3. Learn about
• Circular design strategies
• Circular business models
Practice
• Pressure cooker process
THIS WORKSHOP
4. Apply new knowledge to your proposition
• Experience a circular way of working
• Be challenged to make choices
• Start the journey, risking discomfort and
confusion
• Get you curious
PRESSURE COOKER PROCESS
5. PRESSURE COOKER PROCESS
• Select a product
• Identify value destruction
• Formulate a design challenge: avoiding value destruction
• Apply a design strategy
• Apply a business model
6. SELECT A PRODUCT
• Relevant product in your
portfolio
• Don’t you work with products?
Choose
• Mobile phone
• Baby buggy
• Product you are familiar with
Example
Jeans
8. • Ecological value
• Economic value
• Consider the process
• Sourcing
• Production
• Use
• End-of-life
Jeans
Sourcing & Production
• Much water needed and polluted for
growing and dyeing cotton
Use
• Lifespan shorter than technical
lifespan, due to fashion trends
End-of-life
• Often in trash: all ecological and
economic value is wasted
IDENTIFY VALUE DESTRUCTION
Jeans
Sourcing & Production
• Much water needed and polluted for
growing and dyeing cotton
Use
• Lifespan shorter than technical
lifespan, due to fashion trends
End-of-life
• Often in trash: all ecological and
economic value is wasted
9. DESIGN CHALLENGE
Avoiding value destruction
=
A circular opportunity
• How can you increase the
value of the product /
component / material?
• How can you win back the
product / component /
material?
• Formulate your design
challenge
Jeans
Focus on longer use
• Customize jeans for attachment
and longer use
Focus on end-of-life
• Collect jeans for re-use of jeans or
textiles
Design a product and business
model that allows for efficient re-use
10. PRODUCTS THAT LAST
• TU Delft study
• Give substance to ‘too general terms’ of circular design
• Starting point: ‘longer than average’ usage
• 6 design strategies
• 5 archetype business models
12. 1. Product Attachment & Trust
Patek Philippe watch to be inherited
What?
Product design tempts the
user
Why circular?
User feels connected to the
product and uses it for
generations
CIRCULAR DESIGN STRATEGIES
Product
Component
13. 5. Upgradability & Adaptability
Project Ara modular smartphone
Product
Component
What?
Product can easily be
adapted during use
Why circular?
Product can be kept up-to-
date to answer changing
customer needs
CIRCULAR DESIGN STRATEGIES
14. 6. Dis & Reassembly
Philips SlimSystem LED
CIRCULAR DESIGN STRATEGIES
Product
Component
What?
Allows components to be
taken apart easily
Why circular?
Low effort to re-use
materials and therefore high
material recovery rate
15. DESIGN STRATEGY APPLIED
Apply a design strategy
Design strategies
1. Attachment & Trust
2. Product Durability
3. Standardization &
Compatibility
4. Ease of maintenance & Repair
5. Upgradability & Adaptability
6. Dis & Reassembly
Jeans - focus on re-use
Entire jeans
• Attachment & Trust:
customizing by user
• Upgradability & Adaptability:
variable length of trouser leg
Material
• Ease of maintenance & Repair:
replaceable button
16. RAPID WRAP-UP
• Your product and design challenge
• The design strategies applied
• Your considerations regarding the design strategy
• The potential outcomes
17. Product
Service
Sell more, sell faster
1. Classic long-life model
2. Hybrid model
3. Gap-exploiter model
4. Access model
5. Performance model
CIRCULAR BUSINESS MODELS
18. 1. Classic long-life model
Miele washing machine with long lifespan
Product
Service
What?
Sell high-quality products,
often with premium price
Why circular?
Products have a long
lifespan
CIRCULAR BUSINESS MODELS
19. 3. Gap-exploiter model
Taurus refurbished milking robots
Product
Service
What?
- Repair service
- Second hand trader
- Efficient reversed logistics
Why circular?
Avoid value destruction by
refurbishing and reselling
product, components or
material
CIRCULAR BUSINESS MODELS
20. 5. Performance model
Rolls-Royce leasing aircraft engines by force/hour
Product
Service
CIRCULAR BUSINESS MODELS
What?
Sell product performance,
rather than the product itself
Why circular?
Allows a higher occupancy
rate of the product. Repair
can be controlled and
optimized
21. APPLYING BUSINESS MODELS
Apply a business model
Business models
• Classic long-life model
• Hybrid model
• Gap-exploiter model
• Access model
• Performance model
Jeans
Classic long-life
• Premium price for quality and
personalisation
• Offer accessories and services
Gap-exploiter
• Buy back jeans after use
• Clean and repair jeans
• Sell jeans in secondary market
22. • The archetype business models applied
• Your considerations
• The interaction between design strategy and business model
• Whether there is a chance of meeting the design challenge
RAPID WRAP-UP
