Creating Value - Designing a (Design) Business
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As designers – What's the true value we provide? How can we increase that value? How can we get best compensated for the value we create? // Orginally presented for IxDA, Salt Lake City, this talk shares the lessons learned thus far, in building value as a designer and design company and how we can apply our design thinking + skills to our own work. VIDEO of presentation with full details – https://www.youtube.com/watch?v=ZEG9h_VqKDU @ClaytonFarr // @FORMexperience
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Creating Value - Designing a (Design) Business
- 3. CLAYTON FARR CO-FOUNDER, FORM UX Who’s Talking?
- 4. DESIGN
- 5. DESIGNCreating Meaning System Thinking Process Thinking
- 7. BUSINESS
- 11. Applying design thinking + skills to how we create value and how we’re compensated for it.aka
- 12. VALUE ? What’s the true value we provide as designers? VALUE How can we increase the value we provide? How can we get best compensated for the value we produce? VALUE $
- 13. ME YOU≠
- 14. MY EXPERIENCES YOUR SITUATION may not =
- 15. MY EXPERIENCES YOUR NEEDS may not =
- 16. MY EXPERIENCES YOUR GOALS can help but hopefully
- 17. VALUE? What’s the true value we provide through our work?
- 18. WHAT I THOUGHT
- 20. BEAUTY + ELEGANCE THOUGHT To save them from themselves.
- 21. OPTIONS THOUGHT
- 22. OPTIONS Mild, Medium, or Spicy? THOUGHT
- 23. SPEED THOUGHT
- 24. SPEED THOUGHT Do a lot of stuff.
- 25. SPEED THOUGHT Do a lot of stuff. Faster.
- 27. THE FINISHED PRODUCT Forgives everything that led to it. THOUGHT
- 29. THE BASICS = 79% OF YOUR SUCCESS LEARNED
- 30. BASICS = TRUST Be reliable. Follow-through. Don’t make more work.
- 31. COMMUNICATION BASICS = Clear, consistent and proactive. (This topic deserves 23 slides in itself. Alas.)
- 32. DESIGN PROCESS LEARNED DESIGN RESULTS is as valuable as (and sometimes more)
- 33. You’re selling a lot more than just design. You’re selling less risk for the client… a solid process and strategy. – Jason Blumer “ ”
- 34. DESIGN PROCESS = CLARITY Providing perspective and insight of factors that the design supports.
- 35. DESIGN PROCESS = DIRECTION Aligning varied factors into an effective design solution.
- 36. EXPLORATION Discovery, learning, adjustment amidst implementation. DESIGN PROCESS =
- 37. VALIDATION Reality wins every time. DESIGN PROCESS =
- 38. VALIDATION Reality wins every time. Help your client join its team. DESIGN PROCESS =
- 39. What’s the true value we provide through our work? “ ” ?
- 40. BEAUTY + ELEGANCE OPTIONS SPEED FINISHED PRODUCT
- 41. BEAUTY + ELEGANCE OPTIONS SPEED FINISHED PRODUCT Sometimes Important
- 46. VALUE How can we increase the value we provide?
- 47. WHAT I THOUGHT
- 48. Be quicker. THOUGHT DOING MORE WORK
- 49. Be quicker. Over deliver. THOUGHT DOING MORE WORK
- 50. DOING BETTER WORK THOUGHT Be more perfect. Increase ‘quality’.
- 53. EFFICACY LEARNING Knowing what work to do - and not. All experience prior to this problem.
- 54. NOT ALL WORK VALUEis of equal LEARNING
- 57. COMMODITY PRODUCTION Quality implementation is necessary & highly important, but -
- 58. COMMODITY PRODUCTION Good production is increasingly available from many sources
- 59. COMMODITY PRODUCTION Equaling a large amount of supply to meet demand
- 60. COMMODITY PRODUCTION Making production less ‘valuable’. It should (and will) cost less.
- 61. EXCLUSIVE Clear, effective thinking & planning is in shorter supply. Can be focused. IDEATION
- 62. EXCLUSIVE Effective insight & ideation is much more difficult to duplicate. IDEATION
- 63. EXCLUSIVE Clear perspective & lateral insight is less likely to be available internally. IDEATION
- 64. EXCLUSIVE IDEATION Making ideation much more ‘valuable’. It should (and does) cost more.
- 69. NOTHINGYOU BECOME EXCELLENT AT DOING EVERYTHING =
- 71. EVERYTHINGINTENTIONALLY SAYING NO TO BEING DIFFERENT =
- 72. Instead of being mildly appealing to anyone, become intensely appealing to a select group. – Tim Williams “ ”
- 73. Deciding what you do - and don’t, for whom, and why. BEING DIFFERENT TAKING A POSITION
- 74. Your purpose. Beyond making money, why does your business exist? POSITIONING = CALLINGUNCOVERING YOUR
- 75. POSITIONING = COMPETENCIESDETERMINING YOUR What are your unique strengths - that you can do better than others?
