Annex To An Analysis of The Application

A N A N A LYS I S O F T H E A P P L I C AT I O N O F
I N D U S TR I A L D E S I G N
Ministry of Economy
Economy Development Department
–
Plac Trzech Krzyży 3/5
00-507 Warszawa
tel.: +48 22 693 42 61
faks: +48 22 693 40 84
e-mail: sekretariatdrg@mg.gov.pl
http://www.mg.gov.pl
–
Report prepared by Institute of Industrial Design,
Research and Development Division
–
Authotrs:
Beata Bochińska – President of the Board of Institute of Industrial Design
(Instytut Wzornictwa Przemysłowego Sp. z o.o.)
Dr Iwona Palczewska – Director of Research and Development Division in IWP
Anita Putkiewicz – Head of Department of New Product Development in IWP
–
Expert’s revision:
Prof Jerzy Ginalski – Expert in Department of New Product Development in IWP
–
graphic design & dtp:
Zdanowicz & Pawrowski
Ministry of Economy
A N A N A LYS I S O F T H E A PPL I C AT I O N O F
I N D U S TR I A L
DESIGN
I N P O L I SH
CO M PA N I ES
ANNEX
– D I AG R A M S PR ESEN T I N G T H E R ESU LT S
O F T H E R ESE A RC H
Warsaw, December 2007

00
List of diagrams
Diagram 1 | Professional design used by companies in selected fields within the last 12
months. N=301 18
months depending on the sector. N=301 18
months depending on the company’s size. N=301 19
months in the group of design leaders and in the remaining companies.
N=301 19
Diagram 5 | Evaluation of the role of industrial design in working out new projects in
the company within the last 3 years. N=301 20
the company within the last 3 years depending on the sector. N=301 20
the company within the last 3 years depending on the company’s size.
N=301 21
the company within the last 3 years in the group of design leaders and in
the remaining companies. N=301 21
Diagram 9 | Characteristic of enterprises according to the way of using design.

N=301 22
Diagram 10 | Characteristic of enterprises according to the way of using design in the

group of design leaders and in the remaining companies. N=301 22
Diagram 11 | Evaluation of the role of design in the company in recent years. N=299 23
Diagram 12 | Evaluation of the role of design in the company in recent years depending
on the sector. N=299 23
Diagram 13 | Evaluation of the role of design in the company in recent years depending
on the company’s size. N=299 24
Diagram 14 | Evaluation of the role of design in the company in recent years in the group
of design leaders and in the remaining companies. N=299 24
Diagram 15 | Forecasts on the role of industrial design in the company in the next few
years. N=298 25
years depending on the sector. N=298 25
00
years depending on the company’s size. N=298 26
Diagram 18 | Forecasts on the role of industrial design in the company in the next few years
in the group of design learders and in the remaining companies. N=298 26
Diagram 19 | Number of new projects/products introduced into the market by the com-
pany during the last 3 years, i.e. from September 2004. N=301 27
pany during the last 3 years, i.e. from September 2004, depending on the
sector. N=301 27
pany during the last 3 years, i.e. from September 2004, depending on the
company’s size. N=301 28
pany during the last 3 years, i.e. from September 2004, in the group of
design leaders and in the remaining companies. N=301 28
pany during the last 12 months. N=301 29
pany during the last 12 months depending on the sector. N=301 29
pany during the last 12 months depending on the company’s size. N=301 30
pany during the last 12 months in the group of design leaders and in the
remaining companies. N=301 30
Diagram 27 | Works on a specific, new and own project/new projects currently conduct-
ed in the company. N=300 31
ed in the company depending on the sector. N=300 31
ed in the company depending on the company’s size. N=300 32
ed in the company in the group of design leaders and in the remaining
companies. N=300 32
00
Diagram 31 | Plans to start works on a subsequent, own and new project/new projects in
the companies within the next 6 months. N=297 33
Diagram 32 | Plans to start works on a subsequent, own and new project/new projects in
the company within the next 6 months, depending on the sector. N=297 33
Diagram 33 | Plans to start works on a subsequent, own and new project/new projects
in the company within the next 6 months depending on the company’s size.
N=297 34
Diagram 34 | Plans start works on a subsequent, own and new project/new projects in
the company within the next 6 months, in the group of design leaders and
in the remaining companies. N=297 34
Diagram 35 | Self-evaluation of the company’s position due to the used design.

N=300 35
Diagram 36 | Self-evaluation of the company’s position due to the used design, depend-
ing on the sector. N=300 35
Diagram 37 | Self-evaluation of the company’s position due to the used design, depend-
ing on the company’s size. N=300 36
Diagram 38 | Self-evaluation of the company’s position due to the used design, in the
Diagram 39 | Company’s self-evaluation in terms of its favourable or unfavourable re-

sults in the use of industrial design in comparison to other companies of
the same sector. N=299 37

the same sector depending on the sector. N=299 37

the same sector depending on the company’s size. N=299 38
Diagram 42 | Company’s self-evaluation in terms of its favourable or unfavourable results in

the use of industrial design in comparison to other companies of the same sec-
tor in the group of design leaders and in the remaining companies. N=299 38
Diagram 43 | Evaluation of the atmosphere in the company related to design. N=299 39
Diagram 44 | Evaluation of the atmosphere in the company related to design depending

on the sector. N=299 39
00
Diagram 45 | Evaluation of the atmosphere in the company related to design depending

Diagram 46 | Evaluation of the atmosphere in the company related to design in the

Diagram 47 | Place of design in the company’s organizational structure. N=301 41
Diagram 48 | Place of design in the company’s organizational structure depending on

the sector. N=301 41
Diagram 49 | Place of design in the company’s organizational structure depending on

the company’s size. N=301 42
Diagram 50 | Place of design in the company’s organizational structure in the group of

Diagram 51 | Number of people employed in the section/on the posts related to design.
N=151 43
Diagram 52 | Number of people employed in the section/on the posts related to design,
depending on the company’s size. N=151 43
Diagram 53 | Number of people employed in the section/on the posts related to design,
in the group of design leaders and in the remaining companies. N=151 44
Diagram 54 | Company’s strategy of using design in works on the projects executed dur-
ing the last 3 years. N=300 44
ing the last 3 years, depending on the sector. N=300 45
ing the last 3 years, depending on the company’s size. N=300 45
ing the last 3 years, in the group of design leaders and in the remaining
companies. N=300 46
Diagram 58 | Evaluation of the role of industrial design in the sector represented by the
company. N=299 46
company, depending on the sector. N=299 47
company in the group of design leaders and in the remaining companies.
N=299 47
00
Diagram 61 | Evaluation of the role of industrial design in the sector in recent years.
N=299 48
Diagram 62 | Evaluation of the role of industrial design in the sector in recent years de-
pending on the sector. N=299 48
Diagram 63 | Evaluation of the role of industrial design in the sector in recent years in the
Diagram 64 | Evaluation of the role of industrial design in the sector in the next few years.
N=299 49
Diagram 65 | Evaluation of the role of industrial design in the sector in the next few years
depending on the sector. N=299 50
Diagram 66 | Evaluation of the role of industrial design in the sector in the next few years
Diagram 67 | Evaluation of the profitability of investment in design made by companies

of the sector. N=299 51

of the sector depending on the sector. N=299 51

of the sector in the group of design leaders and in the remaining compa-
nies. N=299 52
Diagram 70 | Influence of design on selected elements of the company’s activity in the

period of 12 months. Percentage of the answer “to a great extent”. N=301 52
Diagram 71 | Influence of design on the company’s export within the last 12 months.
N=301 53
Diagram 72 | Influence of design on the company’s export within the last 12 months
Distribution of answers depending on the company’s size. N=301 54
Distribution of answers in the group of design leaders and in the remaining
companies. N=301 54
Diagram 75 | Influence of design on the company’s image within the last 12 months.
N=301 55
Distribution of answer depending on the sector. N=301 55
00
companies. N=301 56
Diagram 79 | Influence of design on the consumers’ satisfaction within the last 12

months. N=301 57

months. Distribution of answers depending on the sector. N=301 57

months. Distribution of answers depending on the company’s size. N=301 58

months. Distriubution of answers in the group of design leaders and in the
Diagram 83 | Influence of design on the increase in profits within the last 12 months.
N=301 59
Distribution of answers depending on the sector. N=301 59
companies. N=301 60
Diagram 87 | Influence of design on the development of new markets within the

last 12 months. N=301 61

last 12 months. Distribution of answers depending on the sector. N=301 61

last 12 months. Distribution of answers depending on the company’s size.
N=301 62

last 12 months. Distribution of answers in the group of design leaders and
in the remaining coampnies. N=301 62
010
Diagram 91 | Influence of design on the increase in market share within the last 12
months. N=301 63
months. Distribution of answers in the group of design leaders and in the
Diagram 95 | Influence of design on the company’s competitiveness within the last

12 months. N=301 65

12 months. Distribution of answers depending on the sector. N=301 65
Diagram 97 | Influence of design on the company’s competitiveness within the last 12


12 months. Distribution of answers in the group of design leaders and in
the remaining companies. N=301 66
Diagram 99 | Influence of design on the increase in employment within the last 12

months. N=301 67
Diagram 103 | Influence of design on the increase in turnover within the last 12
months. N=301 69
Diagram 105 | Influence of design on the increase in turnover within the last 12 months.
011
Diagram 107 | Influence of design on the general development of the company

within the last 12 months. N=301 71

within the last 12 months. Distribution of answers depending on the sector.
N=301 71

within the last 12 months. Distribution of answers depending on the com-
pany’s size. N=301 72

within the last 12 months. Distribution of answers in the group of design
leaders and in the remaining companies. N=301 72
Diagram 111 | The most important factors exerting the greatest influence on the sale of
the company’s products. N=299 73
the company’s products. Distribution of answers depending on the
sector. N=299 73
Diagram 113 | Good design as one of the three most important factors influencing the
sale of the company’s products depending on the sector. N=299 74
the company’s products. Distribution of answers depending on the
Diagram 115 | The most important factors exerting the greatest influence on the sale
of the company’s products. Distribution of answers in the group of
Diagram 116 | Role of design in determining the economic success of the company in
comparison to other factors (percentage of the answer “key”). N=301 75
Diagram 117 | Evaluation of an average growth of value/price of the product while using
a good pattern meeting the needs of the market. N=298 76
a good pattern meeting the needs of the market depending on the sector.
N=298 76
012
a good pattern meeting the needs of the market in the group of design
leaders and in the remaining companies. N=298 77
Diagram 120 | Ways of obtaining new patterns used by companies within the last 3 years.
N=297 77
Diagram 121 | Ways of obtaining new patterns used by companies within the last 3 years
Diagram 124 | Reasons for not using the services of designers. N=88 79
Diagram 125 | Ways of cooperating with external designers. N=101 80
Diagram 126 | Ways of the company’s cooperation with external designers. N=102 80
Diagram 127 | Company expectations towards an external designer. N=102 81
Diagram 128 | General evaluation of the knowledge of external designers working for the
company concerning methods of working out a product with high market
potential. N=102 81
Diagram 129 | Defining duties/responsibilities of each party: of the external designer and
of the enterprise. N=102 82
Diagram 130 | The party defining the scope of duties and responsibilities of the external
designer. N=99 82
Diagram 131 | Disagreements at different stages of works on the new project between the
external designer and the people in the company responsible for introduc-
tion of new products into the market. N=102 83
Diagram 132 | Main reasons for disagreements between the external designer and the
people in the company responsible for introduction of new products into
the market. N=27 83
Diagram 133 | Sources of information on designers working in a given sector. N=102 84
Diagram 134 | Main reasons for the introduction of new projects/design products into the
market by the company. N=299 84
market by the company depending on the sector. N=299 85
013
market by the company depending on the company’s size. N=299 85
market by the company in the group of design leaders and in the remain-
ing companies. N=299 86
Diagram 138 | Main barriers in obtaining new project solutions. N=299 86
Diagram 139 | Main barriers to the implementation of new project solutions and their
introduction into the market. N=299 87
Diagram 140 | Presence of a separate organisational section in the company responsible

