BRAUN AG PRODUCT

DESIGN &
DEVELOPMENT FOR A
NEW ORAL CARE
CATEGORY (A) & (B)
PGP GROUP 8 (Section B)
AKSHAY (110068)
CHANCHALA(110076)
SNEHA (110084)
PRAKASH (110092)
RISHABH (110100)
SUDHANSHU (110108)
VAIBHAV (110116)
Q.1 Consider the company Braun AG. What kind of
company is this? What are its corporate values? What
is the role and status of product design in this
company?
 Braun AG was found by Max Braun in 1921 as a
manufacturer of small appliances.
 During 1940s it developed electric razor an innovation at
that time and later proceeded with manufacturing
consumer products.
 In 1967 Braun was a wholly owned subsidiary of Gillette
at that time the company was mostly known for electric
shavers.
 In early 1980s company expanded to household
appliances, personal care products, Coffeemaker
segement.
 Company’s designers from the beginning followed an
approach of “form follows function” i.e. user-centered,
design that paid much attention to the user as to
appearance.
 CORPORATE VALUES

Corporate Values are actually the operating philosophies

and principles that guide an organization’s internal
conduct & its relation with stakeholders.

1. The company has its design department as its integral

part headed by Dieter Rams
i. Braun’s design was synonymous with excellence, longevity
and democracy.
ii. Belief was design is for everyone not just for elites.

2.Products were considered to be something with which

the user can live for long time.
3. Values were visible not only on products but in
people as well.
i. Only seven full time designers employed to emphasize
communication
ii. Industrial design had a dual reporting status.
iii. Innovation was never technically unrealistic
iv. Continuous interaction between manufacturing
department and engineering department regarding new
designs.

4. Marketing Research was believed to be downright

misleading if tried to access the potential of a new
idea.
 What is the role and status of product design in
this company?

1. Product designing is integral and very important part of

this company, this was explained with the example of D3
and D5.
2. Innovation was core focus of Braun AG, aim was to
necessarily provide customers with products of best use
and not just pleasing looks.
3. Approach of “form follows function” was practiced
which focused on user-centered design.
4. Importance of design was viewed clearly when Braun
met Oral B and Jacques Lagarde (President of Oral B)
agreed to help Archie Livis (Director, Business
Management, Braun) in Europe, if only they improved
the design of bristles of D3 to Oral B’s standard of end
rounding.
What is the role and status of product design in
this company?

5. Pirjo Valiaho (Business Manager, Oral Care, Braun

AG) approached Professor Ainamo at Helsinki
University to test D3 and clinically approve it.
6. Dieter Rams came up with 10 principles of good
design stating that the term design has been ethically
misunderstood. According to him a good design
shall be: vi. Consistent right down to
i. Innovative details
vii. Displays logical structure
ii. Enhancing usefulness
i.e. “form follows function”
iii. Honest viii. Ecologically conscious
iv. Unobtrusive ix. Aesthetic
v. Enduring x. Minimal design.
Q.2 How would you characterize the company’s product
development process? To what do you attribute the company’s
success? What is the problem here? What is Braun trying to do
and what is the immediate crisis it faces?
 Company’s product development process

Product development describes the basic steps needed to

design a product. It may be Product or organization specific.
Here it was product specific. Usually consists of six phases.

1.Planning:
i. Product Development process at Braun was initiated with
innovation.

2.Concept Development:
i. To meet a still unmet need and follow the culture of can-do.
ii. The key role of R&D department in developing D3 and
working hard with D5.
iii. To enter any new product category.
iv. The decision of acquiring Interplak to avoid competitive
threat.
 Company’s product development process

3. System-Level Design:
i. The designing of bristles and shape of head, angles, motor etc.
comparing with competitors products these constituted the system-level
design.

4.Detail Design:
i. This phase for Product development related with making required
changes to make the product better than whatever was offered by the
competitors.

5.Testing and Refinement:

i. This phase for Braun related with clinical testing and approving of the
product, for e.g. D3 approved by Professor Ainamo.

6.Production ramp-up:
i. To reach out to the people with the final product. E.g. launch of electric
razor (an innovation), launch of D3.
 Company’s success factors

1. The commitment of the company not to produce a me-too

product.
2. The approach of “form follows function”.
3. The can-do culture at Braun and taking up difficulties with
attitude of “here is the solution”.
4. To rely on perfection regarding detailing of products (Clinical
Tests).
5. A team of dedicated designers, few in numbers and having
good communication.
6. Following functionalism, (the ten principles of good designs)
7. A dedicate R&D team headed by Peter Hilfinger.
8. Formation of a senior R&D team headed by Dr. Hagele and
Peter Hilfinger.
 Company’s current problem

1. Development and enhancement of D5.

2. Threat of Interplak’s plaque remover.
3. Problems regarding the design of D5:
i. Movement or action of the brush, continuous rotation might
tickle the user.
ii. If proceeded with oscillation, optimization of transfer of energy
from rotary motor to oscillation.
iii.Angle of oscillation.
iv.Optimum speed of oscillation.
4.Braun’s failure to acquire Interplak, outbid by Bausch &
Lomb.
5.Confusion about positioning D5 as a medical or consumer
product when Interplak launched its plaque remover.
 Braun’s current steps and its crisis

1. Braun is trying to quickly come up with D5 and position its product in

such a way that it can prove it to be better than Interplak.
2. To wisely use the know how they had regarding D5 development.
3. Searching for researchers and dental experts, bringing them to consult
the D5 team.

