pre-manufacturing prototypes or Alpha prototypes may be made as a final test of the design. Submitted to gain compliance and necessary certification.

      Phase 4: Manufacturing

      Investment is made into any tools required for production or any staffing, or material orders needed.

      • Tooling – many products will require some level of tooling, from simple inexpensive jigs and templates, through to complex moulds. These tools will often be designed with the durability to produce tens of thousands of products.
      • Beta/Final Engineering Pilot (FEP) – The first product is produced off the production line but in small numbers to test the tools and process. Once this is approved, this will be signed off by all parties and used as a sample to which future products will be compared.
      • Quality assurance and quality control (QA/QC) – Quality control checks are designed and implemented including safety tests.

      Phase 5: Production

      The product is ready to hit the market.

      • Orders and distribution – the product is made in quantity and transported to where it will be sold.
      • Market launch – Developing a marketing strategy, creating promotional materials, and launching the product to the target market.
      • The performance of the new product is monitored closely with stakeholders gathering user feedback and planning for future updates and iterations.

      Key Takeaways

      • Product development is the process of creating new products and bringing them to market.
      • The product will go through many iterative development stages where the idea will be tested and refined.
      • The more time and money can be invested into development, the better the final product will be. Conversely, if development is rushed, the product is more likely to fail or face fierce competition.

      What is the difference between product design and industrial design?

      Quick Answer

      Both industrial designers and product designers focus on creating products that offer the best possible customer experience.

      However, a product designer typically possesses deeper knowledge of the technical aspects involved in making and delivering a product, including manufacturing methods and engineering details.

      Overview

      Industrial design originated as a term in the 1950s, especially within the American automotive industry where designers aimed to update cars’ form, colour, and materials to encourage customers to purchase new models.

      Today, industrial designers play a much broader role. They participate from the earliest stages of a project, ensuring that the end-user’s needs are always central to product development.

      Modern industrial designers coordinate with multiple teams, influencing not just appearance (colour, materials, form—known as CMF) but the entire customer experience.

      Product design as a profession emerged to describe specialists who combine a customer-centred mindset with a deep understanding of technology and manufacturing.

      Product designers work closely with the technical properties of materials and manufacturing processes to ensure their design can be efficiently built and delivered to the market.

      In short, industrial design leans more toward artistic vision and broad customer experience, while product design combines this with detailed technical and manufacturing expertise.

      Key takeaways

      • Industrial design is a more artistic-focused discipline that also considers basic technical requirements in creating products.
      • Product designers have a deeper technical understanding of materials, technology, and production, enabling them to deliver more practical, market-ready solutions.
      • Both professions keep the user’s needs at the core of their process, but product designers often bridge the gap between design and engineering.

      Related questions

      • What is human-centred design?
      • What is design thinking?
      • What is the difference between product design, UI/UX design, and industrial design?

      What is the product life cycle?

      Introduction

      The term product life cycle can refer to two different concepts:

      • The life of the physical components of a singular product from raw material, through production and use to disposal. This is generally used in sustainability contexts.
      • The collective life of a model or product line, from introduction into the market through to decline. This is generally used in marketing and business contexts.

      Why it matters

      The product lifecycle matters because it provides a way to understand how a product behaves in the market over time and how businesses should adapt their strategy, investment, and resources accordingly.

      It helps businesses make the right decisions at the right time, maximizing value from each product while preparing for what comes next, whilst considering the environmental impact it will have.

      Components to Product Lifecycle

      Environmental Product Lifecycle

      The journey of a product, all the way from raw materials, through manufacture, sales, use and disposal, ideally coming back around as the waste is recycled into new products. Connecting the end of one life cycle to the beginning of another is a key goal of circular design.

      • Raw material extraction – this is the mining, growing of raw materials from the earth. In the case of recycled materials, this is replaced with a process of material collection.
      • Material refinement – The raw material is processed into a form used in the direct manufacture of the product. This can include several stages, for example wool requires scouring, sorting, carding, spinning and dying.
      • Production – The individual parts are made using the refined materials and assembled into the product.
      • Distribution – The products are transported to where they are sold.
      • Retail – The product is displayed and sold.
      • Use – The product is used. This can include both primary and secondary purposes, with cycles of repair and maintenance.
      • Disposal – The product is discarded or recycled.