for new products development. N=300 87

for new products development depending on the sector. N=300 88

for new products development depending on the company’s size. N=300 88

for new products development in the group of design leaders and in the
Diagram 144 | Type of organisational section in the company responsible for new prod-
ucts development. N=117 89
Diagram 145 | Number of people employed in an organisational section responsible for

new products development. N=116 90
Diagram 146 | Developed implementation procedures for new products in the company.
N=296 90
Diagram 147 | Developed implementation procedures for new products in the company
Diagram 148 | Developed implementation procedures for new products in the company
Diagram 149 | Developed implementation procedures for new products in the company in
the group of design leaders and in the remaining companies. N=296 92
Diagram 150 | Stages in standard works on a new project that are identified and docu-
mented in writing. N=172 92
Diagram 151 | Defined criteria for project evaluation as part of establishing project objec-
tives. N=292 93
014
tives depending on the sector. N=292 93
tives depending on the company’s size. N=292 94
Diagram 154 | Defined criteria for project evaluation as part of establishing project ob-
jectives in the group of design leaders and in the remaining companies.
N=292 94
Diagram 155 | Person responsible for the final selection of a new project/product in the
company. N=299 95
Diagram 156 | Person responsible for the final selection of a new project/product in the
company depending on the company’s size. N=299 95
Diagram 157 | Measures taken by the company in order to minimize the risk while working
on a new project. N=301 96
Diagram 158 | Stages in works on a new project that constitute the basis for the survey of
consumer preferences conducted by the company. N=298 96
Diagram 159 | Sources of information used by the company in order to obtain information
on the consumers, their needs and preferences. N=299 97
Diagram 160 | Ways of conducting consumer surveys by the company. N=298 97
Diagram 161 | Ways of conducting consumer surveys by the company depending on the
sector. N=298 98
Diagram 162 | Ways of conducting consumer surveys by the company depending on the
Diagram 163 | Ways of conducting consumer surveys by the company in the group of
Diagram 164 | Evaluation of the credibility and usefulness of marketing research.

N=290 99
Diagram 165 | Problems that emerge during the process of new product development.
N=298 100
Diagram 166 | Cases when the already started works on a new product failed to succeed
during the last 3 years. N=299 100
during the last 3 years, depending on the sector. N=299 101
015
during the last 3 years, depending on the company’s size. N=299 101
during the last 3 years, in the group of design leaders and in the remaining
companies. N=299 102
Diagram 170 | Number of cases during the last 3 years when works on a new project
failed to succeed. N=91 102
Diagram 171 | Reasons for the failure in case of the last unfinished project. N=89 103
Diagram 172 | Factors that lower the effectiveness of works on a new project. N=300 103
Diagram 173 | Use of methods of intellectual property protection with reference to own
products. N=299 104
products depending on the sector. N=299 104
products depending on the company’s size. N=299 105
Diagram 176 | Methods of intellectual property protection used by Polish enterprises de-
pending on their own products. N=132 105
Diagram 177 | Evaluation of the effectiveness of used methods of intellectual property

protection. N=131 106
Diagram 178 | The company’s experiences with copies of their patterns made by the com-
petition. N=299 106
Diagram 179 | The company’s experiences with copies of their patterns made by the com-
petition depending on the sector. N=299 107
Diagram 180 | The company’s experiences with aware or unaware copying of someone
else’s patterns. N=296 107
else’s patterns depending on the sector. N=296 108
else’s patterns depending on the company’s size. N=296 108
else’s patterns in the group of design leaders and in the remaining compa-
nies. N=296 109
Diagram 184 | Company turnover in 2006. N=167 109

016
Diagram 185 | Company turnover in 2006 depending on the company’s size. N=167 110
Diagram 186 | Company turnover in 2006 in the group of the design leaders and in the
remining companies. N=167 110
Diagram 187 | Turnover dynamics during the last 3 years. N=254 111
Diagram 188 | Turnover dynamics during the last 3 years depending on the sector.
N=254 111
Diagram 189 | Turnover dynamics during the last 3 years depending on the company’s
size. N=254 112
Diagram 190 | Turnover dynamics during the last 3 years in the group of design leaders
and in the remaining companies. N=254 112
Diagram 191 | Company expenditures on research and development in 2006. N=148 113
Diagram 192 | Company expenditures on research and development in 2006 depending

Diagram 193 | Company expenditures on research and development in 2006 in the group
of design leaders and in the remaining companies. N=148 114
Diagram 194 | Dynamics of company expenditures on research and development during

the last 3 years. N=248 114

the last 3 years depending on the sector. N=248 115

the last 3 years depending on the company’s size. N=248 115

the last 3 years in the group of design leaders and in the remaining com-
panies. N=248 116
Diagram 198 | Amount of company expenditures on industrial design in 2006. N=143 116
Diagram 199 | Amount of company expenditures on industrial design in 2006 depending

Diagram 200 | Amount of company expenditures on industrial design in 2006 in the

Diagram 201 | Dynamics of expenditures on design during the last 3 years. N=240 118
Diagram 202 | Dynamics of expenditures on design during the last 3 years depending on
the sector. N=240 118
017
Diagram 203 | Dynamics of expenditures on design during the last 3 years depending on
the company’s size. N=240 119
Diagram 204 | Dynamics of expenditures on design during the last 3 years in the group of
Diagram 205 | Expenditures on design compared to total company expenditures. N=172 120
Diagram 206 | Share of expenditures on development of new design products in R&D

costs in 2006. N=90 120
Diagram 207 | Sectors represented in the group of design leaders and in the remaining
companies. 121
Diagram 208 | Size of the companies represented in the group of design leaders and in
the remaining companies. 121
Diagram 209 | Export volume measured by means of turnover percentage in the group of
design leaders and in the remaining companies. 122
Diagram 210 | Increase in export volume of the company during the last 3 years in the
group of design leaders and in the remaining companies 122
Diagram 211 | Increase in company turnover during the last 3 years in the group of design
leaders and in the remaining companies. 123
Diagram 212 | Increase in company expenditures on research and development during the
last 3 years in the group of design leaders and in the remaining companies. 123
Diagram 213 | Increase in company expenditures on industrial design during the last 3
years in the group of design leaders and in the remaining companies. 124
Diagram 214 | Systematic or permanent employment of an external designer by the com-

pany in the group of design leaders and in the remaining companies. 124
Diagram 215 | Employment by the company of its own internal designer in the group of
design leaders and in the remaining companies. 125
Diagram 216 | Demands made towards the public authorities (e.g. the Ministry of Econ-
omy) in order to facilitate the introduction of new design projects into the
market by companies. N=297 125
018
Diagram 1
Professional design used by companies in selected fields within the last 12 months. N=301
0 10 20 30 40 50 60 70 80
communication and brand (guides,

packages, graphics, print, logo) 59%
product and industrial pattern 67%
interior and the art of exhibition 38%
multimedia (web page,

animations, multimedia 61%
presentations)
Diagram 2
Professional design used by companies in selected fields within the last 12 months depending on the sector.
N=301
80
73%
68%
68%
68%
77%
76%
76%
65%
65%
74%
64%
70
61%
61%
61%
59%
58%
58%
55%
55%
54%
60
53%
52%
52%
48%
46%
46%
45%
50
42%
40
32%
30%
29%
25%
30
20
10
0 domestic investment means of furniture and ceramics and clothing, lighting sports
appliances and products transport interior glass fabrics, goods
audio/video
furnishings footwear
devices, computers
communication and brand (guides, packages, graphics, print, logo)

product and industrial pattern
interior and the art of exhibition
multimedia (web page, animations, multimedia presentations)
019
Diagram 3
Professional design used by companies in selected fields within the last 12 months depending on the com-
pany’s size. N=301
100
80
60
40
20
53% 64% 42% 60% 58% 69% 30% 53% 75% 70% 52% 81%
0
10-49 50-249 250 and more
employees employees employees

Diagram 4
Professional design used by companies in selected fields within the last 12 months in the group of design
leaders and in the remaining companies. N=301
100
80
60
40
20
84% 89% 52% 73% 55% 64% 36% 59%

0
design leaders remaining companies

020
Diagram 5
Evaluation of the role of industrial design in working out new projects in the company within the last 3 years.
N=301
0 10 20 30 40 50 60 70
15%
61%
16%
3%
5%
Diagram 6
Evaluation of the role of industrial design in working out new projects in the company within the last 3 years
depending on the sector. N=301
80
78%
70
65%
60%
60%
59%
58%
56%
60
54%
50
40
31%
28%
30
25%
21%
18%
16%
16%
16%
20
14%
13%
11%
10%
10%
8%
8%
7%
7%
7%
10
6%
6%
5%
5%
5%
5%
3%
3%
3%
3%
3%
3%
0
domestic investment means of furniture and ceramics clothing, lighting sports
appliances and products transport interior and glass fabrics, goods
audio/video
devices, computers
key
important
restricted
021
Diagram 7
depending on the company’s size. N=301
80
70
60
50
40
30
20
10
4%
13% 62% 17% 1% 8% 15% 58% 19% 5% 19% 65% 10% 6%
0
10-49 employees 50-249 employees 250 and more employees
key
important
restricted
Diagram 8
in the group of design leaders and in the remaining companies. N=301
80
70
60
50
40
30
20
10
4%� 6%
� 38%� 62% � 11%� 60%� 19%�
0
key not important

important difficult to say
restricted
022
Diagram 9
Characteristic of enterprises according to the way of using design. N=301
0 5 10 15 20 25 30 35
the company does not use design systematically 22 %
the company uses design as a finishing touch while working

on a new product 17%
design is an essential but not the main element of works

on a new product 34%
use of design is a natural management tool and has a clear

strategic importance to company development 22%
I don't know, refusal of answer 5%
Diagram 10
Characteristic of enterprises according to the way of using design in the group of design leaders and in the
remaining companies. N=301
40
35
30
25
20
15
10
5
13% 9% 38% 40% 23% 18% 34% 19% 6%
0
the company does not use design systematically

