SUMMER TRAINING REPORT ON

FACTORS INFLUENCING PRODUCT DESIGN- A CASE OF ACCENTURE NA.

Undertaken at

“ACCENTURE PVT. LTD.”

Submitted in partial fulfillment of the requirements for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

By

“SUJAL JAIN”
“052320601721”

TRINITY Institute of Professional studies

Guru Gobind Singh Indraprastha University, Delhi
 CONTENTS
Topic Page No

Certificate -

Summer Training Appraisal

Acknowledgement -

Executive Summary -

Chapter I: Introduction -

Chapter II: Review of Literature -

Chapter III: Research Methodology (In case of Primary Data)

a.) Objectives of the study
b.) Research Design
c.) Data Collection
d.) Data Sampling
e.) Statistical tools used

Chapter IV: Data Analysis & Interpretation

Chapter V: Findings

Chapter VI: Conclusions & Suggestions

References/ Bibliography
 To Whom It May Concern

I SUJAL JAIN Enrolment No. 05320601721 from B B A -V Sem of the Trinit y

Institute of Professional Studies, Delhi hereby declare that the
Summer Training Report BBA entitled FACTORS INFLUENCING
PRODUCT DESIGN - A CASE OF ACCENTURE is an original work and the
same has not been submitted to any other Institute for the award of any other
degree. A presentation of the Summer Training Report was made on
and the suggestions as approved by the faculty were duly incorporated.

Date:
Signature
Sujal Jain
 Certified that the Summer Training Report submitted in partial fulfillment
of Bachelor of Business Administration (BBA) to be awarded by G.G.S.I.P.
University, Delhi by SUJAL J A I N , Enrolment No. 05320601721
has been completed under my guidance and is Satisfactory.

Date:
Signat
ure

Dr. Kriti Tanwar

Asst. Professor V
 ACKNOLEDGEMENT

I express my sincere gratitude and thanks to Dr. Kriti Tanwar for giving me an
opportunity to enhance my skill in my project. I am thankful for her guidance,
patience and consummate support. I extend my heartiest thanks to her for enlightening
my path. Without her sincere advice, this project has been impossible. I would also
like to thank “Accenture” for giving me this opportunity to intern the product design o
Moreover, I would also like to thank the various people who were involved with this
project and gave me invaluable guidance in this regard. Without their help, this
project would not have been as comprehensive and detailed as it is.

I also feel grateful and elated in expressing my indebtedness to all those who
havedirectly or indirectly helped me in accomplishing this project.
 EXCECUTIVE SUMMARY

The visual appearance of products is a critical determinant of consumer response and product
success. Judgements are often made on the elegance, functionality and social significance of
products based largely on visual information. These judgements relate to the perceived attributes
of products and frequently centre on the satisfaction of consumer wants and desires, rather than
their needs.

Users’ requirements of designed products have frequently been compared to Maslow’s hierarchy
of needs. This suggests that once issues of utility, safety and comfort have been satisfied,
emphasis may shift towards the decorative, emotional and symbolic attributes of design. Thus,
depending on motivation and context, a product’s perceived attributes may be of greater
importance than its tangible properties. This is because appearances are important, and
‘consumers don’t just buy a product, they buy value in the form of entertainment, experience and
identity

The need for a review and framework There is a wide variety of literature related to response to
product appearance. When surveying this literature, boundaries can be difficult to establish as
‘almost everything encountered found to have some potential relevance to human perception of
products In addition to design research, fields of interest typically include aesthetics,
psychology, consumer research, sociology, marketing and semiotics. Crozier and Bloch have
drawn together ideas from many of these fields and presented excellent overviews of response to
design. Subsequently, there have been a number of significant contributions to understanding
how product design influences response. In particular, Mono and Coates have offered new
theories on product design that expand upon specific areas described by Bloch and Crozier. To
date, the theories presented by these authors have not been reviewed and considered against the
context of other work. Consequently, many of the ideas presented in the literature have not been
connected even when they are complementary. Work is often presented without reference to that
which precedes it and new language is developed for concepts that have already been described.
To some extent this may be accounted for by (even excellent) texts being out-of-print, difficult to
locate or generally not well known.