      Examples

      • Switching from plastic single use shopping bags to cotton re-usable bags greatly improves environmental impacts in the disposal phase as cotton is biodegradable, however the cotton requires water and fertiliser to grow. This means that it needs to be re-used over 200 times to be a more environmentally friendly option overall.
      • Making a bench from wood rather than steel makes it biodegradable and renewable, likely reducing environmental impact during raw material extraction and disposal stages, but this may have negative effects during production and use phases, as it may not last as long and will require regular coats of potentially toxic preservatives.
      • Using a more durable material can extend the use stage, but it may be heavier, increasing energy use during the distribution stage.

      Marketing Product Life Cycle

      This is the length of time that a good or service is available to customers. It shows and measures the popularity and marketability of a product.

      • Development – This is everything that has to happen before the product hits the market including idea conception, development, design, testing, and production.
      • Introduction – the product is launched on the market. At this stage the main challenge is to ensure that potential customers know about the product, understand its value, and can access it. This is when the product needs to make a strong first impression with early adopters.
      • Growth – During this stage the product starts to take off in terms of popularity and sales, and profits increase.
      • Maturity – The most profitable stage of the product life cycle. A company will get the most customer feedback during this stage, which can be used to innovate the next generation of products.
      • Decline – As competition increases and the market climate changes, the product becomes less suited and sales decrease. A decision is made whether to move to new markets and target new customers or whether to withdraw the product entirely and focus on newer offerings.

      Key Takeaways

      • Using this model allows developers to plan for the future of the product and schedule investment accordingly.
      • Generally the aim is to expand the growth phase as much as possible by increasing demand and reducing competition.
      • This can be done by investing early in marketing, patents, and most crucially of all: good design.

      What is the Double Diamond process?

      Quick answer:

      The double diamond design process is a visual framework developed by the UK Design Council that breaks problem-solving into four stages: Discover, Define, Develop, and Deliver. It is a simple way to describe the steps taken in any design and innovation project, regardless of methods and tools used. 

      Overview:

      The double diamond design process helps teams or designers tackle complex challenges by guiding them through creative problem-solving in four clear stages. The Double Diamond is made up of two phases (double diamond), the first focuses on understanding the problem through research and defining the problem or challenge and the second focuses on creating the solution by creating multiple solutions, testing and implementing the most successful.  

      The framework ensures that designers don’t rush to solutions but instead understand the problem deeply before developing and testing ideas. It is widely used in design thinking, service design, and product development. 

      Detailed Explanation:

      1. Origin and purpose
        • Created by the UK Design Council in 2003, the double diamond provides a clear, structured model for creative problem-solving. 
        • Its two “diamonds” represent two cycles of thinking: problem exploration and solution development. 
        • The four stages
          • Discover: Helps people understand what the problem is, without assuming, through research, gathering insights and spending time with people affected by the issues.  
          • Define: Insights gathered from the define phase can help narrow down findings to clearly identify the problem or challenge in a different way. 
          • Develop: Encourages people to explore multiple solution ideas, generate and prototype 
          • Deliver: Involves testing out different solutions, refining the ideas that work, rejecting those that don’t and implement the most effective solution. 
        • Why it works
          • Balances exploration and focus- By moving exploration and narrowing down ideas, it ensures that teams consider a wide range of insights and ideas before implementing 
          • Prevents solving the wrong problem– Through the discover and define stage research and insights a real problem is addressed 
          • Encourages iteration and testing– The second half of the diamond ensures ideas are testing and refined leading to more user-centred, effective solutions.  

        Key takeaways:

        • It is built on two cycles: first to fully understand the problem, then to develop the solution. 
        • The four stages are: Discover, Define, Develop, Deliver. 
        • It emphasizes solving the right problem before creating the right solution. 
        • The model encourages user-centred, research-driven design and reduces the risk of solving the wrong problem. 

        Related questions:

        • What is product development? 
        • What are the stages of the product development process?

          What is 3D printing?

          Overview:

          3D printing is a method of creating physical 3D models from digital files. There are many different kinds of 3D printing but in essence they work a lot like 2D printers except instead of the head moving in 2 dimensions to create a pattern of ink on paper, the printer head can move in up and down as well to build up a 3D object layer by layer. Each layer is a thin slice or cross section through the object that is created from the CAD model using 3D printing software.

          Despite the perception that 3D printing is very new, the first printer was actually made in 1987. However, it is only recently that the technology has become simple and cheap enough for the average person to access.  

