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The relationship between a design consultancy and a client is a delicate affair, mutual understanding is crucial if the relationship is to function well. A design company is a service business and as such, by its nature, it will mind about its clients’ businesses. Too frequently it simply doesn’t happen the other way around. For example, are clients aware that an intelligent design consultancy will weigh up clients, and their desirability against four simple criteria:
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Is the client profitable?
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Do they treat us as partners or suppliers?
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Do they treat our staff well?
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Do they share our values?
It takes two to tango and considering the relationship from the other party’s perspective can be enormously beneficial. So here are a few dos and don’ts for clients:
Make the brief to the consultancy clear, unequivocal and
not subject to later rethinking.
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Give the consultancy all the information it asks for,
particularly research.
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Expect the consultancy to challenge you/your
thinking. Worry if it doesn’t.
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Decide early whether the creative work is on strategy
and is not just “right” – but “bright”.
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Give the consultancy sufficient time to do a proper
job – but equally require a thorough response.
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Insist that if it’s a pitch then whoever’s on the
pitch presentation is the team that stays on the business.
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Do have realistic expectations – don’t let the
consultancy get carried away and over-promise. Be rational and make sure
they are.
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Tell them clearly and straightforwardly if they fall
short and give them a clear opportunity to put matters right.
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Use creative research as an aid to judgement, not
instead of it.
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Make sure your consultancy can make a profit on your
business. Successful, well-managed design companies make a profit, just as
you do.
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If you trust them and they do a good job – give them
more, don’t keep continually going out to pitch. Known for being
promiscuous is not a good reputation to have.
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Do build a relationship. People do business with
people; we are all human beings.
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Don’t try to redesign the work yourself. There are
craft skills involved which you are unlikely to have.
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Be honest about your budget. Don’t expect Champagne
if you only have beer money.
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Ensure you have a fully understood, formalised
approval system. Don’t field people from your organisation who can say “no”
but who can’t say “yes”.
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Remember, good creative has an emotional appeal
beyond just a functional appeal – is this what’s being delivered.
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Decide what sort of creative you want – great,
mould-breaking ideas; or simply an updated look. Make sure the consultancy
understands.
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Insist on progress, or job status reports. It’s a
good discipline that keeps decision-making on schedule.
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Always give reasoned feedback. “I like it/I don’t
like it” is not an objective response. Provide context, relate back to the
brief.
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Consultancies respond to a bit of gentle pressure so
push when you think it is appropriate. But push, don’t shove.
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Always keep the consultancy up to speed with relevant
changes at your end, be they organisational, market, product or personnel.
And don’t be slow in responding to requests or returning calls.
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Praise the consultancy when it does a good job. It
deserves it, and clients who do this inevitably get greater motivation and
commitment from the consultancy
This, for sure, is not an exhaustive list – for instance what about paying the bills on time? But these points, if adhered to, and many clients already do, should smooth the path to happier relationships. Honeymoons don’t go on for ever, but there’s no reason why a relationship that starts full of promise can’t be nurtured for the longer term.
04/05/25
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