the company uses design as a finishing touch while working on a new product
design is an essential but not the main element of works on a new product
use of design is a natural management tool and has a clear strategic importance to company
development
I don't know, refusal of answer
023
Diagram 11
Evaluation of the role of design in the company in recent years. N=299
0 5 10 15 20 25 30 35 40
20%
40%
30%
2%
1%
6%
Diagram 12
Evaluation of the role of design in the company in recent years depending on the sector. N=299
60
53%
50
44%
43%
41%
41%
40%
40%
38%
38%
40
35%
32%
30%
29%
28%
27%
30
25%
25%
23%
23%
19%
18%
18%
20
16%
15%
15%
10
8%
8%
5%
5%
5%
5%
5%
3%
3%
3%
0
audio/video
devices, computers
024
Diagram 13
Evaluation of the role of design in the company in recent years depending on the company’s size. N=299
50
41%
41%
39%
40
34%
31%
30%
30
20%
18%
18%
20
10%
10
5%
4%
2%
2%
2%
2%
2%
0
10-49 50-249 250 and more
Diagram 14
Evaluation of the role of design in the company in recent years in the group of design leaders and in the
50
40
30
20
10
47% 40% 13% 16% 40% 33% 2% 1% 8%
0
025
Diagram 15
Forecasts on the role of industrial design in the company in the next few years. N=298
0 5 10 15 20 25 30 35 40 45 50
21%
44%
27%
1%
7%
Diagram 16
Forecasts on the role of industrial design in the company in the next few years depending on the sector.
N=298
60%
60
48%
47%
50
45%
43%
43%
38%
37%
40
35%
34%
32%
30%
27%
27%
30
26%
25%
25%
22%
21%
18%
20
16%
15%
15%
12%
11%
8%
8%
10
8%
5%
5%
4%
3%
3%
3%
2%
2%
0
audio/video
devices, computers
026
Diagram 17
Forecasts on the role of industrial design in the company in the next few years depending on the company’s
size. N=298
50
45
40
35
30
25
20
15
10
5
19% 42% 30% 1% 8% 18% 46% 27% 2% 7% 33% 43% 16% 2% 2% 4%
0
10-49 50-249 250 and more
Diagram 18
Forecasts on the role of industrial design in the company in the next few years in the group of design learders
and in the remaining companies. N=298
50
45
40
35
30
25
20
15
10
5
49% 42% 9% 16% 44% 30% 2% 8%
0
027
Diagram 19
Number of new projects/products introduced into the market by the company during the last 3 years, i.e.
from September 2004. N=301
0 5 10 15 20 25 30 35
1-2 projects 22%
3-5 projects 31%
6-10 projects 18%
11-50 projects 21%
>50 projects 9%
Diagram 20
from September 2004, depending on the sector. N=301
50%
50
45
37%
40 35%
33%
35
31%
30%
30%
28%
27%
28%
30
26%
26%
25%
24%
24%
23%
23%
23%
25
22%
20%
18%
18%
18%
20
17%
16%
15%
15%
15%
15%
15%
14%
13%
13%
15
11%
11%
10
6%
4%
5
3%
3%
0
audio/video
devices, computers
1-2 projects 6-10 projects >50 projects

3-5 projects 11-50 projects
028
Diagram 21
from September 2004, depending on the company’s size. N=301
35
30
25
20
15
10
5
� 22% � 33% � 17% � 23% � 5% � 23% � 31% � 16% � 21% � 9% � 17% � 23% � 27% � 17% � 15%
0

3-5 projects >50 projects
6-10 projects
Diagram 22
from September 2004, in the group of design leaders and in the remaining companies. N=301
60
50
40
30
20
10
� � � � 51% � 49% � 25% � 36% � 22% � 16% � 2%
0

6-10 projects
029
Diagram 23
Number of new projects/products introduced into the market by the company during the last 12 months.
N=301
0 5 10 15 20 25 30 35
1 project 33%
2 projects 20%
3-5 projects 14%
6-10 projects 9%
11-50 projects 10%
>50 projects 4%
none 9%
Diagram 24
Number of new projects/products introduced into the market by the company during the last 12 months
60
56%
47%
50
42%
40%
40
27%
27%
26%
26%
25%
30
24%
23%
22%
22%
21%
20%
19%
18%
18%
16%
15%
15%
15%
20
14%
14%
14%
13%
13%
13%
11%
11%
11%
10%
10%
10%
9%
8%
8%
8%
8%
8%
8%
8%
7%
7%
10
6%
6%
4%
� 2%
0
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
�
domestic investment means furniture ceramics clothing, lighting sports

appliances products of transport and interior and glass fabrics, goods
and audio/video
devices, computers furnishings footwear
1 project 6-10 projects none
2 projects 11-50 projects
030
Diagram 25
Number of new projects/products introduced into the market by the company during the last 12 months
40
35
30
25
20
15
10
5
�30% �23% �16% � 9%� 9%� 2%� 12% �40%�14%� 15%� 8%� 10%� 5%� 8% �23%� 29%� 10%� 12%� 14%� 8%� 6%
0

Diagram 26
Number of new projects/products introduced into the market by the company during the last 12 months in
the group of design leaders and in the remaining companies. N=301
60
50
40
30
20
10
�� 22%� 56%� 22% � 39%� 23%� 17%� 7%� 2%� 1%� 11%
0

031
Diagram 27
Works on a specific, new and own project/new projects currently conducted in the company. N=300
0 10 20 30 40 50 60 70 80
yes 78%
no 22%
Diagram 28
Works on a specific, new and own project/new projects currently conducted in the company depending on
the sector. N=300
100
80
60
40
20
�66%� 34%� 80%� 20%� 75%� 25%� 82%� 18%� 83%� 18%� 87%� 13%� 65%� 35%� 81% 19%
0
and audio/video
yes no
032
Diagram 29
Works on a specific, new and own project/new projects currently conducted in the company depending on
the company’s size. N=300
100
80
60
40
20
� 76%� 24% � 75%� 25% � 90%� 10%

0
yes no
Diagram 30
Works on a specific, new and own project/new projects currently conducted in the company in the group of
design leaders and in the remaining companies. N=300
100
80
60
40
20
89%� 11% 76%� 24%

0
yes no
033
Diagram 31
Plans to start works on a subsequent, own and new project/new projects in the companies within the next
6 months. N=297
0 10 20 30 40 50 60 70 80
yes 79%
no 21%
Diagram 32
Plans to start works on a subsequent, own and new project/new projects in the company within the next 6
months, depending on the sector. N=297
100
80
60
40
20
74% 26% 71% 29% 78% 22% 74% 26% 82% 18% 87% 13% 89% 11% 81% 19%
0 domestic investment means of furniture and ceramics clothing, lighting sports
audio/video
devices, computers
yes no
034
Diagram 33
Plans to start works on a subsequent, own and new project/new projects in the company within the next 6
months depending on the company’s size. N=297
100
80
60
40
20
78% 22% 78% 22% 85% 15%

0
10-49 50-249 250 and more
yes no
Diagram 34
Plans start works on a subsequent, own and new project/new projects in the company within the next 6
months, in the group of design leaders and in the remaining companies. N=297
100
80
60
40
20
93% 7% 77% 23%

0
yes no
035
Diagram 35
Self-evaluation of the company’s position due to the used design. N=300
0 10 20 30 40 50 60 70 80
leading company that exceeds others in

14%
relation to the used design
company that systematically keeps up with

69%
new design
7%
9%
Diagram 36
Self-evaluation of the company’s position due to the used design, depending on the sector. N=300
90
81%
74%
74%
74%
80
71%
68%
64%
70
60
50%
50
40
23%
22%
22%
30
20%
19%
13%
13%
13%
20
11%
11%
10%
10%
10%
8%
8%
8%
5%
5%
10
4%
5%
3%
2%
0
audio/video
devices, computers
036
Diagram 37
Self-evaluation of the company’s position due to the used design, depending on the company’s size.
N=300
70
60
50
40
30
20
10
15% 68% 8% 9% 13% 69% 8% 9% 14% 71% 4% 12%
0
10-49 50-249 250 and more
Diagram 38
Self-evaluation of the company’s position due to the used design, in the group of design leaders and in the
70
60
50
40
30
20
10
31% 64% 2% 3% 11% 70% 8% 11%
0
037
Diagram 39
Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design in
comparison to other companies of the same sector. N=299
0 10 20 30 40 50 60 70 80
definitely favourable 19%
rather favourable 65%
rather unfavourable 5%
difficult to say 11%
Diagram 40
comparison to other companies of the same sector depending on the sector. N=299
82%
82%
90
73%
70%
80
62%
70
58%
57%
60
41%
50
32%
32%
40
30%
24%
23%
30
19%
20%
15%
13%
11%
20
8%
7%
5%
5%
4%
5%
5%
5%
5%
10
3%
3%
3%
3%
0
audio/video
devices, computers
038
Diagram 41
comparison to other companies of the same sector depending on the company’s size. N=299
80
70
60
50
40
30
20
10
4%
16% 64% 16% 20% 67% 6% 7% 28% 61% 2% 9%
0
10-49 50-249 250 and more
Diagram 42
Company’s self-evaluation in terms of its favourable or unfavourable results in the use of industrial design
in comparison to other companies of the same sector in the group of design leaders and in the remaining
companies. N=299
80
70
60
50
40
30
20
10
49% 51% 14% 67% 6% 13%
0
039
Diagram 43
Evaluation of the atmosphere in the company related to design. N=299
0 10 20 30 40 50 60
17%
60%
6%
1%
16%
Diagram 44
Evaluation of the atmosphere in the company related to design depending on the sector. N=299
80
74%
71%
71%
70
56%
60
55%
54%
53%
50%
50
40
33%
27%
30
23%
22%
21%
21%
20%
18%
20
14%
13%
13%
11%
11%
11%
11%
10%
7%
7%
10
5%
5%
5%
4%
4%
3%
3%
0
audio/video
devices, computers
very favourable
rather favourable
not very favourable
040
Diagram 45
Evaluation of the atmosphere in the company related to design depending on the company’s size. N=299
80
70
60
50
40
30
20
10
19% 57% 11% 1% 12% 17% 59% 5% 2% 17% 16% 69% 2% 13%
0
10-49 50-249 250 and more
very favourable
rather favourable
not very favourable
Diagram 46
Evaluation of the atmosphere in the company related to design in the group of design leaders and in the
60
50
40
30
20
10
4%
38% 58% 14% 61% 7% 2% 16%
0
very favourable
rather favourable
not very favourable
041
Diagram 47
Place of design in the company’s organizational structure*). N=301
0 10 20 30 40 50 60
the company has a section or a position assigned

