Et l’image des agences de design ?

Linda Fisher est le leader américan des stratégies de marques, entre les agences de design et les sociétés.

Pour Admirable Design elle donne le résultat de ses observations quant à la façon dont les agences de design se présentent et travaillent tous les « points de contacts »(touch points) qu’elles ont avec les clients et prospects.

A l’en croire, il reste beaucoup à faire…même aux Usa !
D’accord, c’est en anglais, alors, les paresseux du web, imprimez cet article venu d’outre Atlantique, sortez vos dictionnaires et faites l’effort, ça en vaut la peine !

Touch Points…

lindaw.jpgSo many of our design firm clients are leaders in their disciplines, as well as master brand strategists, that they are intimately familiar with the concept of « touch points. » When design firms collaborate with corporate clients, they are mandated to follow their standards guides. These standards guides are put into place so that corporations’ touch points remain consistent and properly aligned with their brand messages. Every touch point in the firm, influences the way its clients perceive its brand. The question is : do design businesses put into practice for their own firms, those very principles they put in place when working for corporate clients ?

Everyone in the design firm must work to deliver the brand promise. If any aspect of the total brand experience is lacking, the perception of the value of the firm will decrease, and it will lose clients and fail to attract new ones. Leadership in every firm must challenge each person in the firm to be « The Brand. »

The Core Message.

The mission statement is more than two lines in the employee handbook and the company brochure. It is a clear-cut statement about who the firm is, and what it stands for. It defines a firm that has a clear identity, and a clearly delineated business plan. This is woven into the daily operations of the business. It is the rationale behind every decision that is made and every action that is taken. It takes a Living Marketing Plan, and breathes life into the firm. Every business must have a solid plan in place, and it must follow that plan if it is to build the kind of business that it chooses in the plan to build and develop. Strong management personnel are in control of the business and critically structure that business to build a secure client base and to meet future challenges.

This is a design business that has effectively positioned itself in the marketplace. It has a brand message. This brand message must be safe-guarded and nurtured in order to be sustained, and to sustain the design business !

The Leadership Initiatives.

In this business, the entrepreneur who founds a firm, stamps it with his/her own personality, passion and vision. Leaders act with integrity, honesty and ethical behavior. They respect their employees and inspire respect from them, in return. Leaders set the tone for their firms. They are not interested in the « herd mentality » that leads to conformity in theory and practice ; they challenge each person to buy into and to become « The Brand. » Leaders engage and energize their staff. Leaders emphasize accountability, and show that it starts at the top ! Leaders’ staffs excel at servicing clients, and creativity soars because they have a purpose, opportunities to learn and grow, and a sense of personal pride and achievement. All of this leads to self-actualization.

The Firm’s Personnel.

The most important resource of the design business is its social capital. Even though this asset is invisible on your balance sheet, it is the largest contributing factor to your P+L statement. How the firm’s principal creates, nurtures and mines this asset for its full potential is up to him/her ! What goes into creating a design business’s unique corporate culture ? Mutual trust. Two-way lines of communication.

A willingness to be open and to learn. And a willingness to change what isn’t working-to go out into uncharted waters-to make necessary changes. In the long run, social capital is the single factor that contributes to the formation of a stronger, more sustainable business. In my estimation, nothing contributes more to a design firm’s financial sustainability like a strong corporate culture !

The Level of Expertise and Industry Knowledge.

Those design firm principals who have heard me speak, attended my workshops or routinely read my tips know that I have always preached the Gospel of Specialization and Differentiation. The old saying : « You can’t be all things to all people » is so true. With specialization, the design business becomes all things to certain people. When the principal of the firm is a leader, he/she can clearly see where their firm’s strengths and talents are, and they focus on that. Their goal is to gain expert knowledge of a particular industry. They learn all they can about it, and then, they focus on addressing that sector as specialists. This industry sector, the design business’s key publics, must be marketed to with the firm’s menu of services.

There is one more essential aspect of this touch point, and it is a crucial one. Differentiation. Obviously, in every design discipline, there is considerable competition. How much the principal of a design business can accentuate the strengths of his/her firm ; can point to the uniqueness of its process or procedures, its additional services offered, or its profound understanding of trends, can serve to make it look more desirable to potential clients than its competitors.

Professional Courtesy.