In addition to the absence of a comprehensive literature review, the existing models and
frameworks have not previously been integrated to form a general and coherent perspective. The
detailed frameworks related to specific aspects of product appearance are not set within the
context of a more general theoretical framework. Consequently, there is little support available
for categorising and structuring the relevant literature. This hinders the development of a proper
understanding of the subject and may lead to failure in appreciating the relevance of each
contribution. Indeed, when considering the subject of consumer response to product design
Veryzer commented that ‘progress has been greatly impeded by the lack of a conceptual
framework.
With this project, I hope to demonstrate how the organization I work for uses Product design
simulation what advantages it offers and any potential problems. However, its benefits ultimately
outweigh all of its negatives.
CHAPTER I
INTRODUCTION
Product design is the process of identifying a market opportunity, clearly defining
the problem, developing a proper solution for that problem and validating the
solution with real users.

DESIGN THINKING AS THE FOUNDATION FOR THE DESIGN PROCESS

Design thinking is a method for the practical resolution of problems. Originally

coined by David Kelley and Tim Brown of IDEO, design thinking has become a
popular approach to creating products. This approach encapsulates methods and
ideas of human-centered design into a single unified concept. According to Tim
Brown:

Design thinking is a human-centered approach to innovation that draws from the

designer’s toolkit to integrate the needs of people, the possibilities of technology
and the requirements for business success.

1. What problem are we solving?

2. Who has this problem?
3. What do we want to achieve?
these questions helps designers understand the user experience of a product as a
whole, not purely the interaction (feel) or visual (look) part of design. Only after
answering these questions does it make sense to move to finding a solution for the
problem.
Finding a solution to a problem includes the following five phases:
 Empathize
Learn about the people for whom you are designing. Conduct research to
develop a deeper understanding of your users.
 Define
Create a point of view that is based on user needs and insights.
 Ideate
Brainstorm and come up with as many creative solutions as possible.
Generate a range of potential solutions by giving yourself and your team
total freedom.
  Prototype
Build a prototype (or series of prototypes) to test your hypothesis. Creating a
prototype lets designer see if they’re on the right track, and it often sparks
different ideas that you wouldn’t have come up with otherwise.
 Test
Return to your users for feedback.
While design thinking is simply an approach to problem-solving, it increases the
probability of success. That’s because design thinking is focused on understanding
people's needs and discovering the best solutions to meet those needs.
RATIONALE FOR CHOOSING THE TOPIC

In an era where the only constant is change, our culture as consumers is always evolving. With
technology playing an increasingly central role in our daily lives, In the present context the
companies operate on the principle of natural selection - "Survival of The Fittest". Only those
companies will succeed which at best match to the current design imperatives - those who can
deliver what people desire in different forms of technology to satisfy their needs. So how does
product design fit into the way we consume goods and services? Organizations gain market
leadership by understanding consumer needs and designing products that delight consumers. If
customer value and satisfaction are absent, no amount of promotion or selling can be
compensating. Hence the aim of is to design a product is to meet the aspiration of consumers
 OBJECTIVES

1. To Identify what factors constitute to effective product design.

2. To track how a product design corresponds to market share and target new
market segment.

3 To find how Product design enables profits in long term.

4.To Analyse how product design implements the idea of a new product.
CHAPTER 2

REVIEW OF
LITRATURE
DESIGN PROCESS

Now, with an understanding of what design thinking is, it’s time to define the design process. The design
process is a series of steps that product teams follow during the formulation of a product from start to
finish. Having a solid well-structured process is essential for two reasons: It helps you to stay focused
and helps you to stay on schedule.

While it’s impossible to provide a universal design process that fits all projects, it’s still possible to
describe a general flow for designing new products. This flow includes the following steps:

1. Defining the product vision

2. Product research

3. User analysis

4. Ideation

5. Design

6. Testing and validation

7. Post-launch activities

1. Define Product Vision And Strategy

One of the most important phases of product design is actually done before the design process even
starts. Before you start building a product, you need to understand its context for existence. It’s the time
when the product team must define the product vision and product strategy.

