Acumen- Design Business Proposal

7/25/2019 Acumen- Design Business Proposal

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STRATEGIC DESIGNPROPOSALRebecca Elmslie

University of Otago

Industrial Precinct

Design 301

2013


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EXECUTIVE SUMMARY

In June it was announced that a multimillion-dollar project was going to start,

converting the 10-storey heritage Dunedin exchange building into a four-start

hotel. This was perceived as a great opportunity to start thinking about the rest

of the area, and how the new development is going to impact the industrial

precinct. By utilising the customer base that the hotel is going to provide for

the area a restaurants within an art gallery is a way to promote the Dunedin and

New Zealand art community. Also providing a high quality venue and cuisine in

an area that has been somewhat forgotten, but has an immense impact on the

identity of Dunedin.

The old chief post ofce is kind of the anchor of the area and its refurbishments and being brought back

to life would naturally have a effect on everything around it. Dunedin Mayor David Cull


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CONTENTS

Executive Summary 3

Contents 4

Opportunity 5

Opportunity - Dunedin Map 6

Concepts 7

Goals and Objectives 8

Value Proposition 10

Stakeholder / User Map 11

Strategic Process Map 13

Business Model Canvas 14

Design Brief 15

User Scenarios 16

Business Model 18

Road Map 19

References 20

Designer Profle 22


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OPPORTUNITY

Building owner Geoff Thomson, of Distinction Hotels has every intention ofturning the old heritage exchange building into a four-star plus hotel; sometime in the next three years. Having a new hotel built to a high standard in theindustrial district will bring a number of opportunities to the area, as it is slightlyundeveloped for such a large project.

With a number of restaurants and cafs closing prior to the June announcementof Geoff Thomsons plans, there is a gap in the market to utilize space withinthe industrial district that will accommodate the needs of the people that will bestaying in the hotels rooms and the anchor tenancy of Silver Fern Farms, whichwould occupy the rst two oors, and the unnamed commercial tenants on the

third oor. This new concept could be incorporated into the hotel or it could besomewhere near the new development.

With the cross over both of people that could use the space everyday andpeople that will only use it when they are staying at the hotel or visiting the city,there is a prospect to propose a venue or interest that will appeal to a wide rageof people.

When looking at what is already in the area, an observation was made thatthere is a lack of hight quality restaurants in close proximity to the exchangebuilding. The same observation was made with art gallery in the area. The mapshow restaurants and contemporary art spaces plotted on a map to show the

area and the facilities in it. The industrial prescient is approximate from DowlingSt to Jervois St.

Having Sliver Fern farms as one of the main tenants it re-enforces the culinarypart of the concept. Having a larger company linked in with the proposal willadd to its feasibility and potential.


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OPPORTUNITY

Restaurants

1. Plato

2. Customhouse

3. Purple Rain Retro Cafe

4. Nectar

5. Scenic Hotel/Restaurant

6. San Restaurant

7. Speights Alehouse

8. Scotia

9. Nova

10. Etrussco

11. Two Chefs12. Bacchus

Exchange building (the new hub)

Contemporary Art Spaces

A. Dunedin Public Art Gallery

B. Dunedin Public Art Gallery Window

C. Blue Oyster Art Project Space

D. Temple Gallery

E. Milford Galleries Dunedin

F. Brett McDoewll Gallery

G. None Project Space

H. Monumental

I. Dunedin School of Arts

J. Hocken Collection

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CONCEPTS

This concept will utilize the industrial space that will soon have an active hub. Itwill bring people that will be willing to spend their money on being entertained,feed while being educated about Dunedin.

It is the merging of the Dunedin and New Zealand art scene with culinary culture.In theory it will compel people to engage with art when going to dinner, making awhole new dinning experience. So providing potentially for conferences meetingsand venue hire.

Enter the restaurant and order meals at the front (and are design for deciding

what meal to choose) Walking around the gallery. Drinks and entres provided while viewing the art Notication of when meals are cooked, then you will be seated and enjoy a

high quality meal. Processed to view art, or stay seated.

Combined art / dinning experience

Adopted reuse of the heritage building

Serve hotel guest, Dunedin public (high end)

Exhibition by invitation to key artist

Entry point to Dunedin visual culture


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GOALS AND OBJECTIVES

Give the guests at the hotel somewhere of a high standard to eat and enjoy art.