52%
to design
the company employs its own, internal designer 49%
the company systematically or permanently

employs an external designer 14%
the company employs an external

designer/designers if needed 31%
the company does not use design 8%
Diagram 48
Place of design in the company’s organizational structure depending on the sector *). N=301
68%
67%
70
62%
59%
58%
60
50%
50%
49%
47%
47%
46%
46%
50
44%
43%
42%
42%
39%
35%
40
34%
30%
30%
28%
25%
30
23%
21%
19%
18%
20
14%
14%
11%
11%
10%
8%
8%
8%
10
6%
5%
5%
4%
2%
0
audio/video
devices, computers
the company has a section or a position assigned to design

the company employs its own, internal designer
the company systematically or permanently employs an external designer
the company employs an external designer/designers if needed
the company does not use design
*) Percentages do not total 100% because the respondents could give several answers.
042
Diagram 49
Place of design in the company’s organizational structure depending on the company’s size*). N=301
70
60
50
40
30
20
10
42% 45% 11% 34% 7% 55% 49% 11% 25% 8% 65% 60% 27% 39% 10%
0
10-49 50-249 250 and more

Diagram 50
Place of design in the company’s organizational structure in the group of design leaders and in the remain-
ing companies*). N=301
80
70
60
50
40
30
20
10
71% 69% 27% 46% 48% 46% 11% 29% 9%
0

*) Percentages do not total 100% because the respondents could give several answers.
043
Diagram 51
Number of people employed in the section/on the posts related to design. N=151
0 5 10 15 20 25 30
1 person 18%
2 persons 30%
3 persons 15%
4 persons 10%
5 persons and more 27%
Diagram 52
Number of people employed in the section/on the posts related to design, depending on the company’s
size. N=151
50
40
30
20
10
39% 37% 9% 4% 11% 11% 32% 17% 10% 31% 6% 15% 18% 18% 42%
0
10-49 50-249 250 and more
1 person 3 persons 5 persons and more

2 persons 4 persons
044
Diagram 53
Number of people employed in the section/on the posts related to design, in the group of design leaders
35
30
25
20
15
10
5
14% 21% 21% 10% 35% 20% 32% 13% 10% 25%
0
1 person 3 persons 5 persons and more

2 persons 4 persons
Diagram 54
Company’s strategy of using design in works on the projects executed during the last 3 years. N=300
0 5 10 15 20 25 30 35 40
11%
22%
39%
18%
3%
6%
045
Diagram 55
Company’s strategy of using design in works on the projects executed during the last 3 years, depending
on the sector. N=300
60
52%
50
45%
44%
41%
41%
40
35%
31%
31%
30%
28%
30
26%
24%
24%
23%
23%
23%
21%
20%
18%
18%
17%
16%
20
16%
15%
15%
15%
15%
14%
11%
11%
8%
8%
10
7%
7%
6%
5%
5%
5%
3%
3%
3%
0
audio/video
devices, computers
Diagram 56
Company’s strategy of using design in works on the projects executed during the last 3 years, depending on
the company’s size. N=300
40
30
20
10
0 11% 23% 40% 18% 4% 4% 13% 16% 39% 19% 5% 9% 8% 33% 37% 18% 4%
10-49 50-249 250 and more

046
Diagram 57
Company’s strategy of using design in works on the projects executed during the last 3 years, in the group
of design leaders and in the remaining companies. N=300
40
35
30
25
20
15
10
5
31% 33% 36% 8% 20% 40% 22% 4% 8%
0
Diagram 58
Evaluation of the role of industrial design in the sector represented by the company. N=299
0 10 20 30 40 50 60
17%
59%
14%
4%
7%
047
Diagram 59
Evaluation of the role of industrial design in the sector represented by the company, depending on the sec-
tor. N=299
76%
80
70%
70
60%
59%
57%
60
55%
49%
48%
50
40
35%
32%
31%
30
21%
19%
18%
20
15%
15%
15%
11%
11%
10%
10%
10%
8%
8%
8%
7%
10
7%
7%
5%
5%
5%
3%
3%
3%
3%
3%
2%
0
audio/video
devices, computers
key
important
restricted
Diagram 60
Evaluation of the role of industrial design in the sector represented by the company in the group of design
60
50
40
30
20
10
44% 49% 7% 13% 60% 15% 4% 8%

0
key
important
restricted
048
Diagram 61
Evaluation of the role of industrial design in the sector in recent years. N=299
0 5 10 15 20 25 30 35
29%
36%
remained on a similar 27%

level
1%
1%
6%
Diagram 62
Evaluation of the role of industrial design in the sector in recent years depending on the sector. N=299
50
50%
41%
40%
39%
38%
38%
37%
37%
40
35%
34%
33%
30%
30%
30%
29%
28%
26%
26%
30
23%
21%
21%
20%
20%
19%
20
15%
11%
8%
8%
10
5%
3%
3%
3%
2%
2%
0
audio/video
devices, computers
remained on a similar level

moderately declined
049
Diagram 63
Evaluation of the role of industrial design in the sector in recent years in the group of design leaders and in
the remaining companies. N=299
60
50
40
30
20
10
53% 38% 7% 2% 24% 35% 31% 1% 2% 7%
0

moderately declined
Diagram 64
Evaluation of the role of industrial design in the sector in the next few years. N=299
0 10 20 30 40 50
23%
45%
remain on a similar
23%
level
1%
7%
050
Diagram 65
Evaluation of the role of industrial design in the sector in the next few years depending on the sector.
N=299
60%
60
52%
50%
46%
50
43%
41%
36%
35%
40
34%
33%
33%
32%
28%
27%
27%
30
23%
22%
19%
19%
18%
18%
16%
16%
15%
20
15%
8%
8%
8%
7%
10
3%
3%
3%
3%
2%
2%
0
audio/video
devices, computers

moderately declined
Diagram 66
Evaluation of the role of industrial design in the sector in the next few years in the group of design leaders
60
50
40
30
20
10
58% 33% 9% 17% 47% 26% 1% 9%
0
051
Diagram 67
Evaluation of the profitability of investment in design made by companies of the sector. N=299
0 10 20 30 40 50 60
33%
53%
4%
2%
7%
Diagram 68
Evaluation of the profitability of investment in design made by companies of the sector depending on the
sector. N=299
80
70%
65%
70
63%
60
50%
50%
48%
46%
44%
50
43%
40%
40%
38%
40
30%
28%
30
22%
19%
15%
20
11%
9%
9%
7%
10
5%
5%
5%
5%
5%
5%
5%
5%
5%
5%
3%
3%
0
audio/video
devices, computers
052
Diagram 69
Evaluation of the profitability of investment in design made by companies of the sector in the group of design
60
50
40
30
20
10 5%
58% 40% 2% 29% 55% 3% 8%
0
Diagram 70
Influence of design on selected elements of the company’s activity in the period of 12 months. Percentage
of the answer “to a great extent”. N=301
0 10 20 30 40 50 60
19%
40%
15%
36%
60%
32%
43%
60%
40%
32%
49%
29%
28%
47%
24%
27%
49%
23%
34%
51%
31%
14%
20%
13%
25%
39%
22%
general development of the 27%
46%
company 24%
total design leaders remaining companies

053
Diagram 71
Influence of design on the company’s export within the last 12 months. N=301
0 5 10 15 20 25 30 35
to a small extent 19%
to no extent 32%
to a great extent 17%
to some extent 32%
Diagram 72
Influence of design on the company’s export within the last 12 months depending on the sector. N=301
48%
50
44%
44%
39%
40
37%
36%
36%
35%
34%
33%
30%
30%
30
27%
23%
23%
22%
22%
20%
20%
19%
19%
19%
19%
18%
20
15%
15%
14%
13%
13%
11%
11%
11%
10
0
appliances
and audio/video products of transport and interior and glass fabrics, goods
to a small extent to a great extent

to no extent to some extent
054
Diagram 73
Influence of design on the company’s export within the last 12 months. Distribution of answers depending
on the company’s size. N=301
40
35
30
25
20
15
10
5
17% 28% 22% 33% 16% 34% 14% 36% 31% 37% 15% 17%
0
10-49 50-249 250 and more

Diagram 74
Influence of design on the company’s export within the last 12 months. Distribution of answers in the group
40
35
30
25
20
15
10
5
40% 31% 13% 16% 15% 32% 18% 34%
0

055
Diagram 75
Influence of design on the company’s image within the last 12 months. N=301
0 10 20 30 40 50 60
to no extent
54%
to a great extent
to some extent 8%
2%
Diagram 76
Influence of design on the company’s image within the last 12 months. Distribution of answer depending
80
67%
66%
70
58%
60
52%
51%
50%
50%
48%
50
43%
41%
41%
38%
36%
40
32%
30
22%
19%
18%
17%
20
11%
10%
10
6%
5%
5%
5%
3%
3%
3%
3%
0
audio/video
devices, computers

056
Diagram 77
Influence of design on the company’s image within the last 12 months. Distribution of answers depending
60
50
40
30
20
10
37% 53% 7% 4% 34% 55% 9% 2% 39% 50% 10% 2%

0
10-49 50-249 250 and more

Diagram 78
Influence of design on the company’s image within the last 12 months. Distribution of answers in the group
60
50
40
30
20
10
60% 36% 4% 31% 57% 9% 3%
0

057
Diagram 79
Influence of design on the consumers’ satisfaction within the last 12 months. N=301
0 10 20 30 40 50 60
to no extent 53%
to some extent 1%
Diagram 80
Influence of design on the consumers’ satisfaction within the last 12 months. Distribution of answers
80
67%
70
65%
61%
61%
58%
60
55%
51%
50%
46%
50
44%
40%
38%
40
35%
34%
30%
28%
30
20
8%
10
6%
6%
5%
4%
3%
3%
3%
3%
3%
0
audio/video
devices, computers

058
Diagram 81
Influence of design on the consumers’ satisfaction within the last 12 months. Distribution of answers
70
60
50
40
30
20
10
4% 3%
51% 44% 1% 40% 56% 2% 31% 62% 6% 2%
0
10-49 50-249 250 and more

Diagram 82
Influence of design on the consumers’ satisfaction within the last 12 months. Distriubution of answers
60
50
40
30
20
10
4%
60% 40% 40% 55% 1%
0

059
Diagram 83
Influence of design on the increase in profits within the last 12 months. N=301
0 10 20 30 40 50 60
to no extent 54%
to some extent 1%
Diagram 84
Influence of design on the increase in profits within the last 12 months. Distribution of answers depend-
ing on the sector. N=301
80
70%
70
58%
56%
60
55%
51%
50%
48%
47%
50
39%
39%
37%
40
35%
34%
33%
30
22%
19%
18%
16%
20
14%
14%
10%
8%
8%
8%
10
7%
3%
3%
0
audio/video
devices, computers

060
Diagram 85
Influence of design on the increase in profits within the last 12 months. Distribution of answers depend-
ing on the company’s size. N=301
60
50
40
30
20
10
32% 55% 11% 2% 31% 55% 13% 1% 31% 52% 14% 2% 2%

0
10-49 50-249 250 and more

Diagram 86
Influence of design on the increase in profits within the last 12 months. Distribution of answers in the
group of design leaders and in the remaining companies. N=301
60
50
40
30
20
10
49% 42% 7% 2% 29% 56% 14% 1%

