DEA KUDIBAL
Dea Kudibal, the Danish founder and creative director of her eponymous fashion brand, has come a long way since working as a seamstress at a Copenhagen theatre. She has followed her instincts and worked hard to place her collections internationally and gain recognition both from the industry and discerning clients. KIND develops and designs the Dea Kudibal showrooms and retail concepts. Bold choices have been made along the way, and surprising design elements have become new favorites. The success rests on a thorough analysis of the strategic design potential of the brand. Nothing has been left to chance – maybe that explains the clean and precise solutions. They are pure design freed from all superfluous elements.
Global
How did you benefit from your background with branding and retail in this complex project?
Dea Kudibal needed a conceptualization with a deep understanding of both the history and the future of retail. There was a need of and search for the next generation of retail thinking. We worked hard to envision a solution which was just as much about the craftmanship of retail as hospitality and iconic design details. We had to push ourselves to focus our attention on some bold design choices which would express and support the values of the brand.
What do you do to better understand the strategic business development of a brand like Dea Kudibal?
We build on a long history of developing brands commercially and internationally. We are not afraid to suggest elements which are not necessarily associated with design. We always take a business perspective before moving into the design phase. This probably sets us apart from most other design agencies, but our clients appreciate our holistic approach. We’ve learnt that our perspective helps brands make choices which stand the test of time and scale. There’s less of a need to adjust along the way when the design is rooted in an understanding of the business.
Do your solutions challenge the client?
Dea Kudibal’s management was probably surprised by some of our suggestions. They seemed radical at first, but as soon as we explained the links to the overall business development, everything fell into place. And some of the solutions that seemed most radical have now become favorites with the management..
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