Martínez Otero

In 2005 we were approached by Martinez Otero to develop a Innovation Strategy for they company. In that moment they manufactured contract furniture for Inditex stores one of the main fashion distribution companies of the world with brands as Zara among others and other clients.

They wanted to grow and being able to get other international clients and work not only in Spain a country in which they have been developed most of the projects.

First step was doing a research and spotting the points in with the company could perform better than others whatever it was the point, manufacture, control of materials, design, cost-time effective service, experience, industrial capacity…

Two lines of thinking were then revealed. The company had experience enough to develop huge projects for hotel contracts but also for high quality materials in the luxury lifestyle sector. The capacity to deliver almost immediately was key in the strategy.

The brand opportunities landscape showed then two lines of strategic business units.

One focused on contracts and the other one focused on new consumers and new retailers.

The purpose was the same in both of them: deliver the best quality, time and cost effective for high quality clients. However it is surprising to note that this approach in quality for both lines was in obvious contrast.

The contracts used elemental materials performed with appearance as always projects were built for ephemeral purposes or big quantities of units.

the collections were performed and manufactured impeccably focused on interior designers, industrial designers, architects and also the specialized press whom recognizes the superior quality of every piece.

The strategy included then to develop a line of furniture. The name was MO focused on retail with a fresh approach to design and cost, trying to fill the gap between the Italian manufacturers and brands with expensive collections and more than three months deliver average.

It’s worth taking a look once again at the objectives marked then for the brand strategy and the ones to get new clients in the division of new business and also in the one of contract which was the most important for the company because of it’s revenue. Five years were the top time to perform a strategy that really were performed in three.

The plan begun with Design Management defining the identity of the collection and creating the product portfolio.

Following trends but also trying to establish a timeless system, the aim was to create a series of pieces that compounded a huge modular system, versatile, to match new consumer expectations and also the retail need to be able to offer different possibilities to their clients.

Following to this Unconventional developed the briefings and the creative and art direction guidelines for the designers selected to develop each of the two collections.

Pearson Lloyd, Tobias Jacobsen and GR Lab. A colorful, cool and fresh collection with playful elements that lately evolved with a ceramics, rugs and also a second collection dedicated to kids furniture.