Have you ever worked on a project whose overall goal was not clear? In which the people involved in
the design and development only vaguely understood the purpose of the product? Quite often this
happens because there is no vision for the product. Unfortunately, this scenario happens all too often. In
most cases, this has negative consequences. As the old Japanese proverb goes, “Vision without action is
a daydream. Action without vision is a nightmare.”

Every design project needs a product vision that sets the direction and guides the product development
team. Vision captures the essence of the product — the critical information that the product team must
know in order to develop and launch a successful product. Vision helps build a common understanding
of “what we are trying to build here and why.” Vision also helps you to define what you are not building.
Being clear about the boundaries of your solution will help you to stay focused when crafting your
product.

But vision is only half of the picture. The other half is strategy. Product strategy defines a product’s
journey. Your vision helps you define a destination (the target condition) — the ultimate user experience
toward which you’re aiming. You can plan your route toward the target destination by focusing on
exactly what you need to build. By setting the goal (the challenge), you can adjust the direction of your
product efforts.

Product strategy is a combination of a vision and achievable goals that work together to direct the team
towards the desired outcome — the ultimate user experience. How vision and strategy are related to
each other.

Spending time and money on vision creation is a worthwhile investment because this phase sets the
stage for the success of a product.

DEFINE VALUE PROPOSITION

Value proposition maps out the key aspects of the product: what it is, who it’s for, and when and where
it will be used. Value proposition helps the team and stakeholders build consensus around what the
product will be.

Working Backwards

A simple technique called “working backwards” adds clarity and definition to the vision of a product. As
the name suggests, the product team starts with target users and works its way back until it gets to the
minimum set of requirements to satisfy what it is trying to achieve. While working backwards can be
applied to any specific product decision, this approach is especially important when developing new
products or features.

For a new product, a product team typically starts by writing a future press release announcing the
finished product. Such a press release describes, in a simple way, what the product does and why it
exists. As with any other press release, the goal is to explain to the public what the product (or new
feature) is and why it matters to them. The press release should enable each team member to envision
the future product.
Tips:

 Put the user at the center.

The press release should center on the customer’s problem. When writing a press release, focus
on the value that the product brings to customers.

 Read the press release to potential users, and ask for their feedback.
If the benefits listed in the press release don’t sound very interesting or exciting to the target
audience, then perhaps they shouldn’t be built. Instead, the team should keep iterating on the
press release until they’ve come up with a proper set of benefits.

 Trim the fat.

A press release isn’t a product specification. If the press release is more than a page, it is
probably too long.

 Make sure everyone on the team shares the same vision.

You need to not only define a clear product vision but also ensure that all team members share
it.

 Use the press release as a reference during product development.

Once the project moves into development, the press release can be used as a reference. The
press release can function as a north star to guide your team in times of uncertainty.

DEFINE SUCCESS CRITERIA #

It’s essential to have a clear business goal that you want to achieve with the product. If you don’t know
at the beginning of the project what the business goal is and how success will be measured, then you’re
headed for trouble. Defining explicit success criteria — such as expected number of sales per month, key
performance indicators (KPIs), etc. — during this phase establishes targets for evaluating progress. This
also helps to establish a more results-driven process.

Tip: It’s worth interviewing stakeholders to define business goals and objectives for the project.

SCHEDULE A PROJECT KICKOFF MEETING

The kickoff meeting brings all the key players together to set proper expectations for both the team and
stakeholders. It covers a high-level outline of the product’s purpose, who is involved in designing and
developing the product, how they will work together, and what the stakeholders’ expectations are (such
as the KPIs and how success of the product should be measured).

2. Product Research

Once the product vision is defined, product research (which naturally includes user and market
research) provides the other half of the foundation for great design. To maximize your chances of
success, conduct insightful research before making any product decisions. Remember that the time
spent researching is never time wasted.

Good research informs your product, and the fact that it comes early in the design process will save you
a lot of resources (time and money) down the road (because fewer adjustments will need to be made).
Plus, with solid research, selling your ideas to stakeholders will be a lot easier.

