Marketing Interior Design

Lloyd Princeton

• Publisher: Allworth
• Year: 2010
• eBook ISBN: 9781581157284
• Topic: Architecture
• Subtopic: Interior Design

Why struggle to market interior design when you can get specialized advice from a top-notch consultant? In Marketing Interior Design, Lloyd Princeton offers you the same high-quality insights that he gives to his clientele. Drawing on his professional expertise as well as the experiences of his clients, he provides detailed guidance to help you learn to: • figure out what to charge and have the confidence to demand that price • write your business statement • brand your business, including designing promotional materials • find leads and take advantage of them through networking • land jobs and learn how to handle the interview process • protect yourself with contracts • take advantage of the burgeoning market for green products and services. This insider guide is packed with examples of good (and bad) marketing materials, first-hand stories, and sample contract forms. If you are starting out in the field of interior design, or just want to retool your existing business, you need Marketing Interior Design!Allworth Press, an imprint of Skyhorse Publishing, publishes a broad range of books on the visual and performing arts, with emphasis on the business of art. Our titles cover subjects such as graphic design, theater, branding, fine art, photography, interior design, writing, acting, film, how to start careers, business and legal forms, business practices, and more. While we don't aspire to publish a New York Times bestseller or a national bestseller, we are deeply committed to quality books that help creative professionals succeed and thrive. We often publish in areas overlooked by other publishers and welcome the author whose expertise can help our audience of readers.

Chapter 1: WHY YOU NEED THIS BOOK

This book is written for you, an interior designer with your own business. Designers are a creative and talented group, but they often don’t know the first thing about the business side of their operations. They may not know how to market their services effectively or have a solid sense of what they are worth. They may even be bashful about setting a price for their work. Raise your hand—or simply blush—if this applies to you!

Furthermore, most designers remain unknown outside their social circle and immediate locale. While your clients may be ecstatic about your work, the rest of the world doesn’t recognize your name. This happens because you are an artist, not a business person. You do what you do very well—you create beautiful rooms. What you may not do as well is market yourself. You may not know how to define and publicize your unique style, services, and future professional needs.

The following pages will show you ways to run your business efficiently and discuss strategies to let potential clients, media, and referral sources know about you—a star that is waiting to shine!

In 1999, I started a business, Design Management Company (DMC), because I realized that interior designers are often brilliant at suggesting color palettes but less adept when it comes to avoiding red ink. At DMC, I have counseled dozens of interior design professionals about how they can package their services, create a unique identity that promotes their business, and most importantly, price their creativity appropriately. In these eight years, I have created my own niche as a marketing expert for residential design.

In this book, I will tell you about the business side of your business, including what pitfalls to avoid and pathways to pursue. I will explain to you how to represent yourself to potential clients, how to develop marketing materials (Web site, stationery, brochures, etc.), how to screen and interview clients, how to negotiate the best deal for both of you, how to leverage completed projects for your client and yourself—and much more.

I will tell you what I tell my clients when they come to me for advice.

RAISED LIKE A LADY

One of my first clients, who is still my client today, was an interior designer named Melissa. She lives on the Upper East Side of New York City and caters to a wealthy client base. Her design is distinctive and colorful, and her own lifestyle is similar to that of her clients. In her own words, she was “raised as a lady,” so she didn’t like to discuss money with her clients. Although she was well positioned to write a letter of agreement before starting her projects, she rarely did so, and when she did, she didn’t enforce it. In fact, once I started working with Melissa, she would sometimes discount her services even after I had successfully negotiated a terrific deal for her.

Why was Melissa so shy about raising the issue of money? Interior design projects are all about money. Rest assured that your clients are thinking about it all the time, so you had better get comfortable with the topic or be able to afford someone who can manage it for you. Remember: how you price your services affects how you will be perceived by your client.

Melissa undervalued her services because she undervalued herself; a common mistake among interior designers and women in general. After reading this book, I hope you will never make that mistake again!

