In my perfect world everyone would share expertise with those who can least afford it. I know our world is less than ideal, but working pro bono for the right clients can be as valuable to you as to them.
Great design rarely comes from light bulb moments — designers usually follow some kind of process. Same goes for management problems — don’t just expect to know the answers.
Fear in business can be paralysing but small changes to pricing, productivity, positioning, services and sales can make a huge impact.
The start of a new year is the perfect time to review what you do; rethink why you do it then analyse the value (to you and your market).
Designers are great at mulling over a problem and solving it in their heads before their hands hit the paper but sometimes sharing moves a good idea to a great idea.
Reporting on the first of our short, sharp surveys – asking what employees, solo-operators and creative business owners think… First topic: remote working.
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.
Positioning a creative business to attract (the right) new business is our most-requested activity. It’s an area we enjoy because it’s not complicated, but to be successful you must be forensic with the detail. That’s what makes it interesting…
Any conversation about pricing eventually turns to talking about retainers — an agreement where a client purchases an agreed amount of a designer’s time each month. This article questions whether retainers only valid for transactional work?
Any conversation about pricing eventually turns to talking about retainers — an agreement where a client purchases an agreed amount of a designer’s time each month. This article questions whether retainers only valid for transactional work?