CONDUCT USER RESEARCH

As product creators, our responsibilities lie first and foremost with the people who will use the products
we design. If we don’t know our users, how can we create great products for them?

Good user research is key to designing a great user experience. Conducting user research enables you to
understand what your users actually need. What it comes to product research, researchers have a few
different techniques to choose from.

Users Interviews

Gathering information through direct dialog is a well-known user research technique that can give the
researcher rich information about users. This technique can help the researcher assess user needs and
feelings both before a product is designed and long after it’s released. Interviews are typically conducted
by one interviewer speaking to one user at a time for 30 minutes to an hour. After the interviews are
done, it’s important to synthesize the data to identify insights in the form of patterns.

Tips:

 Try to conduct interviews in person.

If you have a choice, in-person interviews are better than remote ones (via phone or web-based
video). In-person interviews are preferable because they provide much more behavioral data
than remote ones. You’ll gain additional insights by observing body language and listening for
verbal cues (tone, inflection, etc.).
  Plan your questions.
All questions you ask during the interview should be selected according to the learning goal. A
wrong set of questions can not only nullify the benefits of the interview session, but also lead
product development down the wrong path.

 Find an experienced interviewer.

A skilled interviewer makes users feel comfortable by asking questions in a neutral manner and
knowing when and how to ask for more details.

ONLINE SURVEYS

Surveys and questionnaires enable the researcher to get a larger volume of responses, which can open
up the opportunity for more detailed analysis. While online surveys are commonly used for quantitative
research, they also can be used for qualitative research. It’s possible to gather qualitative data by asking
open-ended questions (for example, “What motivates you to make a purchase?” or “How do you feel
when you need to return the item you purchased from us?”). The answers to such questions will be very
individualized and in general cannot be used for quantitative analysis.

Online surveys can be relatively inexpensive to run. The downside of this method is that there’s no
direct interaction with respondents, and, thus, it’s impossible to dive more deeply into answers provided
by them.

A survey created using Google Forms

Tips:

 Keep it short.
Don’t forget that every extra question reduces your response rate. If the survey is too long, you
may find that you don’t get as many responses as you’d like. Better to send a few short surveys
than to put everything you want to know into one long survey.

 Open-ended versus close-ended questions.

Asking open-ended questions is the best approach, but it’s easy to get stuck in data analysis
because every user answer requires researcher time for analysis. Plus, users quickly tire of
answering open-ended questions, which usually require a lot of reading and typing.

CONTEXTUAL INQUIRY
Contextual inquiry is a variety of field study in which the researcher observes people in their natural
environment and studies them as they go about their everyday tasks. This method helps researchers
obtain information about the context of use: Users are first asked a set of standard questions, such as
“What is the most frequent task you typically do?,” and then they are observed and questioned while
they work in their own environment. The goal of contextual inquiry is to gather enough observations
that you can truly begin to empathize with your users and their perspectives.

Visiting a real user or client website is an invaluable experience for designers: Studying users and tasks in
context can inform design decisions.

Tips:

 Don’t just listen to users; observe their behavior.

What people say can be different from what people do. As much as possible, observe what users
do to accomplish their tasks.

 Minimize interference.
When studying the natural use of a product, the goal is to minimize interference from the study
in order to understand behavior as close to reality as possible.

CONDUCT MARKET RESEARCH

You cannot ignore competitors if you want to build a great product. To be competitive, you need to
know what products are available on the market and how they perform. That’s why conducting market
research is a crucial component of the product design process. Your ultimate goal should be to design a
solution that has a competitive advantage.

Competitive Research

Competitive research is a comprehensive analysis of competitor products and presentation of the results
of the analysis in a comparable way. Research helps product teams understand industry standards and
identify opportunities for the product in a given market segment.

A competitor is a company that shares your goals and that fights for the same thing that your product
team wants. There are two types of competitors:
  Direct competitors.
Direct competitors are ones whose products compete head to head with your value proposition
(offering the same, or very similar, value proposition to your current or future users).