          What are the different types of 3D printing?

          These are the most common types of 3D printing: 

          FDM- These melt plastic filament and push it out through a computer controlled nozzle, somewhat like a glue gun. This builds up your model layer by layer by tracing out the shape of each cross section on a glass plate. There are often different quality options based on individual layer height. A larger layer height will be much quicker but may be more visible once the print is finished especially on curved surfaces where it can create a stepped appearance. Post processing is sometimes done to remove this.  

          FDM tends to be the fastest and cheapest 3d printing method but the least accurate.  

           

          SLA and DLP- Use point lasers or UV light sources to cure a layer of plastic resin. SLA is more complicated but can create smoother finishes and transparent parts making them good for visual prototypes. As they use a UV resin to cure, they should be kept away from the sun, or they will yellow. They also tend to be weaker and more brittle than other kinds of print which often makes them less suitable for functional parts.  

          There are more ways to 3D print, but they tend to have more niche uses or still be quite early in their development.   

           

          SLS, DMLS and SLM – Use lasers to selectively fuse a tiny section of powdered material. This can be plastic or metal. A thin layer of powder is deposited onto a platform at a time and the structure slowly builds upwards. The un-sintered powder can act as a support material. These parts tend to be very strong but somewhat powdery in appearance which can be improved with post processing. This process is one of the more expensive to run due to the large amount of maintenance and cleaning.  

          What is support material?

          Support material is a structure that is not part of the model being printed but is used to support it like a scaffold during printing. This is necessary for undercuts in FDM or for any SLA/DLP. In FDM this can sometimes be a separate material. PVA is often used as it is water soluble so to remove it from the print requires soaking the part in a bath of water. In SLA this will be the same resin from which the part is made, instead it is designed to have a weaker structure. This must be removed by hand after the part is printed. 

          The used of 3D printing in design 

          Can I use 3D printing to manufacture my product?

            For most products 3D printing is unlikely to ever become the most economical option for manufacture. Whilst there are great news articles about everything from 3D printed hearts to 3D printed homes, a lot of these fall into 3 categories:  

            1. 3D printing a bespoke design

              This is the most common use of 3D printing and includes 3D printing prototypes. Handmaking a custom product with traditional methods can be very expensive and labour intensive.  

              Many of the mass manufactured products that you use each day require tooling for plastic and metal parts. This tooling is an expensive upfront investment that allows manufactures to create many identical products relatively cheaply compared to fabricating products from sheet or bought-in parts. A tool must be used to make many products in order to be cost effective, so making single bespoke products has always had a high cost. 

              In making a bespoke product or prototype there are 2 main associated costs: design and production. 3D printing drastically reduces the production cost as there is much less labour involved. Designers can also take some shortcuts when designing for 3D print as the tooling does not need to be designed and parts do not require draft angles or similar.  

            2. 3D printing a complicated design

              Products including high precision industrial parts, art pieces and even biological organs are only possible because of developments in 3D printing.  

              Some complex shapes are very difficult to manufacture, especially those with a lot of detail on both the inside and the outside surfaces and/or undercuts. In the past these were often made by breaking the design into smaller pieces which were then assembled. This was both expensive and created more points of failure.  

              Because 3D printers create everything layer by layer, they can access areas of the part that would otherwise be hidden. This has created a boom in innovative new designs that rely on 3D printing to create ‘impossible’ shapes.  

            3. 3D printing small batches quickly and cheaply 

            Designing a product for manufacture is a long and expensive process. Generally, in mass manufacture, the more time is spent up-front, engineering the product and working with manufacturers to create the most effective tools, the cheaper and more reliable the end product will be. A typical time for making an injection moulded tool for a plastic part (such as the lid for a biro) could be around 6-10 weeks. Often for small parts such as these, the tool will have multiple ‘impressions’ in them which allow them to make many pen lids at once. This reduces the cost per pen lid.  

            Perhaps you need a prototype to test before you commit to tooling? Perhaps you want to try out two different variations in the market and see which is more popular. Perhaps you just want a small number of units to show to investors. If you don’t yet have the time or money to commit to tooling, 3D printing is a great option.  

            3D printing is very commonly used for prototypes, small testing batches and promotional items. This is the main way we use 3D printing at Bang. 3D printing is a great way to test  

            The (current) limits of 3D printing

            • High quality 
            • Specific material properties 
            • Mix of materials 

            3D printing is a very useful tool but it has limits. Generally it can only use a limited selection of materials and cannot print dissimilar materials at the same time such as plastics and metals.  

