Pivot, pivot, pivot!
Firefighting the biggest crisis at Dehradun Guitar Company
Client
Dehradun Guitar Company
Duration
6 months
Tools
Miro, ArtCAM, SketchUP
Project includes
Problem Framing
User research
Ideation workshops
Prototyping
Go-to-Market Strategy
User tests
The Premise
Dehradun Guitar Company is a custom guitar builder located in Dehradun, India. The company was founded in 2010 by Dave Murray, a luthier from Tennessee, and a few young locals. Dehradun Guitar Company builds high-quality, handmade guitars that are inspired by the natural beauty of the Himalayas. The company's guitars are made with premium materials and craftsmanship, and they are known for their rich tone and playability.
The location
The Problem
In 2017, we faced a significant challenge at the Dehradun Guitar Company when CITES restrictions were imposed, preventing the use of Indian Rosewood in guitar production and export. With over 90% of our revenue dependent on exports, and as head of business development, I knew we needed a transformative approach to navigate this obstacle.
Ajay Singh, COO, at the entrance to the workshop
The Solution
I spearheaded a transformative solution by introducing a new guitar line crafted from indigenous, lesser-known tonewoods. By streamlining the manufacturing process, reducing intricate designs, and optimizing production, we were able to enter the Indian market with a competitively priced product. This shift was driven by real-time input from dealers and artists, allowing us to fine-tune our go-to-market strategy. The outcome was remarkable: we saw a 38% revenue increase within the first year and an astounding 380.5% the following year, with a significant contribution from the Indian market.
Co-ideating
Defining the problem statement—"How might we sustain and grow the Dehradun Guitar Company's revenue in light of CITES restrictions on Indian Rosewood?"—set the stage for ideation. Cross-functional teams came together to brainstorm innovative solutions. Ideas flowed freely, ranging from exploring alternative tonewoods to reimagining guitar designs and venturing into new markets.
Testing indigenous tonewoods
Re-jigging for new processes
Prototyping
As promising solutions emerged, the next step was to prototype. A diverse array of guitar prototypes was crafted, each showcasing different tonewoods, designs, and features. These prototypes served as tangible representations of potential paths forward, allowing us to assess their feasibility, appeal, and impact on various stakeholders.
Making soundboard for the first Himalayan series guitar
Halfway there with the first prototype
The Iterative Testing
The iterative testing phase was pivotal for gathering feedback and refining the solutions. I presented the prototypes to a select group of dealers, artists, and potential customers, obtaining real-time feedback on aspects such as aesthetics, playability, and sound quality. This direct interaction was instrumental in pinpointing resonating elements and identifying areas for further improvement. Using the feedback received, I transitioned to the implementation phase. Collaborating closely with artisans and production teams, I fine-tuned the prototypes to ensure efficient and consistent manufacturing while delivering the desired qualities.
Ehsaan Noorani with his DGC SJ
Dhruv Vishwanath with his DGC Himalayan
Go-to-market
With the refined product in hand, it was time to devise the go-to-market strategy. Drawing on insights gathered during testing, I crafted a comprehensive strategy tailored to both domestic and international markets. This encompassed marketing messages, distribution channels, and sales approaches aligned with the preferences of target audiences.
Post-launch, ongoing evaluation played a pivotal role. I closely monitored key performance indicators, including revenue growth, customer satisfaction, and market share. This data-driven approach allowed me to gauge the impact of the new product line and make informed decisions to maintain our competitive edge.
Reflections
Throughout this journey, the design thinking approach allowed me to creatively transform a challenge into an opportunity. By prioritizing empathy, innovation, and iteration, I successfully helped develop a guitar line that not only addressed the CITES restrictions but also tapped into new markets. This effort culminated in a remarkable 380.5% increase in revenue by the end of the second year, half of which was attributed to the Indian market.