 Indirect competitors.
Indirect competitors are those whose products target your customer base without offering the
exact same value proposition. For instance, an indirect competitor’s primary product or service
might not capture your value proposition, but their secondary product definitely does.

The product team should consider both types of competitors because they’ll affect the overall success of
the product. As a rule of thumb, shoot for identifying the top three direct competitors and obtaining the
same number of indirect competitors.

The most efficient way to do comprehensive competitive research is to collect all relevant data about
your competitors in the form of a matrix. The matrix will help you keep track of everything that needs to
be compared.

Tips:

 Start listing competitors before doing competitive research.

Most likely you will begin to learn about competitors way before you conduct competitive
research. For example, during user interviews, users might share names of products that they
think are similar to the one you’re proposing. During stakeholder interviews, the product
owners will certainly give you a few names of products they see as competitors. It’s worth
creating a spreadsheet that will be used to collect the names of competitors right at the
beginning of the project, and try to fill it as you do product research. Add new names to the list
so that you don’t forget them.

 Use a cloud-based tool for competitive research.

Tools such as Google Spreadsheet make it easier to share the latest up-to-date research
 information with a larger group of people (both teammates and stakeholders) and ensure that
everyone is on the same page..

3. User Analysis

After research, the product team must make sense of the data it’s collected. The aim of the analysis
phase is to draw insights from the data collected during the product research phase. Capturing,
organizing and making inferences about what users want, think or need can help UX designers begin to
understand why they want, think or need that.

MODELING THE USERS AND THEIR ENVIRONMENTS

Personas

Based on the product research results, UX designers can identify key user groups and create
representative personas. Personas are fictional characters created to represent the different user types
that might use a product in a similar way. The purpose of personas is to create reliable and realistic
representations of the key audience segments for reference. Once created, personas help product
teams to understand the users’ goals in specific contexts, which is particularly useful during ideation.

A persona is a fictional character who highlights the behaviors, needs and motivations of your target
users. (Image credit: xtensio)

Tips:

 Base the persona on real data.

It can be tempting to invent some details about personas to make them attractive. Avoid that
temptation. Every bit of the information in the persona should be based on the research. If you
don’t have some information, do research to fill in the gap.

 Avoid using real names or details of research participants or people you know.
This can bias the objectivity of your personas. (You’ll end up focusing on designing for this
person, rather than a group of people with similar characteristics.)

Empathy Map #

An empathy map is a visualization tool used to articulate what a product team knows about the user.
This tool helps a product team build a broader understanding of the “why” behind user needs and
wants. It forces product teams to shift their focus from the product they want to build to the people
who will use the product. As a team identifies what they know about the user and then places this
information on a chart, they gain a more holistic view of the user’s world and the problem or
opportunity space.

An empathy map describes what the user says, thinks, does and feels.

Tip:

 Turn your empathy map into a poster.

It’s possible to create a nice reminder of what is user thinking or feeling by turning the empathy
map into a poster. Create a few copies of the map and hang them around the office. This helps
to ensure the user remains on people’s minds as they work.

Turn the empathy map into a poster and hang it in a high-traffic area of your workspace. (Image credit:
Paul Boag)

4. Ideation

The ideation phase is a time when team members brainstorm on a range of creative ideas that address
the project goals. During this phase, it’s critical not only to generate ideas but also to confirm that the
most important design assumptions are valid.

Product teams have a lot of techniques for ideation — from sketching, which is very helpful for
visualizing what some aspects of the design will look like, to storyboarding, which is used to visualize the
overall interactions with a product.

GENERATE IDEAS (HOW USERS WILL INTERACT WITH A PRODUCT)

User Journey Mapping

A user journey map is a visualization of the process that a person goes through in order to accomplish a
goal. Typically, it’s presented as a series of steps in which a person interacts with a product.

A user journey can take a wide variety of forms depending on the context and business goals. In its most
basic form, a user journey is presented as a series of user steps and actions in a timeline skeleton. Such a
layout makes it easier for all team members to understand and follow the user’s narrative.