            3D prints are often more either fragile than the final production product or lack some of the functionality (flexibility, transparency) 

            To get the most out of a 3D print they still need a lot of finishing. A lot of examples of 3D prints you may have seen will not have come straight off the printer like that, they will have been cleaned up and finished by a professional. Burs and excess material need to be removed, the surface often needs to be smoothed either by sanding or using chemical baths, and colour or graphics are added.  

              Behind the scenes of creating a good 3D print

              3D printing makes it easier to take an unfinished design and make a rough prototype quickly and has given the ability to make models to a greater number of people but to get the most out of 3D printing, some design expertise is needed. We have followed 3D printing developments closely and have learned how to make things quicker, stronger and more accurately. Simple changes to the design can save a lot of time and money and make the print more likely to succeed. Without this thinking there will likely be a few failed prints before the final success.  

              Why should I 3D print my design?

              3D printing is an excellent way to test the design early on. Making physical models early on lets you get a feel for the design, especially for anything that is to be held in the hand. Learning.  

              We often use high quality 3D prints that have been finished and painted as demonstration models to sell the idea to a company or investor. Most crowd funding such as Kickstarter is done using early prototypes, many of which are 3D prints. Having a detailed and relatively cheap model can help secure funds for your project.  

              How much does 3D printing cost?

              The price of 3D printing varies a lot based on what materials you want and how complicated they are or how large. For something roughly the size of a cup, you could be looking at anything from about £50-£2000 for the print itself without finishing, depending on materials. Generally if you are printing in plastic, the more time consuming and expensive with be the creation of the CAD model from which the print is made as there is design thinking needed here.  

              What are the differences between product design, industrial design and UX design?

              Quick answer:

              Product design is best for creating and developing products that solve real user problems while meeting business goals. 
              Industrial design is better when the focus is on the physical form, materials, ergonomics and usability of objects that are manufactured. It focused more on the tangible aspects of a product.  
              UX design is best when the priority is a digital product, service or system. It ensures that they are easy to use, intuitive and solve a problem.  

              At a glance:

              Aspect Product Design Industrial Design UX Design
              Focus Products that balance function, usability, and business goals  Physical products: form, ergonomics, aesthetics, and manufacturability  Digital interactions and user experience  
              Output Can include both physical and digital products  Tangible objects that can be manufactured  Interfaces, apps, websites and digital services  
              Key skills Design thinking, strategy, prototyping, cross-functional collaboration  Ergonomics, material science, CAD modelling, prototyping  Wireframing, user flows, usability testing, interaction design 
              User centred? Yes, but balanced with business and technical needs  Sometimes, but often manufacturing-driven  Yes, strong user focus based on user research 
              Tools Prototyping tools, CAD, design sprints  Sketching, CAD, 3D modelling, material sampling  Figma, sketch, user flows, usability testing 

              Detailed comparison:

              When to choose product design:

              • You need a blend of physical and digital thinking. 
              • Your priority is balancing user needs, business goals, and technical feasibility. 
              • You have constraints that involve both physical and digital touchpoints (e.g., smart devices). 

              When to choose industrial design:

              • You need expertise in shaping physical products. 
              • Your priority is manufacturability, ergonomics, and aesthetics. 
              • You have constraints related to materials, costs, and production methods.

              When to choose UX design:

                • You need expertise in digital interactions and user research. 
                • Your priority is creating seamless, intuitive digital experiences. 
                • You have constraints around usability, accessibility, and interface design.

                Detailed analysis:

                Product design is the process of creating and developing products that solve real user problems while meeting business goals. It involves understanding user needs, defining requirements, and designing solutions that are functional, usable, and appealing. It’s a multidisciplinary field that blends design thinking, user research, prototyping, and testing. 

                Industrial design is the process of designing and developing physical products that are both functional and aesthetically appealing. It focuses on the form, materials, ergonomics, and usability of objects that are manufactured. Industrial design is more concerned with the tangible aspects of a product: how it looks, how it feels in the hand, how it can be produced efficiently, and how it fits into everyday life. 

                UX design (User Experience design) is designing digital products, services, and systems to ensure they are easy to use, intuitive, and enjoyable for people. It’s not just about how something looks, but how it works from the user’s perspective covering the entire journey from the first interaction to long-term use. 