Dunedin and New Zealand art being forced on people that other wise wouldntgo to an art gallery.

Artists are invited to put their art/products up in a new area and opening up theirwork to a new market.

Linked into the Dunedin art gallery and sellers in Dunedin, entice people to visit.

Provide a unique dinning experience proving good food and visual culture.


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VALUE PROPOSITION

The value of this concept is that it is utilising 3 main customer bases; the hotelguests, the art community and the locals of Dunedin. The joining of a hotelrestaurant with an art gallery it is creating a whole new experience when it comesto dinning.

Looking at the facilities already in the area there is a low chance that the newrestaurant will take away drastically from other already established restaurantsand galleries. The restaurant will be fundamentally directed at the hotel guest,tenants and the art community. The gallery side of the concept is expecting

to work with the already recognized art community in Dunedin and add to itsexposure and open up the market of other potential patrons that other wise wouldnot have discovered the Arts in Dunedin, maybe encouraging them to view someof the other galleries in the area. The other restaurant part of the concept willbe very similar to a normal restaurant there may be more of an emphasis on theculinary arts when it comes to food preparation. Because of the location of therestaurant and the map that was drawn up it is the perfect area for a concept likesthis as it is not occupying other companies space. It will draw more people to the

area and make more opportunity for the rest of the industrial precinct.

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STAKEHOLDER / USER MAP

Contributors

Institutions

Consumers

Private

Artists

Tenants

Property Owners

Artists in residence

School exhibitions

Cultural Performances

Rotary

Art Auctions

DCC Rate Payers

Student art

classes

Govt. DepartmentsOtago UniversityOtago PolytechnicBanks

Buskers

Hotel Guests

Student Art

Classes

University students


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STRATEGIC PROCESS MAP

Understanding

Innovating

Research the context and the

user

Analysis and assessing needs

Strategy and envisioning oppor-

tunities

Synthesis and prescribing solu-

tions

Information into Knowledge

Knowledge into Design Opportunities

Opportunities into solutions


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BUSINESS MODEL CANVAS

Revenue Streams

Currently there isnt a restaurant that offers the same experience as what isbetting offered. The main revenue will be produced from the purchase of food andthe money uninvited artists pay to have their work on display. 210,000 people gointo the Dunedin Art Gallery each year this is a good basis for the type of numberthat an experiences of a similar nature could produce.

Channels

Awareness of this new experiences restaurant will take place though thepartnership between the Dunedin Art Gallery and the Hotel itself. Evaluation by

customers is communicated on websites / direct communication.

Cost Structure

The most important cost of this proposal would be the setting up of the restaurantits self. Advertisement will also be a big part of starting up.

Activities

After the hotel is set up the rst activities will be putting in the commercial kitchenin and recruiting staff. Inviting and advertising for art works while also keepingin touch with the Dunedin Art Gallery if they want to use the space of it theexhibitions cross over. A website and information leaet could always be underway with advertising and representing what is on show in the gallery.

Key Resources

DDC Exchange Hotel Dunedin Art Gallery Property owners Tenants Chefs Working staff Local Artist 14


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DESIGN BRIEF

From the information gathered though the IDEO Cards y on the wall and conceptual landscape, develop a strategy that will utilise space with in theindustrial precinct. Taking into consideration the new developments that areoccurring in the exchange building. One of the key factors that should be lookedat is the Dunedin Art community and how the space could be used to benetthem with out taking away from the local market.


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USER SCENARIOS

Marie is a Dunedin local that owns her own art gallery. She has a number of worksup in the local university and sells paintings and drawings for anywhere between$500 - $2000. She has been looking for a place to show her art that will appeal toa new range of people. She has had her work in shows before but feels that shewants to target a larger market.

Jessica is a lawyer from Auckland that takes ights to Dunedin for business fromtime to time. The rm pays for her trip, she can afford to dine out when she istraveling. Her and her co-workers enjoy high quality food and entertainment aswell as being exposed to new things.

Frank and Neil are retired oil insurer that have travelled to New Zealand. The havedone a lot of traveling with their jobs but now want to see the world with out thestress of work. Taking in what the cites have to offer in terms of ne wines dinning,art scenery.