0

061
Diagram 87
Influence of design on the development of new markets within the last 12 months. N=301
0 5 10 15 20 25 30 35 40 45 50
to no extent 47%
to some extent 6%
Diagram 88
Influence of design on the development of new markets within the last 12 months. Distribution of
answers depending on the sector. N=301
65
60%
58%
60
55
51%
46%
50
45%
43%
45
39%
40
36%
35%
34%
35
31%
30%
30
26%
26%
25%
24%
22%
22%
25
21%
20%
18%
20
15%
14%
13%
11%
15
10%
9%
8%
10
3%
3%
3%
5
0
audio/video
devices, computers

062
Diagram 89
answers depending on the company’s size. N=301
50
40
30
20
10
25% 46% 20% 9% 29% 49% 17% 5% 31% 44% 21% 4%

0
10-49 50-249 250 and more

Diagram 90
answers in the group of design leaders and in the remaining coampnies. N=301
50
40
30
20
10
47% 42% 9% 2% 24% 48% 21% 7%

0

063
Diagram 91
Influence of design on the increase in market share within the last 12 months. N=301
0 10 20 30 40 50 60
to some extent 53%
to no extent 5%
Diagram 92
Influence of design on the increase in market share within the last 12 months. Distribution of answers
depending on the sector. N=301 65%
70
63%
58%
67%
56%
60
50
44%
41%
39%
36%
36%
40
31%
30%
26%
30
24%
21%
19%
18%
17%
16%
16%
15%
20
13%
11%
10%
8%
10
7%
6%
5%
5%
0
audio/video
devices, computers
to a great extent to some extent to a small extent to no extent

064
Diagram 93
60
50
40
30
20
10
24% 57% 15% 5% 30% 50% 15% 5% 28% 55% 14% 4%

0
10-49 50-249 250 and more
Diagram 94
60
50
40
30
20
10
49 % 44% 5% 2% 23% 55% 16% 5%

0

065
Diagram 95
Influence of design on the company’s competitiveness within the last 12 months. N=301
0 10 20 30 40 50 60
to some extent 52%
to no extent 2%
Diagram 96
Influence of design on the company’s competitiveness within the last 12 months. Distribution of an-
swers depending on the sector. N=301
61%
65
58%
56%
56%
60
54%
55
46%
50
45%
45
41%
41%
39%
40
35%
35%
35%
35
30%
29%
28%
30
25
18%
20
16%
15%
11%
11%
11%
15
10%
8%
8%
10
6%
3%
5
0
audio/video
devices, computers

066
Diagram 97
swers depending on the company’s size. N=301
65
60
55
50
45
40
35
30
25
20
15
10
5
33% 52% 15% 40% 46% 12% 2% 23% 64% 8% 6%
0
10-49 50-249 250 and more
Diagram 98
swers in the group of design leaders and in the remaining companies. N=301
55
50
45
40
35
30
25
20
15
10
5 51% 38% 9% 2% 31% 54% 13% 2%

0

067
Diagram 99
Influence of design on the increase in employment within the last 12 months. N=301
0 5 10 15 20 25 30 35 40
to some extent 36%
to no extent 19%
Diagram 100
Influence of design on the increase in employment within the last 12 months. Distribution of answers
65
60
62%
55
48%
50
43%
42%
45
40%
36%
40
34%
34%
32%
35
28%
28%
28%
28%
30
25%
24%
23%
21%
25
20%
20%
19%
19%
18%
18%
20
15%
15%
14%
14%
13%
13%
13%
11%
15
10
4%
5
0
audio/video
devices, computers

068
Diagram 101
40
35
30
25
20
15
10
5
13% 37% 30% 21% 16% 37% 29% 18% 12% 31% 37% 20%
0
10-49 50-249 250 and more

Diagram 102
40
35
30
25
20
15
10
5
20% 24% 40% 16% 13% 38% 29% 20%
0

069
Diagram 103
Influence of design on the increase in turnover within the last 12 months. N=301
0 10 20 30 40 50 60
to no extent 57%
to some extent 19%
Diagram 104
Influence of design on the increase in turnover within the last 12 months. Distribution of answers de-
pending on the sector. N=301
80
68%
67%
65%
70
60%
59%
60
51%
50%
50
43%
40
30%
28%
26%
30
24%
23%
23%
22%
22%
20%
18%
18%
16%
20
14%
11%
11%
10%
7%
10
5%
5%
4%
3%
0
audio/video
devices, computers

070
Diagram 105
Influence of design on the increase in turnover within the last 12 months. Distribution of answers de-
pending on the company’s size. N=301
80
70
60
50
40
30
20
10
30% 50% 16% 4% 24% 60% 14% 3% 17% 67% 14% 2%
0
10-49 50-249 250 and more

Diagram 106
Influence of design on the increase in turnover within the last 12 months. Distribution of answers in the
60
50
40
30
20
10
39% 48% 9% 5% 22% 59% 15% 3%
0

071
Diagram 107
Influence of design on the general development of the company within the last 12 months. N=301
0 10 20 30 40 50 60 70
to no extent 61%
to some extent 1%
Diagram 108
Influence of design on the general development of the company within the last 12 months. Distribu-
tion of answers depending on the sector. N=301
80
73%
68%
70
62%
59%
59%
58%
58%
60
54%
50
35%
40
30%
29%
28%
26%
26%
30
24%
16%
16%
15%
20
13%
12%
11%
11%
10
5%
5%
4%
3%
3%
0
audio/video
devices, computers

072
Diagram 109
tion of answers depending on the company’s size. N=301
80
70
60
50
40
30
20
10
29% 60% 11% 26% 62% 10% 2% 23% 61% 12% 4%
0
10-49 50-249 250 and more

Diagram 110
tion of answers in the group of design leaders and in the remaining companies. N=301
80
70
60
50
40
30
20
10
46% 46% 8% 24% 64% 11% 1%
0

073
Diagram 111
The most important factors exerting the greatest influence on the sale of the company’s products.
N=299
0 10 20 30 40 50 60 70 80 90 100
attractive market price 75%
good quality 89%
good design 43%
good distribution 26%
poor competition 3%
good advertising 15%
brand loyalty 26%
something else 2%
Diagram 112
Distribution of answers depending on the sector. N=299
95%
100
93%
93%
92%
91%
89%
88%
85%
90
84%
77%
76%
80
74%
74%
70%
66%
65%
70
57%
55%
54%
60
50%
50
42%
41%
41%
38%
40
33%
32%
32%
31%
29%
28%
28%
25%
30
23%
22%
21%
21%
21%
20%
18%
18%
16%
15%
20
15%
13%
13%
11%
10%
9%
10
5%
5%
5%
4%
3%
8%
3%
3%
3%
3%
3%
0
audio/video
devices, computers
attractive market price poor competition

good quality good advertising
good design brand loyalty
good distribution something else
074
Diagram 113
Good design as one of the three most important factors influencing the sale of the company’s products
60
50
40
30
20
10
42% 28% 21% 57% 55% 54% 41% 41%

0
audio/video
devices,computers
Diagram 114
Distribution of answers depending on the company’s size. N=299
93%
100
87%
86%
90
77%
75%
69%
80
70
50%
60
40%
50
35%
29%
29%
40
26%
25%
26%
24%
30
17%
16%
10%
20
4%
4%
3%
3%
3%
10
0
10-49 50-249 250 and more

075
Diagram 115
Distribution of answers in the group of design leaders and in the remaining companies. N=299
96%
88%
100
78%
71%
80
53%
60
38%
29%
28%
40
26%
16%
16%
20
9%
7%
4%
2%
1%
0

Diagram 116
Role of design in determining the economic success of the company in comparison to other factors (percent-
age of the answer “key”). N=301
0 10 20 30 40 50 60 70
38%
44%
37%
15%
9%
16%
21%
18%
22%
20%
29%
18%
38%
40%
38%
27%
27%
27%
46%
62%
43%
total design leaders remaining companies

076
Diagram 117
Evaluation of an average growth of value/price of the product while using a good pattern meeting the needs
of the market. N=298
0 5 10 15 20 25
up to 10% 25%
11-15 % 15%
16-20% 15%
21-25% 7%
26-30% 4%
31-40% 6%
more than 40% 10%
17%
Diagram 118
of the market depending on the sector. N=298
50
43%
42%
40
35%
27%
26%
26%
30
23%
22%
21%
21%
20%
19%
19%
19%
18%
18%
18%
20
16%
16%
16%
15%
15%
15%
15%
14%
13%
13%
13%
13%
13%
12%
12%
11%
11%
11%
11%
11%
11%
10%
9%
9%
9%
8%
8%
8%
8%
10
5%
5%
5%
5%
5%
5%
5%
5%
4%
4%
3%
3%
0
audio/video
devices, computers
do 10% 21-25%
11-15% 26-30%
16-20% 31-40%
077
Diagram 119
of the market in the group of design leaders and in the remaining companies. N=298
30
25
20
15
10
5
20% 18% 7% 7% 9% 11% 22% 7% 26% 14% 17% 7% 4% 6% 8% 19%
0
do 10% 21-25%
11-15% 26-30%
16-20% 31-40%
Diagram 120
Ways of obtaining new patterns used by companies within the last 3 years. N=297
0 10 20 30 40 50 60
order with a professional designer 18%
licence purchase 9%
working out its own pattern on the basis of monitoring the 58%
competition/national market.
working out its own pattern on the basis of monitoring the 50%
competition/foreign market
working out its own pattern on the basis of what is presented at 41%
fairs/on exhibitions
working out its own pattern on the basis of the press information and 31%
trade publications
pattern handed over by the foreign partner 24%
other sources of patterns 5%
078
Diagram 121
Ways of obtaining new patterns used by companies within the last 3 years depending on the sector.
N=297
70
65%
64%
63%
63%
59%
59%
58%
60
56%
54%
54%
54%
51%
50%
49%
48%
50
44%
43%
43%
42%
42%
41%
41%
38%
37%
40
36%
33%
31%
31%
30%
29%
28%
28%
30
26%
26%
25%
25%
24%
23%
21%
17%
20
16%
16%
16%
15%
15%
14%
11%
11%
11%
11%
10%
10%
10
8%
8%
7%
6%
5%
5%
5%
5%
4%
3%
0
audio/video
devices, computers
order with a professional designer

licence purchase
working out its own pattern on the basis of monitoring the competition/domestic market
working out its own pattern on the basis of monitoring the competition/foreign market
working out its own pattern on the basis of what is presented at fairs/exhibitions
working out its own pattern on the basis of the press information and trade publications
pattern handed over by the foreign partner
other sources of patterns
Diagram 122
Ways of obtaining new patterns used by companies within the last 3 years depending on the company’s
size. N=297
80
63%
55%
70
54%
52%
73%
60
45%
43%
41%
39%
37%
50
33%
32%
28%
40
26%
24%
17%
17%
30
15%
10%
10%
20
9%
6%
4%
2%
10
0
10-49 50-249 250 and more

licence purchase
079
Diagram 123
Ways of obtaining new patterns used by companies within the last 3 years in the group of design leaders and
in the remaining companies. N=297
60
50
40
30
20
10
0 18% 58% 58% 53% 51% 42% 11% 18% 11% 58% 48% 39% 27% 20% 4%

licence purchase
Diagram 124
Reasons for not using the services of designers1). N=88
0 10 20 30 40 50
42%
13%
35%
14%
7%
16%
8%
31%
) The question was asked in the companies that neither employ its own designer nor use the services of external designers. The
surveyed companies provided two main reasons for not using the services of a designer.
080
Diagram 125
Ways of cooperating with external designers. N=101
0 10 20 30 40 50 60 70 80
cooperation with an independent, professional designer 65%
cooperation with a design studio 29%
cooperation with design students 12%
other forms of cooperation 4%
Diagram 126
Ways of the company’s cooperation with external designers. N=102
0 20 40 60 80 100
direct order 87%
open contest
6%
(young designers, students)
closed contest
(professional designers) 6%
some other form 1%

