Design consultancy is a service that is given by professional designers to clients to respond to their design requirements. In Turkey, design consultancy services are given through design firms since the 1980s, mostly founded by the early graduates of industrial design. This thesis is carried to recognize the firms that give service in design consultancy sector, to identify the given services as design consultancy and to determine the conditions of design consultancy sector in Turkey through a survey made on the design consultancy firms in Turkey. A questionnaire is prepared to investigate the history of design consultancy firms, their profession fields, their client firms&rsquo / sector types, scope of services, the profession&rsquo / s advantages and disadvantages, the problems and opinions consultancy is carried out in Turkey. The survey also investigates the structure of design about the future of industrial design sector. This survey also inquires how design consultancy firms, given service types and sectors of client firms in detail. Twenty design consultancy firms responded to the questionnaire. The study indicates that, design consultancy service types by the firms are mostly product design, concept development, project drawing, project management, interface design and field tests.

Each year in the UK (United Kingdom) hundreds of millions of consumer products are sold, leading to many millions of tonnes of waste being buried or burned annually. While there are many large businesses that produce consumer products, in the UK small product design consultancies (SDCs) make up approximately half of all employed designers. This thesis outlines an investigation into the absence of an EcoDesign agenda in product design briefs and how this might be changed in the future. In order to best establish the theoretical basis of the research, a comprehensive literature review was conducted into the practice of product designers, their relationship to society and the wider environment. In addition, existing tools and resources purporting to support product designers, with the implementation of EcoDesign projects, were analysed to understand the challenges associated with their design. Following this review, and the development of relevant research questions, a series of semi-structured in-depth interviews were conducted to understand SDCs better, how these organisations conduct their business, and how familiar they are with EcoDesign. A series of semi-structured in-depth interviews were conducted with 26 participants from 22 different consultancies. As a result of these interviews, a greater understanding of the barriers and drivers SDCs face in the practice of EcoDesign was established. This led to the creation of d.eco a web-based resource, to facilitate the implementation of EcoDesign principles in SDCs. This resource was evaluated in the final stage of the research. The majority of product designers had an awareness of EcoDesign and considered that they would be able to use their skills to find the information necessary to create products with a reduced environmental footprint. A significant barrier was that EcoDesign principles could only be legitimately applied when the design brief required their use. However, briefs are not created solely by clients; they were found to be much more collaborative, thus offering designers an opportunity to influence their own briefs. So, the role of an EcoDesign resource is less about assisting the design process, like most existing tools, and more to do with the providing designers with a wellspring of inspiration. However, the resource stimulates more than just creativity. It also provides peer recommended examples of existing EcoDesign products, materials and processes, facilitating the long-term absorption of relevant information. By presenting relevant material, in an appropriate way, designers can be more confident when including EcoDesign criteria and associated principles within their briefs.

Companies that want to compete in the actual business environment need to be innovative. The shortening of product life cycles and the increasing competition force the companies to successfully come up with new ideas. In previous research some quantitative studies have been done on small companies using design management, notably in Italy and Spain. Sweden is both known for its small companies and its design. The purpose of the study is to explore design management in small Swedish companies.  This thesis aims to continue exploring the field of design management especially in small companies. We outline the following research questions: “How do small companies using design management generate their ideas?” and “How do small companies using design management select their ideas?”. To find an answer, we reviewed relevant literature concerning this topic and based on this we developed a theoretical frame including our own research platform.  Concerning our methodological approach, we choose the abductive approach since it enables us answering our research questions by extending our theoretical framework for this complex topic. Our research strategy is a qualitative study and our research design is a multiple case study using semi-structured interviews.  Our empirical findings consist of four interviews divided in two sets. The interviews were conducted in London, Gothenburg and Skellefteå. The first set of interviews addressed design management consultancies with the aim to have an overview of how small companies generate and select their ideas. The second set of interviews addressed small companies in Northern Sweden. Our findings are a synthesis of the broad view of the consultants and the case specific views of the small companies’ managers.  From these interviews, we have concluded that the design management knowledge in Swedish small companies varies and is rather rare. Nevertheless, small companies can follow design management principles without knowing the term design management (what we call silent design management). Also, the small companies we have interviewed do not use always their network to innovate but also sometimes innovate to maintain and develop their network, even ending sometimes with a joint venture with external partners. Relationships between external partners and small companies’ representatives are consequently a very important factor while finding and selecting ideas. We have analyzed design as a strategic tool and design management as a way to have a long-term strategy. We have deduced from our interviews that design management can be considered as a dynamic capability, acquired in our cases by a corporate culture or internal processes. The design process seems to be more iterative in small companies because they seem to guess more and less estimate their expected outcomes. However, a clear vision streamlines the design process, especially in small companies using design management.  We gladly recommend further research in this field, to check if the results of our research are generalizable or to look for new research gaps.