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BUSINESS MODEL

This is a unique business prospect. A fully functioning restaurant that islocated within an art gallery, within a historic building that will be ofces,apartments and a hotel. Patrons of the restaurant can wander through theart as they wait for their meals or come in for a coffee and appreciate the artthat is on display. Being located in a building that is ofces, apartments anda hotel guarantees a constant ow of people going past the restaurant andhopefully into the restaurant. The old exchange building is currently beingconverted into ofces, apartments and a hotel. The types of people walkingpast are likely to have higher than average disposable incomes (especially if itis a four star hotel). Currently there are not many good restaurants in walking

distance of the exchange building, there are a few good cafs such as Mojoand Nectar but these localities do not offer evening meals. It also increasesthe chances of the customers having relatively high disposable incomes (if thehotel is a 4 star or above). If the art gallery attracts notable artists then againthe type of people that appreciate ne art are likely to be the same sort ofpeople that like good food and are willing to pay a higher than normal price.

The predominant revenue will come from the restaurant that will be openfrom 11am until 10.30pm. The secondary revenue will come from the art ondisplay some of which could be for sale from which the gallery will receivecommission for sales. Or alternatively some artists will have to pay to havetheir art on display if they are amateur artists.

Expenses will largely be the same as a normal restaurant with the only addedcost being paying for a notable to artist to exhibit and potentially employinga curator. Ideally it will have a similar format to Hotel So in Christchurchand the Museum Hotel in Wellington both of which are relatively successfulbusinesses.


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ROAD MAP

Phase OneCritique into design strategy so far.

Phase Two

Future research into viability, cost and stakeholders.

Phase Three

Analysis data research into viability, cost and stakeholder roles.

Phase Four

Adapt concepts based on research.

Phase Six

Finalise design concept.

Phase Five

Strategies on predicted outcome and innovative solutions,

gained from previous weeks.


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REFERENCES

Images30 RESTAURANT INTERIOR DESIGN COLOR SCHEMESmodern-restaurant-designs-ideas-3-foto-image-designinvogue Design in Vogue. Design in Vogue | Architecture and InteriorDesign News. N.p., n.d. Web. 22 Aug. 2013. .

Dunedin exchange building Te Ara Encyclopedia of NewZealand. Te Ara Encyclopedia of New Zealand Te Ara The Encyclopedia of New Zealand is building a comprehensiveguide to our peoples, natural environment, history, culture,economy and society.. N.p., n.d. Web. 22 Aug. 2013. .

Le pa tit monde de tit monde de Web. 22 Aug. 2013. .

Paper Mache Animal Heads (A Tutorial) | Lil Blue Boo. Lil BlueBoo. N.p., n.d. Web. 22 Aug. 2013. .

The Silver Image Gallery - Photography Exhibitions 1977 to1978. Art-Support Fine Art Photography and PhotographyResources. N.p., n.d. Web. 22 Aug. 2013. .

Restaurant . Dining . N.p., n.d. Web. 21 Aug. 2013. < http://www.elladiningroomandbar.com/>.

ResearchDCC to revisit galleries guide | Otago Daily Times Online News :Otago, South Island, New Zealand & International News. OtagoDaily Times Online News : Otago, South Island, New Zealand &International News. N.p., n.d. Web. 22 Aug. 2013. .

Dunedin Public Art Gallery - Home. Dunedin Public Art Gallery- Home. N.p., n.d. Web. 22 Aug. 2013. .

Post ofce conversion ready to go | Otago Daily Times OnlineNews : Otago, South Island, New Zealand & International News.Otago Daily Times Online News : Otago, South Island, NewZealand & International News. N.p., n.d. Web. 22 Aug. 2013..


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DESIGNER PROFILE

REBECCA ELMSLIE

I am a third year at the University of Otago currently completing a

Bachelor of Applied Science majoring in design for technology, minoring

in communication.

I am very interested in product design, graphic design and user centred

design. I appreciate historic buildings that is why I am intent on insuring

the hotel is something that the people of Dunedin will appreciate; it

will hopefully be the start to resurrecting and recreating the industrial

precinct.

Documents

Acumen- Design Business Proposal