081
Diagram 127
Company expectations towards an external designer. N=102
0 10 20 30 40 50 60
delivery of a new product project only (only

external form) 41%
cooperation at each stage of works on a new 56%

product
3%
Diagram 128
General evaluation of the knowledge of external designers working for the company concerning methods of
working out a product with high market potential. N=102
0 10 20 30 40 50 60 70 80
great 26%
relatively great 64%
rather small 4%
difficult to say 6%
082
Diagram 129
Defining duties/responsibilities of each party: of the external designer and of the enterprise. N=102
0 10 20 30 40 50
yes, always 47%
yes, usually 41%
sometimes yes, sometimes no 10%
on the whole, no 1%
difficult to say 1%
Diagram 130
The party defining the scope of duties and responsibilities of the external designer. N=99
0 10 20 30 40 50 60
the company 38%
the designer 8%
both parties 53%
difficult to say 1%
083
Diagram 131
Disagreements at different stages of works on the new project between the external designer and the people
in the company responsible for introduction of new products into the market. N=102
0 5 10 15 20 25 30 35 40 45 50 55
yes 38%
no 8%
52%
Diagram 132
Main reasons for disagreements between the external designer and the people in the company responsible
for introduction of new products into the market. N=27
0 5 10 15 20 25 30 35
mistakes in communication 4%
11%
main idea of the project, different
concepts of design, general effect 30%
wrong interpretation of assumptions,
4%
lack of precise terms
lack of knowledge of the company's
technology, vision not always compliant 22%
22%
deadline, failure to meet a deadline 7%
11%
mistakes in construction, negligent
project execution 7%
others 7%
084
Diagram 133
Sources of information on designers working in a given sector. N=102
0 10 20 30 40 50
trade press 41%

41%
the Internet 46%

46%
professional publishing 28%

28%
publishing of Institute of
8%8%
Industrial Design
friends 28%
28%
competition 17%
17%
other sources 15%

15%
we do not look for such
10%
10%
information
Diagram 134
Main reasons for the introduction of new projects/design products into the market by the company.
N=299
0 5 10 15 20 25 30 35 40 45 50 55 60 65
shaping the company's image as

innovative and modern 43%
shaping the company's image as

client-friendly 36%
willingness to obtain a higher price for a

new product 27%
willingness to obtain a new group of

61%
clients
distinguishing itself in comparison to the

competition 32%
gaining the competitive advantage over

other companies 34%
company development 35%

085
Diagram 135
Main reasons for the introduction of new projects/design products into the market by the company depend-
ing on the sector. N=299
80
73%
69%
68%
70
61%
60%
59%
58%
60
53%
53%
51%
50%
49%
48%
48%
50
43%
43%
41%
41%
41%
40%
40%
37%
37%
37%
40 36%
35%
35%
35%
35%
34%
34%
34%
34%
34%
34%
34%
33%
33%
33%
32%
32%
32%
32%
30%
30%
30%
29%
28%
26%
26%
26%
30
25%
23%
20%
19%
20
10
5%
0
audio/video
devices, computers
shaping the company's image shaping the company's image as willingness to obtain a higher
as innovative and modern client-friendly price for a new product
willingness to obtain a new distinguishing itself in comparison gaining the competitive
group of clients to the competition advantage over other companies
company development
Diagram 136
Main reasons for the introduction of new projects/design products into the market by the company depend-
ing on the company’s size. N=299
70
60
50
40
30
20
10
42% 41% 23% 64% 37% 34% 28% 41% 35% 31% 61% 30% 31% 37% 47% 29% 29% 55% 28% 43% 45%
0
10-49 50-249 250 and more
shaping the company's image shaping the company's image as willingness to obtain a higher
as innovative and modern client-friendly price for a new product
willingness to obtain a new distinguishing itself in comparison gaining the competitive
group of clients to the competition advantage over other companies
company development
086
Diagram 137
Main reasons for the introduction of new projects/design products into the market by the company in the
80
70
60
50
40
30
20
10
� 46% � 32% � 27% � 52% � 32% � 43% � 32% � 42% � 37% � 28% � 63% � 32% � 33% � 35%
0
shaping the company's image as innovative and modern
shaping the company's image as client-friendly
willingness to obtain a higher price for a new product
willingness to obtain a new group of clients
distinguishing itself in comparison to the competition
gaining the competitive advantage over other companies
company development
Diagram 138
Main barriers in obtaining new project solutions. N=299
0 5 10 15 20 25 30 35 40
38%
7%
7%
6%
6%
5%
3%
3%
3%
2%
1%
1%
1%
1%
1%
1%
1%
0%
3%
9%
27%
087
Diagram 139
Main barriers to the implementation of new project solutions and their introduction into the market.
N=299
0 5 10 15 20 25 30 35
30%
11%
10%
4%
4%
4%
4%
4%
2%
1%
1%
1%
1%
1%
0%
0%
0%
3%
6%
33%
Diagram 140
Presence of a separate organisational section in the company responsible for new products development.
N=300
0 10 20 30 40 50 60 70 80
yes 39%
no 61%
088
Diagram 141
Presence of a separate organisational section in the company responsible for new products development
90
80
70
60
50
40
30
20
10
40% 60% 48% 52% 44% 56% 36% 64% 56% 44% 26% 74% 19% 81% 38% 62%
0
audio/video
devices, computers
yes no
Diagram 142
Presence of a separate organisational section in the company responsible for new products development
80
70
60
50
40
30
20
10 22% 78% 43% 57% 65% 35%

0
10-49 50-249 250 and more

yes no
089
Diagram 143
Presence of a separate organisational section in the company responsible for new products development in
the group of design leaders and in the remaining companies. N=300
70
60
50
40
30
20
10
43% 57% 38% 62%
0
yes no
Diagram 144
Type of organisational section in the company responsible for new products development. N=117
0 10 20 30 40 50
new product section 31%
marketing section 41%
strategy section 7%
construction department, engineering-technical section 4%
creation section 1%
project section, project preparing section, designer 4%
development section, offer development section 6%
others 6%
090
Diagram 145
Number of people employed in an organisational section responsible for new products development.
N=116
0 5 10 15 20 25
1 person 13%
2 persons 22%
3-4 persons 25%
5-10 persons 25%
>10 persons 15%
Diagram 146
Developed implementation procedures for new products in the company. N=296
0 10 20 30 40 50 60
yes 58%
no 42%
091
Diagram 147
Developed implementation procedures for new products in the company depending on the sector. N=296
70
60
50
40
30
20
10
58% 42% 58% 42% 57% 43% 60% 40% 65% 35% 58% 42% 58% 42% 50% 50%
0
audio/video
devices, computers
yes no
Diagram 148
Developed implementation procedures for new products in the company depending on the company’s size.
N=296
80
70
60
50
40
30
20
10
49% 51% 58% 42% 77% 23%
0
10-49 50-249 250 and more
yes no
092
Diagram 149
Developed implementation procedures for new products in the company in the group of design leaders and
in the remaining companies. N=296
90
80
70
60
50
40
30
20
10
84% 16% 53% 47%
0
yes no
Diagram 150
Stages in standard works on a new project that are identified and documented in writing. N=172
0 20 40 60 80 100
working out project assumptions 85%
working out new product concept

projects 83%
shaping 80%
prototyping 85%
new product implementation 92%
other 5%
093
Diagram 151
Defined criteria for project evaluation as part of establishing project objectives. N=292
0 10 20 30 40 50 60 70 80
71%
16%
13%
Diagram 152
Defined criteria for project evaluation as part of establishing project objectives depending on the sector.
N=292
100
89%
90
79%
76%
80
72%
71 %
68%
70
61%
57%
60
50
40
26%
30
21%
21%
18%
17%
16%
15%
15%
20
13%
13%
12%
11%
9%
8%
8%
10
4%
0
audio/video
devices, computers
yes no
094
Diagram 153
Defined criteria for project evaluation as part of establishing project objectives depending on the company’s
size. N=292
90
80
70
60
50
40
30
20
10
62% 24% 14% 74% 14% 12% 80% 6% 14%
0
10-49 50-249 250 and more

yes no
Diagram 154
Defined criteria for project evaluation as part of establishing project objectives in the group of design lead-
ers and in the remaining companies. N=292
80
70
60
50
40
30
20
10
77% 18% 5% 69% 16% 15%
0
yes no
095
Diagram 155
Person responsible for the final selection of a new project/product in the company. N=299
0 10 20 30 40 50 60 70
president / director / owner

of the company
64%
board members 12%
marketing section 5%
mutual decision of
representatives of different 18%
company sections
someone else 1%
Diagram 156
Person responsible for the final selection of a new project/product in the company depending on the com-
80
70
60
50
40
30
20
10
0 76% 7% 5% 11% 60% 17% 5% 17% 1% 44% 12% 4% 37% 4%
10-49 50-249 250 and more

president/director/owner of the company

board members
marketing section
mutual decision of representatives of different company sections
someone else
096
Diagram 157
Measures taken by the company in order to minimize the risk while working on a new project2). N=301
0 5 10 15 20 25 30 35 40 45 50
29%
14%
27%
47%
21%
22%
25%
27%
5%
12%
11%
36%
1%
2%
Diagram 158
Stages in works on a new project that constitute the basis for the survey of consumer preferences conducted
by the company3). N=298
0 5 10 15 20 25 30 35 40
before working out new project assumptions 38%
while selecting the concept project to be implemented 19%
while evaluating the project model 14%
while evaluating the product prototype 10%
while shaping the implemented product 9%
while prototyping the implemented product 9%
after the new product implementation 9%
different answer 2%
we do not conduct surveys of consumer preferences 21%
) Percentages do not total 100% because the respondents indicated three most important measures taken by the company in
order to minimize the risk.
) Percentages do not total 100% because the respondents could give several answers.
097
Diagram 159
Sources of information used by the company in order to obtain information on the consumers, their needs
and preferences. N=299
0 10 20 30 40 50 60 70 80
tradespeople 43%
distributors/wholesalers 33%
market research 68%
from fairs/exhibitions 42%
consumer surveys 13%
information in the media 10%
consultations with company employees/internal survey 16%
friends, family 3%
own experiences, knowledge 40%
other sources 5%
Diagram 160
Ways of conducting consumer surveys by the company. N=298
0 10 20 30 40 50 60 70 80
4%
73%
5%
19%
098
Diagram 161
Ways of conducting consumer surveys by the company depending on the sector. N=298
100
85%
82%
90
80%
74%
73%
80
68%
70
61%
61%
60
50
40
26%
24%
23%
22%
30
21%
15%
13%
20
11%
8%
8%
8%
8%
8%
6%
5%
5%
10
4%
3%
2%
2%
0
audio/video
devices, computers
Diagram 162
Ways of conducting consumer surveys by the company depending on the company’s size. N=298
100
90
80
70
60
50
40
30
20
10 4% 70% 5% 22% 3% 71% 6% 20% 6% 84% 2% 8%
0
10-49 50-249 250 and more
099
Diagram 163
Ways of conducting consumer surveys by the company in the group of design leaders and in the remaining
companies. N=298
100
90
80
70
60
50
40
30
20
10 6%
2% 87% 11% 4% 70% 20%
0
Diagram 164
Evaluation of the credibility and usefulness of marketing research. N=290
0 5 10 15 20 25 30 35 40 45 50
usually provide
31%
clear data
usually their interpretetion