This starts at the top. If courtesy is exercised between the design firm’s principal and staff, because a high level of professional decorum is expected, it is likely the same courtesy will be extended to the firm’s clients. Of course, not every employee has that winning telephone voice. Not every employee has the grammatical skills or deft skills with language, to write letters or send e-mail queries or responses out. Not every employee has the correct body language, diction and delivery skills to assist in making the presentations to would-be corporate clients. It is mandatory to match the person to the required skill set for these positions in any design firm. These staffers will create the first impression your clients and potential clients receive. Will it be the right one ? Will it be the brand image the firm seeks to relay ?

The Professional Presentations Made to Corporate Clients.

In my work as a marketing and public relations consultant, I have the on-going opportunity to speak with global corporate buyers of creative services, and with global design leaders. This has given me a unique perspective. It has also enabled me to give design firms invaluable insights into the corporate world. There is a certain amount of « disconnect » between designers and their would-be corporate clients in the way of perspectives and procedures. My ultimate challenge and goal is to bring these two divergent paths together !

Corporate buyers have informed me that many of the presentations made to them by designers have been poor, fair, indifferent or average. What leads to this perception ? Poor preparation. Too many presenters. Some design firms feel that several staffers should be involved in the presentation. Corporate buyers have stated that the best presentations are made by one or two presenters. Period. Poor delivery of content and distracting body language. Some presentations are not clear, concise or to the point.

The only thing the corporate buyer wants to know is this : does the designer understand my needs, and can he meet them ? If the presenter fails to make eye contact or smile, he is seen as uncaring, disinterested, and disingenuous. The presenter must learn to manage his behavior, verbal and nonverbal, if he is to be effective. Taking courses in public speaking and practicing one’s delivery can help him to make a thoughtful, effective presentation. One that is memorable to the potential client !

The Services Offered.

Design businesses should constantly analyze their service menus to their key publics. A survey of past clients should include questions concerning the quality and perceived value of the design firm’s services. Which services would they like to see the firm offer ? Which ones do they deem unnecessary ? Analyzing the business over the past year will yield very interesting and highly valuable information for the principal. If certain services are rarely purchased by clients, maybe they should be phased out. Which services are purchased most often ? Have clients asked for services which the firm does not currently offer ? What are the firm’s strongest competitors’ services ? Fine tuning is an on-going process in this regard, for every design business.

The Advertising, Brochure and Website Content.

Always look at the firm’s brochure and website with a critical eye. Are these representatives of the firm faithful to the brand image ? Are they effective ? Many times, the brochure is not clearly delineated by section. Does it clearly and cleanly break down the information the firm needs to convey to a potential client ? If it is not set up to do the following, in this order, maybe it should be rewritten. Firstly, the firm’s contact information should be noted. That means full name, address, phone, fax and website. Next, the firm’s mission statement should be clearly stated. Then, a short paragraph or two should summarize who the firm is and what it does. A menu of its services follows. After that, the nature of the firm’s culture, its process, and examples of its work with any awards or achievements should follow.

Websites, like design business brochures, should be easy to navigate. The same logical progression of information should appear on the website, as it does in the brochure.

Only the largest design businesses have an advertising budget. Again, if the firm is able to advertise, are the ads clear, concise, and on brand image ? If not, they are a waste of the firm’s money !

The Quality of the Work.

This is a very key point. Design businesses that have worked hard to really establish their brand identity put it all on the line here. If the projects the firm undertakes are not delivered on time, on budget and in a satisfactory manner, the corporate client will never partner with them again. In this business, I always say : « Under promise. Over deliver. » In so doing, the design firm’s perceived value skyrockets with its clients.

Design businesses should learn the value of following up with their corporate clients after a project has been completed to assess its success. Metrics are increasingly important in the marketplace. Did the products meet or exceed sales expectations ? A savvy design business principal gathers this information and uses it in his brochures to his firm’s advantage. It impresses potential clients. It speaks volumes about the quality of the firm’s work.

In Closing. . .

Every touch point in the firm, influences the way its clients perceive the brand. Everyone in the firm must work to deliver the brand promise. If any aspect of the total brand experience is lacking, the perception of the value of the firm will decrease, and it will lose clients and fail to attract new ones. Leadership must challenge each person in the firm to be « The Brand. »

One last thought : what do the touch points of your design business say about you ?

For more information about Linda Fisher Design Management Resources, our many services, and to receive our free monthly tips, please access our web site at www.designmanagementresources.com.