Prior to the project, the company focused on niche markets and producing a range of products primarily all-weather bags for the Oil and Gas sector. They wished to explore a new strategic direction through diversification of products towards other markets with a vision to see a new range of high-end bags and to become a globally recognised brand in the premium fashion sector. This was achieved by embedding a recent design graduate as the Associate within the company who undertook the role of project manager.

This project was funded by Innovate UK’s Knowledge Transfer Partnerships programme.

Project Aims & Outcomes

The project repositioned aspects of the company’s brand within the high-end apparel and accessories market with a clear commercial objective. The KTP aimed to achieve this by developing a new design-led product range that builds on the company’s heritage branding and focused on the premium end of the fashion market.

The KTP impacted on the whole company structure through embedding design- led innovation processes, a strategic re-positioning of all sub-brands under the core company together with a new premium sub-brand ‘Veske’. The project initiated the implementation of a design strategy at all levels across the whole company.

The range was launched at Project Tokyo, fully funded by Scottish Development International (SDI) on their Virtual Trade Mission to Japan and Physical Showcase at Project Tokyo, 10 & 11 March 2021.

The KTP was awarded a Grade A (Outstanding) by the funding body Innovate UK and has led to a further KTP project with Harris Tweed Hebrides with AHRC support.

Testimonial

"It has been an exciting opportunity to limit our risk in exploring new markets. The KTP provided support and expertise that we didn't have in-house in design-led innovation. In total four new members of staff were employed as a direct outcome of the project. These include one apprentice sewing machinist, two experienced machinists and the employment of Amy Gair (KTP Associate) as our Design and Brand Development manager. The value of these additional appointments has been instrumental in our systematic ongoing change in company culture towards new strategic planning, moving from a previous reactive model to a pro-active one." - Lynda Paton, Montrose Rope & Sail Manager