24%
is difficult
I don't know,
45%
difficult to say
100
Diagram 165
Problems that emerge during the process of new product development4). N=298
0 5 10 15 20 25 30 35 40
insufficient precision of assumptions at the begining of project 25%

lack of desinger's conformity to construction requirements 14%
lack of understanding between the designer and the constructor 11%
designer's incomprehension of product specification 13%
necessity to make corrections 39%
designer's unwillingness to mark the suggested corrections 4%
incomplete description of all project elements 16%
exceeded time in schedule 25%
lack of information enabling rational project selection 8%
designer's failure to take into consideration capabilities and limits of chosen technology 16%
lack of defined, clear criteria for project evaluation 6%
problems in proper interpretation of the results of consumer surveys 6%
lack of project coordinator on behalf of the company 3%
designer's failure to deliver required documentation 6%
opposition of implementation section due to additional work related to new project implementation 7%
lack of clearly defined project objective 6%
”no problems” 3%
”I don't know, difficult to say” 1%
others 6%
Diagram 166
Cases when the already started works on a new product failed to succeed during the last 3 years. N=299
0 10 20 30 40 50 60 70 80
yes 31%
no 67%
I don't know 2%
) Percentages do not total 100% because the respondents could give several answers.
101
Diagram 167
Cases when the already started works on a new product failed to succeed during the last 3 years, depending
100
87%
83%
90
73%
80
63%
62%
60%
70
56%
56%
60
44%
42%
50
38%
35%
30%
40
23%
30
17%
14%
20
7%
5%
10
2%
3%
3%
0
domestic investment means of furniture and ceramic clothing, lighting sports
audio/video
devices, computers
yes no I don't know
Diagram 168
Cases when the already started works on a new product failed to succeed during the last 3 years, depending
80
70
60
50
40
30
20
10
32% 67% 2% 30% 68% 2% 29% 67% 4%
0
10-49 50-249 250 and more
yes no I don't know

102
Diagram 169
Cases when the already started works on a new product failed to succeed during the last 3 years, in the
80
70
60
50
40
30
20
10
53% 47% 26% 71% 3%
0
yes no I don't know
Diagram 170
Number of cases during the last 3 years when works on a new project failed to succeed. N=91
0 5 10 15 20 25 30
1 case 25%
2 cases 25%
3-9 cases 29%
10 cases and more 13%
I don't remember 8%
103
Diagram 171
Reasons for the failure in case of the last unfinished project5). N=89
0 5 10 15 20 25 30
lack of consumer interest, missed product 28%
too luxurious 1%
too modern 1%
competition from cheap Chinese and Turkish goods 2%
too high price, final product price 10%
lack of ordering party's approval, it did not meet requirements 12%
lack of time, patience 7%
lack of employees, staff, change of personnel 6%
lack of raw materials 3%
lack of money, high production and distribution cost 12%

problems at the stage of establishing project assumptions, 11%
insufficient precision of assumptions at the beginning of project
work was not urgent, was not necessary 5%
technological restrictions, company technological capabilities not taken into consideration 11%
failure to achieve assumed parameters, product final quality 2%
others 2%
Diagram 172
Factors that lower the effectiveness of works on a new project. N=300
0 5 10 15 20 25
necessary project modifications due to additional data that appeared during works 22%
necessary project modifications due to making project objective more precise 23%
project not fully complying with technological assumptions 14%
project not fully complying with budget assumptions 14%
project not fully complying with market assumptions 13%
company's organizational structure 7%
lack of process coordinator on behalf of the company 1%
something else 2%
difficult to say 12%
) Percentages do not total 100% because the respondents could give several answers. It was an open-ended question to which
the respondents could answer in different ways.
104
Diagram 173
Use of methods of intellectual property protection with reference to own products. N=299
0 10 20 30 40 50 60
yes 44%
no 52%
I don't know 4%
Diagram 174
Use of methods of intellectual property protection with reference to own products depending on the sector.
N=299
80
70
62%
61%
60
54%
53%
52%
52%
50%
50%
48%
48%
46%
45%
50
41%
40%
38%
40
33%
30
20
8%
10
6%
5%
5%
� 3%
� 2%
0
�
�
�
�
�
�
�

and audio/video
yes no I don't know

105
Diagram 175
Use of methods of intellectual property protection with reference to own products depending on the com-
80
70
60
50
40
30
20
10
� 44%� 51%� 5% � 65%� 31%� 4%
� 35%� 63%� 3%
0
yes no I don't know
Diagram 176
Methods of intellectual property protection used by Polish enterprises depending on their own products.
N=132
0 10 20 30 40 50 60
patenting an invention 28%
utility pattern protection 46%
trademark apllication
56%
(name and logo)
industrial design
32%
registartion
other 2%
106
Diagram 177
Evaluation of the effectiveness of used methods of intellectual property protection. N=131
0 10 20 30 40 50 60
fully effective 24%
usually effective
but not always 52%
hardly effective 19%
difficult to say 5%
Diagram 178
The company’s experiences with copies of their patterns made by the competition. N=299
0 10 20 30 40 50
yes 36%
no 44%
I don't know 20%

107
Diagram 179
The company’s experiences with copies of their patterns made by the competition depending on the sector.
N=299
60
60%
53%
50
46%
43%
41%
41%
41%
41%
41%
40%
38%
37%
40
36%
35%
33%
30
26%
24%
23%
22%
21%
21%
18%
20
14%
10 8%
0
�
�
�
�
�
�
�
�
and audio/video
yes no I don't know
Diagram 180
The company’s experiences with aware or unaware copying of someone else’s patterns. N=296
0 10 20 30 40 50 60 70 80
yes 11%
no 78%
I don't know 11%

108
Diagram 181
The company’s experiences with aware or unaware copying of someone else’s patterns depending on the
sector. N=296
100
85%
84%
92%
78%
80
73%
70%
70%
67%
60
40
21%
19%
18%
16%
15%
15%
14%
20
11%
10%
9%
9%
8%
5%
5%
5%
� 3%
0
�
�
�
�
�
�
�
and audio/video
yes no I don't know
Diagram 182
The company’s experiences with aware or unaware copying of someone else’s patterns depending on the
company’s size. N=296
80
70
60
50
40
30
20
10
� 11%� 78%� 11% � 9%� 79%� 12% � 14%� 76%� 10%
0
yes no I don't know

109
Diagram 183
The company’s experiences with aware or unaware copying of someone else’s patterns in the group of de-
sign leaders and in the remaining companies. N=296
80
70
60
50
40
30
20
10
18%� 71%� 11% 10%� 79%� 11%
0
yes no I don't know
Diagram 184
Company turnover in 20066). N=167
0 5 10 15 20 25 30
up to PLN 500 thousand 16%
PLN 500 thousand-1million 10%
PLN 1-5 million 29%
PLN 5-10 million 16%
PLN 10-50 million 23%
> PLN 50 million 7%
) The presented data come only from the companies that provided information on turnover. 44,5% of the companies refused
to answer this question.
110
Diagram 185
Company turnover in 2006 depending on the company’s size. N=167
50
40
30
20
10
23%� 17%� 42%� 11%� 7%� 14%� 6%� 22%� 22%� 30%� 6% 3%� 3%� 13%� 13%� 44%� 25%
0
up to PLN 500 thousand PLN 5-10 million

PLN 500 thousand-1million PLN 10-50 million
PLN 1-5 million > PLN 50 million
Diagram 186
Company turnover in 2006 in the group of the design leaders and in the remining companies7). N=167
35
30
25
20
15
10
5
� 15%� � 23%� 27%� 31%� 4% � 16%� 12%� 30%� 14%� 21%� 8%
0
up to PLN 500 thousand PLN 5-10 million

PLN 500 thousand-1million PLN 10-50 million
PLN 1-5 million > PLN 50 million
) It should be noted that in this case the group of design leaders consists of only 26 companies.
111
Diagram 187
Turnover dynamics during the last 3 years8). N=254

0 10 20 30 40 50 60 70 80
increased 63%
more or less the same 34%
decreased 3%
Diagram 188
Turnover dynamics during the last 3 years depending on the sector. N=254
80
78%
76%
65%
70
60%
59%
58%
57%
60
52%
48%
50
42%
41%
37%
40
34%
29%
30
24%
17%
20
7%
7%
10
6%
5%
0
�
�
�
�
�

and audio/video
increased more or less the same decreased
) The presented data come only from the companies that provided information on turnover dynamics. 23% of the companies
refused to answer this question.
112
Diagram 189
Turnover dynamics during the last 3 years depending on the company’s size. N=254
80
70
60
50
40
30
20
10
� 57%� 40%� 3% � 66%� 31%� 3% � 69%� 27%� 4%
0
Diagram 190
Turnover dynamics during the last 3 years in the group of design leaders and in the remaining companies.
N=254
80
70
60
50
40
30
20
10
76%� 22%� 2% 61%� 36%� 3%
0

113
Diagram 191
Company expenditures on research and development in 20069). N=148
0 5 10 15 20 25 30 35
PLN 10-50 thousand 32%
PLN 500 thousand-1 million 3%
> PLN 1 million 5%
Diagram 192
Company expenditures on research and development in 2006 depending on the company’s size. N=148
50
40
30
20
10
29%� 31%� 21%� 19%� � �19%� 38%� 13%� 19%� 6%� 4% � 9%� 14%� 9%� 41%� 5%� 23%
0
up to PLN 10 thousand PLN 100-500 thousand

PLN 10-50 thousand PLN 500 thousand-1 million
PLN 50-100 thousand > PLN 1 million
) The presented data come only from the companies that provided information on expenditures on research and development.
51% of the companies refused to answer this question.
114
Diagram 193
Company expenditures on research and development in 2006 in the group of design leaders and in the
remaining companies10). N=148
35
30
25
20
15
10
0 � 7%� 24%� 24%� 31%� 10%� 3% � 25%� 34%� 13%� 20%� 2%� 6%