                Bottom line:

                Choose product design if you’re looking for a broad, end-to-end solution that balances form, function, and usability. Go with industrial design if your challenge is strictly about physical products and manufacturing. Opt for UX design when your focus is on digital products, services, and user interactions.

                    Behind the scenes of creating a good 3D print

                    3D printing makes it easier to take an unfinished design and make a rough prototype quickly and has given the ability to make models to a greater number of people but to get the most out of 3D printing, some design expertise is needed. We have followed 3D printing developments closely and have learned how to make things quicker, stronger and more accurately. Simple changes to the design can save a lot of time and money and make the print more likely to succeed. Without this thinking there will likely be a few failed prints before the final success.  

                    Why do products fail?

                    This is a guide aimed primarily at start-ups and inventors. Throughout the years we have helped many projects to market but there are still a number who fail. Here we try to share our learning so that you do not fall into the same traps. 

                    The wrong product for the wrong market

                    It can be easy to get caught up in the excitement of an idea without checking that early assumptions are correct.  

                    • Is the target market really as big as you think it is? – you will never achieve 100% market penetration, so what is a realistic volume?  
                    • Does the target market want what you think they do? – perhaps new needs have come to the forefront.  
                    • Is the market already fully saturated with competitors – does your idea have enough unique selling points to stand out? 
                    • Is the intended price something your target market would be willing to pay? 
                    • Will this product go out of fashion quickly? – products based on trends need to move incredibly quickly and have a strong marketing push behind them.  

                    This is why we always recommend an evaluation and research stage to evaluate risk and seek out opportunities that may have been missed.  

                    Can your product be manufactured to cost?

                    You might have a brilliant product idea that your target market would kills for and no one has done before- but there might be a very good reason for this.  

                    It is important to consider manufacturability early. Designing for mass production is very different from making bespoke craft items and every penny counts.  

                    It might also be that the technology is not quite there to achieve what you want.  

                    Of course, as designers a lot of what we do is overcoming these sorts of problems. Development is all about producing at the cutting edge and making something new and innovative. The main difference this will make is budget – the more unprecedented the design, the more research and development will be required.  

                    When to choose product design:

                    • You need a blend of physical and digital thinking. 
                    • Your priority is balancing user needs, business goals, and technical feasibility. 
                    • You have constraints that involve both physical and digital touchpoints (e.g., smart devices). 

                    The people

                    It takes a team to bring a project to market. If you are a new business many of these people will be new to you, it is likely that you started this development journey with only 1 or 2 of you but if you want to start a business you will likely need a lot of help.  

                    Sometimes a person is perfect for one stage of the process but unsuited to another. This is perfectly normal. The important thing is to recognise this. The  

                    Sometimes two people will be perfect for the project but will just not get on. Remember that your lives will be changed by this project if you want it to be successful. You will likely have to work less hours or quit your jobs at a certain point and dedicate a lot of time to this. This can strain any relationship.  

                    Running before you can walk

                      There is tremendous pressure on a creator to get the product to market as quickly as possible. This is both due to the need to hit the market before your competitors, to get an influx of money, and also just due to the high excitement. At the beginning of a project everything seems to be moving so fast and changing so much but as it goes on you will find that what appear to be much smaller changes will take much longer. This is because the design gets steadily more detailed and attention must be paid to smaller things. By the time you have tooled your product you will find a lot of time being spent getting the tolerance just right for the perfect fit between parts or achieving the exact shade of red you wanted.  

                      Too many of our clients encountered problems because they wanted to push the development to the next stage early. Sometimes more testing and assessment is required before the next big financial commitment. In the long run this can end up costing a lot more money as parts need to be re-designed later when you do have a chance to test them fully.  

                      Of course you also don’t want to grind to a halt and certain risks must be taken. It is a balancing act and it is worth listening to all the voices of experience in different departments and taking these into account. 

                      Money

                      The sad truth is that it costs a lot of money to take a project to market and not everyone has this available. There are several good ways of getting more: grants and investors. And several bad ways: mortgaging the house, spending the last of your savings.  

                      Ideas typically require between 8k and 20k to get to a full works like looks like prototype.  

