By the end of this week you should be able to:
- Research and analyse client / practitioner relationships and the service they provide;
- Research and analyse the format and structure of a business plan;
- Write, communicate and deliver a 3,000 word business plan (speculative and personal);
- Manage your independent learning effectively.
2007 – present
Ed Templeton – Friends
DIY Culture – Parties
You can do what you want
Successful by accident
Learnt everything the hard way
How long – 4 months
Aims – design best record sleeve in the world
Quality more important than financial gain
People can be pivotal
Exposure through clients – Fat boy slim
Strategies change / evolve
Change because of life experience
Partnerships can be complicated
Mistakes – Tougher with money. Value in what we are producing. I love this, how can it be worth something?
London learning – Industrial espionage – experience industry
What is the clients problem? Not how you want to solve it!
Studio Makgil 2007
6 people now work there
It’s a live climate where you aren’t in control
One piece of advice –
- Keep close contacts with network
- Ask questions / advice
- Get financial advice – Cashflow
- Work out what you do
The Design Planner
“The design planner The design-planning approach emerged in the mid-1960s, outlined by Alfred Chandler and Igor Ansoff, and later by Kenneth Andrews. It emphasises that the principal role of a leader is to plan the development of an organisation beyond the short term. This heralded the arrival of strategic thinking in organisations, as distinct from focusing on continuing management activities. In this approach, strategy results from a controlled and conscious thought process, achieving long-term competitive advantage and success through answering questions such as: Where are we now? Where do we want to be? How are we going to get there?”
“Lego: transforming product development Lego is a family-owned Danish company that in the 1930s invented the moulded plastic building bricks for children’s play. The business was extremely successful for many years before sales started levelling in the late 1980s. Kjeld Christiansen took charge of the organisation in the 1990s; however, in the competitive world of children’s toys, Lego’s fortunes were far from certain. Profits peaked in 1997 and then fell precipitously. In 1999, Lego laid off 1,000 people, the first big lay-off in the company’s history, yet in 2000 Lego still lost $120 million on sales of $1.1 billion. Lego had reacted too slowly and inadequately to long-term changes in the marketplace. Products that were technologically sophisticated had quickly replaced plastic bricks as the preferred purchase – a sudden (and apparently unexpected) development, after Lego’s years of steady sales growth and seeming invulnerability. It was caught in a constant struggle to keep up with changes in customer choice, even though the Lego brand remained consistently rated among the most powerful for families with children. Since then it has transformed product development and design through a system called Design for Business (D4B), which emphasises collaboration and continual evaluation. As a result, Lego’s sales have risen steadily in the past decade, reaching $4.6 billion in 2013. This prompted Jorgen Vig Knudstorp, the company’s CEO, to comment on the company’s website: In less than ten years, we have more than quadrupled our revenue … In 2013 we successfully developed and launched products that children put high on their wish list all over the world.”
Have a purpose. – “beyond money, why do you exist?”
What’s your big goal?
Artist persona – Works for themselves
Why do clients have bad taste? They are not helping to build our portfolio
Become valuable – Get Referrals – Be Happy
What is it like to be a client?
Realistic expectations through a personalised service
Define Goals – “you can’t score if you don’t know where the goal is.”
Filter through questioning
Start broad and then get narrower
Mental Chess – Embrace and pivot
“Make it Bigger” – Need to be consistent
Ask Why 3 Times
Need vs Want
Selling Sucks – If there is no problem then I am not selling – Providing value
How do you write a client facing strategic document for the purpose of a new business challenge?
Create a format and structure for a new business plan. You have considered company philosophy, leadership, budgeting, IP, and now we want you to create a 3,000-word business plan that presents your proposal to your client. This plan will be used to write a client facing project, or as an outline for a potential studio launch or entrepreneurial idea or artefact. This is very much a speculative exercise that will grow and evolve as you move through the rest of the course.
I plan to create a business plan which I could present to the Extended Leadership Team at the Council who would saction the comercial activity. I know they are already interested in this venture but they would like to see it laid out in an easy to read and viable manner.
Download my business plan below:
Kourdi, J. (2009), Business Strategy: A Guide to Taking Your Business Forward. London: John Wiley & Sons
The Futur, Chris Do (2015), The Client Is Not Your Enemy: Redefining Your Client Relationship (Links to an external site.), [online video]. [Accessed 28 March 2019]