Project:#001 is a company that develops custom-made private label merchandise, promotional products and accessories that reinforces other companies in the mobility market. They have an expertise in textile and polymeric fabrics and they have a strong vision in how a brand is supposed to be translated into products. Due to difficulties in their current market, the company decides to explore the possibilities of developing an own branded product line of accessories for the automotive aftermarket, which results in three main objectives for this project: 1. determine a potential market for the company to introduce their own product line 2. develop the new brand identity 3. develop a strategy to implment the new product line. First a thorough company analysis was performed to discover the company’s potentials. The company is strong in brand translation and user-centred design. They have an expertise in designing carrying systems and garments from textile and polymeric fabrics. They have access to a network of producers in Asia. They are a small team that is flexible and fast. However, they have no experience in the business-to-consumer market, which relates to marketing and retail. The company resources are limited. Secondly the current brand values were discovered through internal interviews and analysis, which can be concluded through their beliefs. “Branding is design” “Design is more than simply printing a logo on a standard product” “Project:#001 is about design, development and production” “We reinforce brands”. To determine a potential market, an external analysis was performed on the automotive aftermarket. This involved interviews with different experts in this field and a quantitative online user research. Based on the findings, it was concluded that the automotive accessory market was a saturated market where the company will not be able to retain sustainable growth. Therefore further analysis was performed to seek out new opportunities, this included a fair trade visits and an interview with an expert. This resulted in three high potential search areas, “Mobility mix”, “Urban electric mobility” and “Smart textiles”. In the end, it was determined that the “Urban electric mobility” holds the highest potentials for the company to develop a product line on short-term. Subsequently, this new search area was further analysed, which resulted in two markets that were interesting for the company to enter on short-term, the electric bicycle market and the electric scooter market. Also it was determined that the young urban commuters in these markets were interesting for further exploration. A new brand development method was introduced, the human-centred branding model. This method is based on the brand relationship theory and focuses on the research of the internal brand context and the external brand context, which are subsequently combined to form the brand promise. The internal brand context was formulated through creative sessions with the organisation. This research involved context mapping methods, such as cultural probes and creating collages, to discover tacit and latent knowledge from the participants. In the end, meaningful insights were discovered, which were clustered and combined into clear diagrams, explaining their values and beliefs and giving anwers to the following questions: why do they do what they do? How do they do it? What do they do? The external brand context was formulated through an extensive user research, which was also based on context mapping methods, involving cultural probes and interviews. This research served multiple purposes, 1. discovering which user group the company should target 2. discovering insights to define the external brand context 3. discovering user needs that are important for product development. Based on the discovery of the insights, the external brand context could be formulated through the same diagram which explains: why do they do what they do? How do they do it? What do they do? Afterwards, the insights from the internal and external brand context were combined to explain the brand relationship. From here the brand promise is developed, explaining in relation to the users’ values, why the organisation do what they do, how they do it and what they do? Furthermore, a brand mantra is formed to summarize the brand promise and serve as guidance and inspiration for the organisation, “Meaningful Urban Traveling”. From the internal brand context a meaningful brand name and logo was designed in collaboration with the organisation. The brand was named “Mioti” which is the acronym for Meaningful Innovations Of Textile Inspirations. Furthermore, brand communication was visualized to translate the internal brand values, beliefs and future vision into strong visuals and understandable and inspiring messages. From the user research a target group has been defined through personas, which are the young professional, male and female. Also user needs were uncovered during the research, these are “Urban convenience” “Weather- and impactproof” “Secure and in sight” “presentation” “feel safe”. These needs were combined with the company’s expertise in developing carrying systems and protective garments to create a map of opportunities to be used in the product development. Also from the company analysis, potential products from the portfolio has been selected to indicate which expertise they can leverage from when designing the new product features. Finally an implementation strategy has been developed for the development of the new product line, involving a brand positioning plan, a product road map and the marketing mix. The strategy describes a differentiation strategy that focuses on a niche segment to avoid direct confrontations with existing competitors. Three important differentiation areas are, 1. product quality and design, 2. branding, 3. convenience and service. Furthermore, a key strategy for the company to create entry barriers against new entrants, is through partnerships with developers of electric mobility. By developing own branded products, the company will be able to put their ambitions in branding into practice without intermediaries. Designer(s) will work more efficiently, since they have to put less efforts in developing new products while reaching a wider audience. Lastly, there will be lower risks that stakeholders will perform backward integration compared to their current business.