CRISIS:

1. Lack of time to test, relying upon eclectic observation of people with

hands on experience in oral care
2. Difficulties in finding professors who had done research in
periodontist.
3. Delay in launching the product as Interplak already came out in
market.
4. Lack of conclusive market or clinical research.
Q.3Who is Pirjo Valiaho? What are the challenges Valiaho
and her team face? How real is the competitive threat? What
is Valiaho’s role and how would you characterize her
management style?
Pirjo Valiaho: Business Manager, Oral Care, Project
Manager, D5.

Challenges faced:

1. Deal with new born threat of Interplak plaque remover.

2. Positioning of D5.
3. Changes in the design of D5, roll, spin, shake that brush
4. Inability to find periodontist researchers for clinical tests.
5. To quickly launch D5 with justifiable plan of action to
save European market from Interplak.
6. To launch D5 with competitive advantage using existing
know how and avoid a me-too product.
7. The competitive threat was actually real and required
concern.
8. Braun had a leading position in European market.
9. Braun’s failure to acquire Interplak coupled with launch
of plaque remover reached the threat to next level.
10. Another factor which contributed to make the threat more
real was unfinished D5.

The threat to loose the major market was actually real and
could adversely affect Braun, however optimistic approach
could be taken and D5 can be wisely launched with an
expectation of success.
 Valiaho’s role and her management style

1. Valiaho was business manager at Oral care and

Project manager for D5.
2. She was very much rational and determined
personality.
3. She believed in dedicated team work, as it has been
mentioned in the case she had worked in teams and
thus she is proceeding for that team spirit in Braun
AG as well.
4. She carries optimism in her managerial style that is
clearly visible at the point where she said Braun
knows everything about shaving but nothing about
oral care but only thing required was a wise
utilization of know how.
Q.4What are some of the product design and engineering
details and what information do we need in order to make
decisions about them? What do you learn about product
development at Braun from these details?
 PRODUCT DESIGN & ENGG DETAILS

1. Product design for D5 was generalized on the concept of small, round

headed, long necked brush.

2. Oscillation prototype was figured out by R&D department at Braun to

avoid tickling and beneficial for the gum lines.

3. The engg. details consisted of information regarding transfer of energy

from rotary motor to oscillation, angle of oscillation.

4. Details about the bristles and the brush configuration was included
which concluded that Braun need to keep the size small in order to be
competitive.

5. Bristles was supposed to meet the standards of Oral B if D5 was to be

promoted by it.
 POINTS TO BE NOTED BEFORE DECISION
MAKING
1. In order to make any decision clinical tests were required
to make sure the effectiveness and benefits of the
product.

2. Braun needs to do a comparative analysis of its product

D5 with Interplak.

The learning's from product development at Braun is that a

company needs to take care of not only what it produces to
its customers but how much better the product is in
comparison to the competitor’s product. It might take a long
time and incur huge cost in R&D to design a product but if it
meets customers requirement and is not a me too product
then, its all worth it.
Q.5What should Braun’s product strategy be and why?
What are the company’s options and by what criteria
should they or can they make a decision about what to do
with this product?
 STRATEGY
1. Braun AG should position its product as a medicinal
product and consult periodontist.
2. Braun AG has already done this before with D3. It can
do the same with D5 to utilize its strategic strength.

OPTIONS
1. To launch D5 right now or to wait with more R&D
expenses
2. To launch D5 as a medical product or as a consumer
product.
3. To give a head on competition to Interplak launching D5
as a me too product or to give it a launch with “whatever
you do, we do better” approach.
 CRITERIAS FOR DECISION MAKING

1. Its past performance and experience with D3.

2. Future growth prospects relating to D5.

3. Need of today’s customers i.e. keeping in mind the

growing awareness about electrical toothbrush and
developing believe in possibility to fight gum
issues and retain tooth.

4. Position created by its competitor and the criteria

on which they captured the market.
Q.6What did Braun decide to do with their oral care category
as described in (A) case? Why? At what stage is the DS
product development process at this point? What problems
has the company solved and how are they thinking about
their chances in the marketplace?
 DECISION ABOUT ORAL CARE CATEGORY

1. Braun had decided the development of its entry into

the plaque remover business, the D5, a priority
status. Nevertheless, in parallel they were working
with external developers on an Interplak-type
device.