DESIGNING WOMEN

The majority of design professionals are women, and more than 90 percent of my seminar audiences are made up of women. This book is especially addressed to female designers because I believe there are fundamental differences in how men and women do business. I also believe that women can achieve greater success by following the playbook used by men. I think women who read this book will become empowered in their professional dealings and in all areas of their lives.

I am happy to say that today there is a greater acceptance of women as top designers than ever before. The boundaries continue to blur in terms of roles and services that can be performed by either men or women. People are not surprised to work with a male decorator or a female designer. They expect as much from a woman as they do from a man. If the woman designer has established credibility in advance, and if her previous exposure has been highly professional, then she will be treated in a highly professional manner.

It is important to know when you are working as a decorator and when you are working as a designer. If you are freshening up a space with a little bit of color and some new fabric and maybe rearranging the floor plan, then for that project you are working as a decorator. But the minute you order custom merchandise or renovate anything structural (as is usually required for kitchens and bathrooms), you have crossed over to the domain of the designer. Your clients now assume you have the technical skills needed to complete a complex project and should be willing to offer you fair compensation. If design was easy to do and didn’t require training, then there wouldn’t be the need for special educational and licensing programs, business groups, legislation, and continuing education for practitioners. Design is a multi-billion dollar industry that is very robust. The affluent class continues to buy and refurbish their houses, so the outlook for designers who work with the wealthy continues to be bright.

TODAY’S CHALLENGES

For those working with less affluent clients, residential design is somewhat more challenging for the design professional. Until just a few years ago, residential designers were highly esteemed because they could visualize solutions to problems and discover elusive resources. This has changed with the availability of products and services to the consumer via the Internet. The existence of simple design software, the demystification of the ordering process, and the drop in furniture prices has enabled many consumers to experiment with their own décor ideas without going broke in the process.

What can the savvy designer offer these new, empowered consumers?

Only her talent, experience, and continuing expertise! This is what you must emphasize to potential customers: the years of training and experience that lie behind your suggestions; the knowledge you’ve acquired on other, similar projects; your innate sense of design. Demonstrate that you are an expert on the materials the project may demand, including green alternatives. Emphasize your knowledge of unusual solutions.

OFFER YOUR VISION

If consumers do not think they need your service or if they do not place much value on your expertise, there is not much you can do to get their business—at any price. But if they are persuaded that you are offering a vision and a set of skills that will result in a uniquely beautiful space, they will be willing to agree on a fair price for your work. It is up to you to show them that they need your talent. You must affect their perception of your capability, and you must do so with everything in your marketing arsenal.

I am reminded of a recent media relations account that my firm did not get. This came as a real shock to me, since we regularly land important clients. A group of very savvy designers was planning the national launch of its brand and product line. The designers wanted a firm that could handle the crossover between fashion and interiors (a frequent request at today’s top echelons). We interviewed very well and were probably the lead firm at that point. But when it came down to substantiating the talk via our portfolio, we didn’t match our competitors. In fact, we were at once the most expensive and the least able to demonstrate what the designers really wanted. The irony is that we actually had the crossover experience, but our press clips did not adequately convey it. Losing the account was an eye-opener for me, and I immediately asked our in-house graphic designer to create an outstanding portfolio that truly represents the value of our services. Experience doesn’t do any good if you can’t demonstrate it and influence potential clients.

I think that women in particular can learn from this story by making sure that their customers’ advance perception is equal to the level of service they wish to provide.

Often, it is the subtle cues that people take that make all the difference. For instance, how available is a designer for an appointment? How flexible is she with cancellations and delays? Is advance payment required? Who is the expert about the subject matter, the designer or client? Who is in control of the interview, the potential client or the designer? To be in charge of a project, you have to take charge of the interview process and establish the value of your time from the get-go. If you let the client lead, then he or she will continue to do so for the remainder of the project, to your detriment. Men have a firmer grasp of this power dynamic than women and continually jockey to stay in the lead, no matter what their role. Women can do the same thing!

