Here’s an exercise done to identify bad clients. It delivers valuable insights, especially if you repeat it a couple times a year.
In 2020 we lost a friend, a client and a great designer, Jack Rodgers. To celebrate Jack’s resilience we’re offering a 12 month mentoring scholarship to an emerging studio.
Apart from productivity increases there are two ways to accrue money: firstly by adding a margin, secondly by adding profit. They are different beasts and we would argue you need both to build a sustainable businesses.
Taking on a design intern can be a win:win scenario. It adds diversity to a stable design team. Designers get management experience, interns get studio experience.
Everyone at some stage has to leave an out-of-office message. Why be creative and inject some onlyness into your message?
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.
What a year. Few of us will exit the same way we entered. Many of us will have changed the way we work. Should we explain any changes to our clients?
If designers can identify the triggers that make clients look for a new design partner we can hone our new business activities.
We asked clients to rate how designers reacted to their briefs: were they proactive or reactive? The results are interesting…
We asked clients to rate how designers reacted to their briefs: were they proactive or reactive? The results are interesting…
We asked clients what they wanted to see/hear in a pitch. Interestingly, not one client said they wanted to see a current folio. Instead, they wanted to talk, and share insights.
We asked clients how they find designers. There’s much written about how designers find clients but not the other way around … where does a client go to find their dream designer?