                      Things that cost more money: 

                      • Is your product very large? 
                      • Does your product involve custom electronics? 
                      • Does your product require extra safety testing or medical certification? 
                      • Does your product use expensive or rare materials 
                      • Is your product mechanically complex? 
                      • Does your product need to be waterproof 

                      Tooling

                      Tooling is a catch all term for any production mould or jig that is created just for your product. Some tools are much more expensive than others.  

                      Common processes that require tooling are:

                      Injection moulding-

                      This is how most plastic parts are made. Headphones, Tupperware, razors, some chairs. This can create relatively complex parts in one go. It is very fast and can be very accurate. This process tends to save a lot of product cost but increase your upfront investment. Aluminium alloys can also be injection moulded but this is much more expensive.  The tooling cost will be based on the size and the complexity of your part. Tooling takes 6-10 weeks as the mould must be carved out of a solid block of steel. For this reason it is generally only used if you plan to make at least 3000 products.  

                      Casting-

                      Generally how metal parts are moulded. The complexity and scale of this can vary greatly from sand casting to lost wax casting to die casting. Generally the softer and lower the melting temperature is for your metal, the greater accuracy that can be a chieved at a lower investment cost. More basic casting processes might be suitable for lower volume runs in the 100s rather than 1000s.  

                      Blow moulding-

                      This is used for plastic parts to create a hollow form. Drinks bottles are commonly blow moulded but also larger lightweight items such as children’s toys (like the little Tikes car). First plastic is inserted into the steel mould and then air is blown in to inflate the part.  

                      Vacuum forming-

                      Rather than requiring molten plastic, here a plastic sheet is heated until it is soft and flexible. It is then stretched over a form and the air is sucked out, pulling the plastic tight to the shape underneath. This is often used for blister packaging and trays, but when using thicker plastic is also suitable for panels. This is also suitable for lower volume runs.  

                      Extrusion-

                      This is for making a long shape with a consistent cross section (such as a pipe). The plastic or metal (commonly aluminium) is forced through a die, like play dough through a shaper and cost is given by the meter. This can be a cheaper option than injection moulding if the part is suitable.  

                          Crowd funding will not pay for your development. This is a common misconception but crowd funding only really pays for the development if people are willing to give without receiving. This can happen for charity or good cause products, or if people are willing to pay above the rrp. This can happen if your product is truly a must-have, if having a ‘first edition’ would be valuable or if you are making something artistic like a book, replica or film project.  

                          For all of our clients who have crowdfunded it was a way of getting free marketing, proving to potential investors the demand for the product and paying for the first order. This is still very valuable as the first order of products can be a lot of money. Generally the minimum order quantity is between 3,000 and 5,000 but they can sometimes be negotiated down if your project is particularly high margin or if you are willing to increase the unit cost.  

                          How to avoid these issues:

                          When making your first product consider starting simple: 

                          • Develop a product in a category you know – A dog toy if you already make pet products, a makeup brush if you sell beauty products. Working in an industry you know will help enormously.  
                          • Start small – You have a great idea for a car washing robot. It will do everything, interior and exterior, for cars, vans and even tractors! You haven’t worked out the details yet but it’s going to be great. You also have an idea for a car windshield washing brush. It has noticeable benefits over other brushes and you think your robot could use it but it’s a little dull compared to developing a robot. If this is your first development project stop; develop the brush. It may be less exciting but it has a clear market, achievable USPs, and won’t bankrupt you. The development process is exciting enough, even the simplest of products will teach you a lot. Once your brush is a big success you can always go back to the robot.  
                          • Be ready to compromise – The development process is somewhat unpredictable. There is a cycle of problem, idea, implementation, testing and review. At some point it may become clear that your dream idea has some flaws. It is not the best solution to the problem, it has some safety risks, it is too expensive. You will need to be flexible. Find the core of what makes your idea special and stick to that, be willing to change everything else. Beware of the sunk cost fallacy.  
                          • Design for the market – Who are you selling this to? How do they buy things? How you are planning to sell your product can have a huge effect on target cost, packaging and even the shape of the product. Are your target market willing to do some self-assembly? Perhaps you can save on shipping by creating a flat-pack design. Are you selling through retail outlets or direct via your own shop or website? Without a middle man your unit cost can be a lot higher without cutting into your margin. These are things that ideally need to be known early in the development process.  

                          © Bang Creations | Terms & conditions | Privacy | FAQs
                          © Bang Creations | Terms & conditions | Privacy | FAQs
                          © Bang Creations | Terms & conditions | Privacy | FAQs