Please enjoy the upcoming chapters as we explore ways to enhance your business skills as a design professional.

Chapter 2: YOUR SELF-ASSESSMENT

As you well know (it’s probably the reason that you bought this book!), design is not all fun and games. It is a serious, multi-billion dollar global business. It’s a growing industry that is currently in flux. Gone are the days of exclusive, trade-only resources. The resources still exist—it’s just that your clients probably know about them, too. The industry now has many retail stores with free design services vying for the same clients you want. (We’ll return to this topic in chapter 10.) Most likely, there are also other designers in your area. All of this means that you need to be clear about who you are, what you offer, what terms are acceptable to you, and what you want from your career. The questions that follow will help you define yourself and your business. Knowing the answers to these questions will help you make decisions both today and in the future, so grab a pencil and let’s begin.

As you ponder your responses, remember: there are no right or wrong answers in this process—or any other creative process. I remember looking at a piece of art with an artist and remarking that one of the lines seemed to go “nowhere” and that perhaps it was a “mistake.” He replied, “In art, there are no mistakes.” This profoundly influenced me. You need to proceed with the freedom that comes with this knowledge in order to do your best work in all aspects of your life. This certainly holds true as you answer these questions about yourself.

First, every business should have a UPS—no, not a parcel delivery service, but a Unique Positioning Statement. Whether you’re manufacturing dolls or treating sewage, there is something special about the way you do it that is part of your UPS. As a designer, your UPS is especially important, and determining it will enable you to present yourself effectively to prospective clients.

Your UPS is central to your pitch—and especially to your “elevator pitch.” What would you say about yourself to a stranger in an elevator? This is a very useful exercise when you consider the circumstances involved: a small space, likely with several strangers nearby (maybe too nearby), a very short time period (ten to twenty seconds), and the chance to effectively convey what you do. Without practice, delivering an elevator pitch is much harder than it may sound, especially when you factor in the anxiety of public speaking, with everyone in the elevator hearing (and judging) your response.

It’s the judgment part that intimidates most of us: “Will they think I’m interesting?” and “Will they be impressed?” Yes and yes again—if you can speak your UPS with conviction, with a smile in your voice, and then ask them something. The conviction conveys confidence, the smile conveys friendliness, and the request conveys curiosity about your target. People always find their own lives interesting, and your showing concern for theirs will make you seem more interesting, too.

It actually took me years to figure out what it is that I do and to edit it down to an elevator pitch. Finally, I came up with the following: “We do marketing and sales distribution for the interior design and home furnishings industry. What do you do?”

Just because it took me years to arrive at my UPS doesn’t mean you have to spend that long. Still, it’s worth some serious thinking. Developing your UPS is of vital importance because it can be used for:

• Marketing purposes: Business cards, Web sites, brochures, and anything that you prepare for your firm.

• Sound bites: Interviews with media, in presentations, at parties, and yes, in elevators.

• Employee training: One of the most important aspects of an effective UPS, because if your employees are not clear about what you do, how do they know if their efforts are properly directed? How can they answer the phone and direct callers appropriately?

• Business decisions: Evaluate business opportunities t...

Table of contents

• Cover Page
• Title Page
• Copyright Page
• Contents
• Acknowledgments
• Chapter 1: Why You Need This Book
• Chapter 2: Your Self-Assessment
• Chapter 3: Creating Your Quality Brand
• Chapter 4: Your Portfolio
• Chapter 5: Getting Leads . . . and Using Them
• Chapter 6: The Initial Interview . . . and Beyond
• Chapter 7: What Are You Worth?
• Chapter 8: The Contract: Design and Implementation
• Chapter 9: Public Relations
• Chapter 10: Riding the Trends
• Chapter 11: Going Green
• Chapter 12: The Internet
• Chapter 13: Licensing
• Chapter 14: Designers Dish it Out!
• Chapter 15: Where the Rubber Meets the Road
• Index
• Books