A simple user journey reflects only one possible path during one scenario:
 A simple user journey has one user,
one goal, one scenario and one path, even when the product or service allows for multiple paths. (Image
credit: uxstudioteam)

A complex user journey can encompass experiences occurring at different time sessions and scenarios:

Complex user journeys reflect different users’ paths in the same flow. (Image credit: Nform)

Tip:

 Don’t make user journeys too complex.

While designing a user journey it is easy to get caught up in the multiple routes a user might
take. Unfortunately, this often leads to busy user journeys. Focus on creating a simple, linear
journey (the ideal way to get users to the given goal).

Scenarios and Storyboards #

After you’ve identified personas, you can write scenarios of interactions. A scenario is a narrative
describing a day in the life of a persona, including how a product fits into their life. A storyboard
presents the user’s story in a visual way — similar to a movie or comic. It can help product designers
understand how people interact with a product in real life, giving designers a clear sense of what’s really
important to users.

A storyboard is a linear sequence of illustrations, arrayed together to visualize a story. (Image credit:
Chelsea Hostetter, Austin Center for Design)

Tips:
  Build a strong narrative.
The narrative in the story should focus on a goal the character is trying to achieve. All too often,
designers jump right into explaining the details of their design before explaining the backstory.
Avoid this. Your story should be structured and should have an obvious beginning, middle and
end.

Gustav Freytag’s pyramid is a way of creating strong narratives. The pyramid consists of five parts or
acts: exposition, rising action, climax, falling action and denouement. Ben Crothers has drawn a quick
story about a guy whose phone doesn’t work.

 Design a clear outcome.

Make sure your storyboard leaves the audience with no doubt about the outcome of the story.
If you’re describing an unfavorable situation, end with the full weight of the problem; if you’re
presenting a solution, end with the benefits of that solution for your character.

You’ll find more tips on how to create storyboards in the article “The Role of Storyboarding in UX
Design.”

User Stories

A user story is a simple description of something that the user wants to accomplish by using a product.
Here is a template for user stories:

Tip:

 Use user stories to prevent feature creep.

Feature creep is the tendency to add more features than a product requires. When designing a
product, try to refuse adding any feature without a user story that explains why that particular
feature matters.

Job Stories #

A job story is a way to describe features. It’s a description of a feature from a jobs-to-be-done
perspective. A job story is an effective technique for defining a problem without being prescriptive of a
solution.

A job story format. (Image credit: Alan Klement)

Tip:
  Define problems worth solving.
At some point, you’ll have several jobs (problems) that you want to create solutions for. Identify
which of those problems have the most substantial impact on the user experience or your
business goals.

PLAN THE STRUCTURE OF A PRODUCT #

Information Architecture #

Information architecture (IA) is the structure of a website, app or other product. It enables users to
understand where they are and where the information they want is in relation to their current position.
Information architecture results in the creation of navigation, hierarchies and categorizations. For
example, when a UX designer sketches a top-level menu to help users understand where they are on a
website, they’re practicing information architecture.

Information architecture would benefit from the involvement of users in the IA development process.
Product teams typically use a technique called card sorting for this purpose. Designers ask users to
organize items (major features or topics of the product) into groups and assign categories to each group.
This method helps you find out how users expect to see information grouped on a website or in an app.
CHAPTER-3
RESEARCH METHODOLOGY OF THE STUDY

The study is an exercise involving estimation of parameters as regard to organizational

requirements. The research was designed so as to get the relevant information that can be used
for various organizational purposes

DATA SOURCE: Research used secondary data to accomplish the objectives.

SECONDARY DATA: Secondary research or desk research is a research method that involves
using already existing data. Existing data is summarized and collated to increase the overall
effectiveness of research. Secondary research includes research material published in research
reports and similar documents. These documents can be made available by public libraries,
websites, data obtained from already filled in survey etc. Some government and non-government
agencies also store data, that can be used for research purposes and can be retrieved from them.
Secondary research is much more cost-effective than primary research, as it makes use of already
existing data, unlike primary research where data is collected first hand by organizations or
businesses or they can employ a third party to collect data on their behalf It is the second hand
data already available and collected by someone else. The data were extracted through internet,
publications; articles, company books, etc.