Diagram 194
Dynamics of company expenditures on research and development during the last 3 years11). N=248
0 10 20 30 40 50
increased 46%
decreased 4%
10) It should be noted that in this case the group of design leaders consists of only 29 companies.
11) The presented data come only from the companies that provided information on dynamics of company expenditures on
research and development. 18% of the companies refused to answer this question.
115
Diagram 195
Dynamics of company expenditures on research and development during the last 3 years depending on the
sector. N=248
60
52%
58%
50%
50%
50%
56%
49%
47%
47%
54%
50
46%
46%
44%
43%
42%
40
34%
30
20
9%
10
7%
6%
6%
4%
0
�
�
�
�
�
�
�
�
and audio/video
Diagram 196
Dynamics of company expenditures on research and development during the last 3 years depending on the
company’s size. N=248
60
50
40
30
20
10
� 41%� 57%� 2% � 47%� 47%� 6% � 52%� 46%� 2%

0

116
Diagram 197
Dynamics of company expenditures on research and development during the last 3 years in the group of
design leaders and in the remaining companies. N=248
60
50
40
30
20
10
59%� 41%� 43%� 52%� 5%

0
Diagram 198
Amount of company expenditures on industrial design in 200612). N=143
0 5 10 15 20 25 30 35
PLN 500 thousand-1 million 3%
> PLN 1 million 3%
12) The presented data come only from the companies that provided information on expenditures on industrial design. 52,5%
of the companies refused to answer this question.
117
Diagram 199
Amount of company expenditures on industrial design in 2006 depending on the company’s size. N=143
50
40
30
20
10
48%� 25%� 20%� 7%� � �28%� 35%� 17%� 14%� 7%� 4% � 23%� 15%� 19%� 27%� 5%� 15%
0
10-49 employees 50-249 employees 250 and more employee

Diagram 200
Amount of company expenditures on industrial design in 2006 in the group of design leaders and in the
remaining companies13). N=143
40
35
30
25
20
15
10
5
� 20%� 24%� 32%� 20%� 4%� � 38%� 28%� 16%� 12%� 3%� 3%
0

13) It should be noted that in this case the group of design leaders consists of only 25 companies.
118
Diagram 201
Dynamics of expenditures on design during the last 3 years14). N=240
0 10 20 30 40 50 60
increased 40%
decreased 3%
Diagram 202
Dynamics of expenditures on design during the last 3 years depending on the sector. N=240
80
67%
67%
70
60%
59%
57%
60
53%
53%
50%
47%
50
44%
44%
40%
38%
37%
40
33%
30%
30
20
7%
10
3%
3%
3%
3%
� 3%
0
�
�
�
�
�

and audio/video
14) The presented data come only from the companies that provided information on dynamics of expenditures on industrial
design. 20% of the companies refused to answer this question.
119
Diagram 203
Dynamics of expenditures on design during the last 3 years depending on the company’s size. N=240
80
70
60
50
40
30
20
10
� 35%� 64%� 1% � 40%� 56%� 4% � 48%� 48%� 4%
0
10-49 employees 50-249 employees 250+ employees
Diagram 204
Dynamics of expenditures on design during the last 3 years in the group of design leaders and in the remain-
ing companies. N=240
80
70
60
50
40
30
20
10
63%� 37%� 35%� 61%� 4%
0

120
Diagram 205
Expenditures on design compared to total company expenditures15). N=172
0 5 10 15 20 25 30 35
1-2% 31%
3-4% 20%
5-10% 23%
11-20% 14%
21-30% 13%
Diagram 206
Share of expenditures on development of new design products in R&D costs in 200616). N=90
0 5 10 15 20 25 30 35 40
<5% 40%
5-10% 27%
11-30% 20%
>30% 13%
15) The presented data come only from the companies that provided information on expenditures on industrial design com-
pared to total company expenditures. 43% of the companies refused to answer this question.
16) Data for companies that confirmed including expenditures on development of new design products in R&D costs.
121
Diagram 207
Sectors represented in the group of design leaders and in the remaining companies
30
25
20
15
10
7%� 4%� 4%� 20%� 24%� 29%� 4%� 7% 14%� 15%� 13%� 14%� 11%� 10%� 10%� 13%
0
domestic appliances and audio/video devices, computers ceramics and glass

investment products clothing, fabrics, footwear
means of transport lighting
furniture and interior furnishings sports goods
Diagram 208
Size of the companies represented in the group of design leaders and in the remaining companies.
50
40
30
20
10
31%� 44%� 25% 39%� 45%� 16%

0

122
Diagram 209
Export volume measured by means of turnover percentage in the group of design leaders and in the remain-
ing companies.
35
30
25
20
15
10
5
18%� 32%� 24%� 27% 35%� 32%� 16%� 17%
0
company does not export export 20-49%

export below 20% export 50-100%
Diagram 210
Increase in export volume of the company during the last 3 years in the group of design leaders and in the
remaining companies
80
70
60
50
40
30
20
10
75% 41%
0
increase in export value

123
Diagram 211
Increase in company turnover during the last 3 years in the group of design leaders and in the remaining
companies.
80
70
60
50
40
30
20
10
69% 50%
0
increase in turnover
Diagram 212
Increase in company expenditures on research and development during the last 3 years in the group of
design leaders and in the remaining companies.
60
50
40
30
20
10
51% 35%
0
increase in expenditures on R&D

124
Diagram 213
Increase in company expenditures on industrial design during the last 3 years in the group of design leaders
and in the remaining companies.
60
50
40
30
20
10
53% 28%
0
increase in expenditures on industrial design
Diagram 214
Systematic or permanent employment of an external designer by the company in the group of design leaders
and in the remaining companies.
100
80
60
40
20
27%� 73% 11%� 89%

0
yes no
125
Diagram 215
Employment by the company of its own internal designer in the group of design leaders and in the remain-
ing companies.
80
70
60
50
40
30
20
10
69%� 31% 46%� 54%
0
yes no
Diagram 216
Demands made towards the public authorities (e.g. the Ministry of Economy) in order to facilitate the intro-
duction of new design projects into the market by companies17). N=297
0 10 20 30 40 50
”the state should not interfere in the economy, the company” 3%
”should lower business operational costs and those for certification and taxes” 5%
”grants and relief for new patterns, aid programmes, reimburse costs” 14%
”better protection of patterns” 3%
”research, research funds, conferences, access to new technologies” 4%
”should facilitate relations with designers, access to new projects" 2%
”should simplify regulations, unify laws, reduce bureaucracy” 11%
”national market protection, restrict imports from Asia and grey areas” 4%
”promote small and medium sized companies” 1%
”hold fairs on finance and organisation, catalogues, promotion of Polish companies, competitions” 9%
”should facilitate access to UE regulations and funds, patent service abroad” 2%
”staff education, subsidize trainings” 3%
”decrease material prices” 0%
”set up an external advisory body” 0%
”other suggestions” 2%
”No changes are required” 2%
”I don't know, difficult to say” 48%
17) Percentages do not total 100% because the respondents could give several answers. It was an open-ended question to which
the respondents could answer in different ways.
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A N A N A LYS I S O F T H E A P P L I C AT I O N O F

Warsaw, December 2007

Diagram 9 | Characteristic of enterprises according to the way of using design.

Diagram 10 | Characteristic of enterprises according to the way of using design in the

Diagram 35 | Self-evaluation of the company’s position due to the used design.

Diagram 39 | Company’s self-evaluation in terms of its favourable or unfavourable re-

Diagram 40 | Company’s self-evaluation in terms of its favourable or unfavourable re-

Diagram 41 | Company’s self-evaluation in terms of its favourable or unfavourable re-

Diagram 42 | Company’s self-evaluation in terms of its favourable or unfavourable results in

Diagram 43 | Evaluation of the atmosphere in the company related to design. N=299 39

Diagram 44 | Evaluation of the atmosphere in the company related to design depending

Diagram 45 | Evaluation of the atmosphere in the company related to design depending

Diagram 46 | Evaluation of the atmosphere in the company related to design in the

Diagram 47 | Place of design in the company’s organizational structure. N=301 41

Diagram 48 | Place of design in the company’s organizational structure depending on

Diagram 49 | Place of design in the company’s organizational structure depending on

Diagram 50 | Place of design in the company’s organizational structure in the group of

Diagram 67 | Evaluation of the profitability of investment in design made by companies

Diagram 68 | Evaluation of the profitability of investment in design made by companies

Diagram 69 | Evaluation of the profitability of investment in design made by companies

Diagram 70 | Influence of design on selected elements of the company’s activity in the

Diagram 79 | Influence of design on the consumers’ satisfaction within the last 12

Diagram 80 | Influence of design on the consumers’ satisfaction within the last 12

Diagram 81 | Influence of design on the consumers’ satisfaction within the last 12

Diagram 82 | Influence of design on the consumers’ satisfaction within the last 12

Diagram 87 | Influence of design on the development of new markets within the

Diagram 88 | Influence of design on the development of new markets within the

Diagram 89 | Influence of design on the development of new markets within the

Diagram 90 | Influence of design on the development of new markets within the

Diagram 95 | Influence of design on the company’s competitiveness within the last

Diagram 96 | Influence of design on the company’s competitiveness within the last

Diagram 97 | Influence of design on the company’s competitiveness within the last 12

Diagram 98 | Influence of design on the company’s competitiveness within the last

Diagram 99 | Influence of design on the increase in employment within the last 12

Diagram 107 | Influence of design on the general development of the company

Diagram 108 | Influence of design on the general development of the company

Diagram 109 | Influence of design on the general development of the company

Diagram 110 | Influence of design on the general development of the company

Diagram 125 | Ways of cooperating with external designers. N=101 80

Diagram 127 | Company expectations towards an external designer. N=102 81

Diagram 133 | Sources of information on designers working in a given sector. N=102 84

Diagram 138 | Main barriers in obtaining new project solutions. N=299 86

Diagram 140 | Presence of a separate organisational section in the company responsible

Diagram 141 | Presence of a separate organisational section in the company responsible

Diagram 142 | Presence of a separate organisational section in the company responsible

Diagram 143 | Presence of a separate organisational section in the company responsible

Diagram 145 | Number of people employed in an organisational section responsible for

Diagram 160 | Ways of conducting consumer surveys by the company. N=298 97

Diagram 164 | Evaluation of the credibility and usefulness of marketing research.

Diagram 177 | Evaluation of the effectiveness of used methods of intellectual property

Diagram 184 | Company turnover in 2006. N=167 109

Diagram 192 | Company expenditures on research and development in 2006 depending

Diagram 194 | Dynamics of company expenditures on research and development during

Diagram 195 | Dynamics of company expenditures on research and development during

Diagram 196 | Dynamics of company expenditures on research and development during

Diagram 197 | Dynamics of company expenditures on research and development during

Diagram 199 | Amount of company expenditures on industrial design in 2006 depending

Diagram 200 | Amount of company expenditures on industrial design in 2006 in the

Diagram 206 | Share of expenditures on development of new design products in R&D

Diagram 214 | Systematic or permanent employment of an external designer by the com-

communication and brand (guides,

product and industrial pattern 67%

interior and the art of exhibition 38%