- 76. POSITIONING = CUSTOMERS Who can you serve best - your preferred and ideal customers? SELECTING YOUR
- 77. POSITIONING = CULTURE What are the principles you would turn-away business to support? DECIDING YOUR
- 78. TWO PEOPLE ONE are smarter than LEARNING
- 79. HONESTA PERSON WHO KEEPS YOU PARTNERSHIP =
- 80. HONESTA PERSON WHO KEEPS YOU PARTNERSHIP = WITH YOURSELF
- 81. SMARTA PERSON WHO KEEPS YOU PARTNERSHIP =
- 83. STRANGLEA PERSON YOU WANT TO PARTNERSHIP =
- 84. STRANGLEA PERSON YOU WANT TO RARELY PARTNERSHIP =
- 85. STRANGLEA PERSON YOU WANT TO RARELY, BUT SOMETIMES PARTNERSHIP =
- 87. How can we increase the value we provide? “ ”
- 89. Little Leverage Tons of Leverage EFFICIENCY SKILLS GENERALIST INDIVIDUAL EFFICACY INSIGHTS SPECIALIST PARTNERSHIP
- 90. VALUE How can we get best compensated for the value we produce?$
- 91. WHAT I THOUGHT
- 92. PRICING “How much do I need to make an hour THOUGHT COSTS=+ this + that + another thing?”
- 93. PRICING THOUGHT MARKET= “How much are these other guys getting away with charging?”
- 94. PRICING THOUGHT EFFORT= “How many hours is this damn thing going to take?
- 95. UNIT OF $ THOUGHT HOUR= “Um, yeah. That’s the way everyone does it.”
- 96. UNIT OF $ THOUGHT DAY= “Less micro-managing. Cool.”
- 97. UNIT OF $ THOUGHT WEEK= “Finally, big picture thinking. We’re geniuses.”
- 101. COSTS LEARNING YOURS= Your concern. Your benefit.
- 102. COSTS LEARNING YOURS= Not the concern of your client.
- 103. COSTS LEARNING Affect whether you can profitably provide requested value, but -
- 104. COSTS LEARNING Should not dictate compensation for the value you produce.
- 105. PRICING LEARNING
- 107. PRICING LEARNING VALUE= Me: “Of course. Duh.”
- 108. Instead of negotiating price, negotiate value. Clients aren’t price conscious, they’re value conscious. – Ron Baker “ ”
- 110. PRODUCEDTOTAL VALUE CLIENTVALUE FOR – TO REAP aka THE VALUE YOU CHARGE FOR =
- 111. UNIT OF $ LEARNING
- 113. UNIT OF $ LEARNING VALUE= Me: “Dammit. Of course, double duh.”
- 115. VALUE BILLING LEARNING ≠ Pricing is proactive. Billing is reactive. VALUE PRICING
- 117. MORE HONEST LEARNING VALUE PRICINGis By aligning designer & client incentives.
- 119. MORE FAIR LEARNING VALUE PRICINGis To you and your client.
- 121. MORE FLEXIBLE LEARNING VALUE PRICINGis Compensation can come in many forms.
- 123. MORE PROFITABLE LEARNING VALUE PRICINGis Costs no longer dictate / limit your value.
- 124. SCOPE OF VALUE LEARNING based upon VALUE PRICING
- 125. SCOPE OF VALUE LEARNING based upon VALUE PRICING Instead of scope of work.
- 128. CONVERSATION THEREFORE VALUE PRICINGis a Up-front dialogue & discovery with client.
- 129. How can we get best compensated for the value we produce? “ ” $
- 130. VALUE SEPARATE
- 131. COSTS AND
- 133. KILL YOUR HOURLY RATE MAKE EVERY EFFORT TO
- 134. SO YOU CAN TIE YOUR UNIT OF PAYMENT VALUEproduced instead. to the
- 135. TO LEARN WHAT A CLIENT VALUES TAKE THE TIME AND EFFORT
- 136. TO HELP MAKE THOUGHTFUL PRICINGone of your core competencies.
- 137. YOUR BUSINESS =
- 138. YOUR BUSINESS = YOUR DESIGN
- 139. YOUR BUSINESS = YOUR DESIGN Design it thoughtfully & purposefully, as you would anything else.
- 141. LEARN MORE Businessologyshow.biz Dan Mall & Jason Blumer Positioning for Professionals Tim Williams Implementing Value Pricing Ron Baker