Design pricing
Reporting on the first of our short, sharp surveys – asking what employees, solo-operators and creative business owners think… First topic: remote working.
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…
Even if a client doesn’t have the budget, or the timeline is prohibitive, there’s a better response to a request than saying no. This article is discusses alternative responses…
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.