2. Because Braun’s patent department was tracking

patent application and reported major and
accelerating activity in the oral care category.
 At what stage is the DS product development
process at this point

1. Braun’s team had been working intensively on the

electric plaque remover for nearly two years.

2. The product development process was in Testing

and Refinement phase.
 PROBLEMS COMPANY SOLVED AND THEIR CHANCES IN
THE MARKETPLACE

1. Problem 1- Brush Action

Solution: Oscillation. Through trial and error the company ended
with 70 degrees of oscillation at 2800 rpm.

2. Problem 2 - Brush Configuration (Number of bristles, number and

length of tufts, and the configuration of the tufts on the brush head)
Solution: The choices were:
(a)Flat Brush
(b) A brush with middle tufts higher
(c) A brush with edge tufts higher
The concave brush was proved most effective.

3. Problem 3 – Stiffness of Bristles

Solution: The combination of speed oscillation angle and
softness/hardness was important.
 PROBLEMS COMPANY SOLVED AND THEIR CHANCES IN THE
MARKETPLACE
4. Problem 4- Ergonomics and Compactness
Solution: The brush head was made as compact as possible regardless of its
configuration. Appliance handle was provided with sliding magnetic switch
like the D3 had.

5. Problem 5 –Brush/Handle Interface

Solution: The designers provided a highly complex interface between the
brush “neck” and the appliance itself.

6. Problem 6 – Empowering the brush

Solution: A gearing system was designed but that turned out to be the most
difficult problem.

7. Problem 7- Design of the gears. The gears were exposed to the caustic
action of the toothpaste and eventually broke. It was disintegrating after
only 80 to 100 cycles.
Solution: Plastic and steel were tried but didn’t work. Sintering was also an
option but didnot work because of geometry of the forms. Other option was
combining metal powder with paraffin, injecting into mold and then letting
the paraffin melt out.
 PROBLEMS COMPANY SOLVED AND THEIR
CHANCES IN THE MARKETPLACE

8. Problem 8 – Machine Based Testing

9. Problem 9 - Machine Design

Chances in the marketplace

1. Braun had no history in the US with oral care
products which was a problem.
2. Product Positioning
3. Pricing
Q.7 What is the problem now? How does the team go
about thinking about this problem? What are the
arguments at the management level and how each is
defended? What does the management need to know in
order to make a decision?
 PROBLEMS NOW

1. Itsy Bitsy Gears create giant problem.

i. Change of rotating motion to oscillating motion
ii. Gears were exposed to caustic action of the toothpaste and
eventually broke.
iii. Gears were small and complex
2. The problem of mechanical testing or human testing.
3. Irritation of Oral B’s marketing director upon
Braun’s lack of experience on FDA defined
environment in US.
4. Requirement of clinical tests to make sure the claims
of D5 were correct.
5. To decide whether it actually can be called as a
plaque remover.
 MANAGEMENT LEVEL CONFLICT AND ITS
DEFENCE

1. Collaboration with Oral B made difficult to meet Oral B’s

standards as Braun AG was still in learning stage in oral
category.

2. The team work and collaborative effort led to the

development of D5 and meeting pace with Oral B’s
standards.

3. Non interest of Chairman Murray was a management

level issue was a problem for Valiaho.

4. Livis (Director) supported Valiaho and maintained the

guidance she required in the absence of Murray.
 WHAT DOES MANAGEMENT NEED TO KNOW

1.Management required to know the truth as Valihao

said.

2.There was risk of loss of credibility not only with

customers but with the dentists.

3.The clinical assurance of D5’s performance was an

absolute requirement to go for heavy advertising.

4.It was required to learn the know how and techniques

of Oral B to meet the standards and get the
collaboration benefits.
Q.8 What do you think they should do? Use your knowledge
of this company’s culture and competencies as you think
about this question. Also comment on what happened to the
Oral B Plaque remover after the case was written.
 THEY SHOULD DO:

1. Company has maintained its position as of very much concern

to the users it needs to keep that position static.

2. D5 should get a clinically proven result of performance before

its launch.

3. The results of D3 should be considered before the launch D5

and the same tactics could be followed.

4. Company should launch the product as a medical product

making use of its relationships with dentists and periodentists.

6. D5 should reach the market as an entirely new product in the

market and not something of direct competition with Interplak
as this would interfere with the company’s image of not
launching a me too product.
 WHAT HAPPENED TO ORAL-B

After the case was written Valiaho must would have

gone for clinical approvals before advertising and
launching of the product for D5 as it is very clear that
she was not ready to take any risk regarding the
credibility with respect to the dentists or with the
consumers.
THANK YOU