Here’s a typical scenario. A designer gets a call. The person on the other end of the phone needs a [insert gig du jour]. After a wee bit of a scramble, a proposal or estimate is whipped up, the project is confirmed, money moves and things get to rockin.’ The project moves along and is finally finished. The client is pleased as punch. Our designer gets paid. Everybody’s a happy camper and move on to the next thing on the list. All is well with the Universe.

Or is it?

Although this is the way most independent designers work, it tends to be a first cousin to the notorious “feast or famine syndrome.” Our little scenario is project-based thinking and not necessarily a good idea for you or your client.

Why?

Glad you asked. It’s not a great working model for you because it centers around the one-shot deal. When things dry up you might find yourself flipping burgers to meet your overhead. Although you might look simply smashing in a nifty fast-food uniform, odds are, it’s not what you had in mind.

It’s not a good deal for your client because, frankly, you’re doing a disservice by providing only what they ask for and not using your gray matter to root out what might be of value to them.

I’d like to offer a better idea. Ask a boat load of questions. Get to know your clients’ businesses, their competitive arena, their industry, their audience. In essence, learn all the gory details and become a partner in their success. Then, put on your consultant cap and get to thinking. What would help them out? What ideas can you offer up?

The thing is, just because a client asks for a whatever, it doesn’t necessarily mean that’s what they really need. By asking questions and digging deep, you can offer ideas that will help your clients meet their goals. You add value to your relationship. You become a needed resource. You separate yourself from your competition, because they’re not doing their homework.

As you learn more about each of your clients’ businesses, you can position yourself as a consultant and offer up suggestions. Now you’re getting somewhere. You’ll find you no longer live project to project. You begin to create projects.

One of the best times to map things out is during an annual client review. December and January are good times to do this. Set up a time to get together with each of your clients. Lunch is a nice idea – on your dime, of course. Review what’s been done during the previous year. What worked well, what could use some improvement and such. Ask them about their goals for the upcoming year.

Take what you learn and give it some thought. What can you do to help your client meet their goals? Put together a proposal and present it to your client.

If you handle this right, you’ll find you can schedule much of your workflow for an entire year, or at least several months out. You’ll know what needs to be done and when. You’ll decrease or eliminate those nutty rush gigs. Your clients can accurately budget for upcoming projects and avoid rush fees. You’ll both sleep better at night because you’ll know what needs to be done, when and how much it’ll cost. No surprises.

In addition, raising yourself to a valued consultant status can justify higher fees. Plus, you become proactive by generating projects rather than sitting at your desk waiting for the phone to ring.

Until the next
Marketing Minute
all the best,
nt