Abstract
There is a big gap in social and economic conditions between the developed countries and developing countries. To narrow the gap, developed countries try following different strategies to find sustainable design solutions. Basically there are three kinds of strategies that are followed: Charitable strategies, networked strategies and social business strategies. Natural conditions of the area, like the current infrastructure or economic situation, is the primary criteria to determine what kind of strategy to be followed. If the infrastructure is not sufficient, charitable strategies may be applied to supply vital needs of the community; but it is only sustainable since charitable actions continue. Education is the first step of sustainable development and this can be supported by networked strategies. To have a complete sustainable development system, final step is to being in the global market; as the poor communities don’t have the power to be a global market player, this opportunity can be supplied by the developed countries. In this paper, three case studies about sustainable design solutions in the developing world are examined: The Hippo Roller Project by Imvubu Project, Fuel Briquettes by Legacy Foundation and Trade Fair System by Traidcraft Foundation.
Keywords: design solutions, sustainable strategies, developing world
Research Assist in Decision Making
Life is full of different cases, which are related and connected to each other, that we have to solve and pass to another problem. Even an experienced person should make research about same kind of case studies to well understand the case and approach a solution.
General Electric Major Appliance Business Group
General Electric, the manufacturer of electrical household appliances, had been having trouble in their dish-washing machines product group. In 1970’s, GE invented a material called as PermaTuf and decided to use it as tub of the dishwasher instead of porcelain-steel tubs. First they introduced a high-end model, PermaTuf A product, into the market but they had to withdraw the product because of warranty claims. Later, GE introduced a mid-level product: PermaTuf B. Sales of Permatuf B product were unsatisfactory; because people were not eager to buy a “remodeled PermaTuf A product”. In 1979, despite the unsatisfactory sales, GE’s dishwasher business was good and management decided to introduce a low-end product, which is called as Product C. The required investment for Product C was estimated at $28 million and some managers was thinking that dishwasher market was too small to justify the investment. After discussions, board of directors gave the authorization for the project.
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Charles Stott, the president of the Whistler Corporation, had to decide and take actions to overcome the damage on the profits. Unexpected huge growth in the market and joining of other competitors who were making all the production at low-cost producers in Asia had developed a decrease in the profits and the company was losing around $500,000 per month. Stott was considering about three options:
Analysis of the Allentown Materials Corporation Case
The evaluation analysis of Allentown Materials Corporation Electronic Products Division's (EPD) new manager Don Rogers cleary points the effects of the corporation's wrong decision on promotion of a qualified technical staff, but lack of managerial skills, to top management level.
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Packard Electric division of General Motors is a supplier of power and signal distribution systems. Although it’s major customer is General Motors, it also receives significant business from other automobile companies.
Analysis of the Case: Malaysia in the 1990’s
The prime minister of Malaysia must decide on actions according to the concerns of environmentalists. Western environmentalists posit that there is high percentage of deforestation and this effects global warming. Therefore they are threating Malaysian government with a boycott of timber products.
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