Studios relying on referrals to grow can slowly lose control of their business. Much better to have a strategic plan for growth, targeted industry sectors and a new business process.
Benchmarking gets a bad rap in the design industry. The reality is it can increase the opportunity to be creative..
A well-thought-out positioning strategy will identify the right problem/solution/service/client fit that translates into premium pricing or lower costs.
Design has become more complex as designers have to swap back and forth between traditional visual design and digital
Scaling a design business is not easy. The battle is to get new business then add designers…
What motivates clients? Understanding what motivates clients by using an empathy map to uncover what they feel, say, do and see.
How many times have you heard a client say that? They have talked to their partner (life and business), talked to some clients and prepared a brief in their head. Now it is just a matter of getting the job done.
It’s a terrible feeling, the realisation the studio you nurtured and grew no longer brings you joy … but do not despair, there are tools and resources to help diagnose the problem and fix it.
Most designers are not in any doubt they add value for clients.
The problem – for both designers and clients – is they can’t quantify that value.
Creative studios must cost on hours and sell on value. Selling a service by hours means the only way to increase profitability is to employ more staff and that’s just not sustainable.
It is possible for designers to work a shorter week and increase profits. It’s directly related to salaries and increasing productivity. What it’s not about is increasing stress.
Contrasting and comparing coworking spaces to commercial leasing options is a commonly discussed topic in design circles – mainly because rental is a large component of a studio’s overheads.