Leveraging ability or maximising revenue

Lee Roberts.
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As we embrace globalisation and enter into new and emerging markets, or in the case of the UAE, a post boom market, how companies change and adapt their business practices is of utmost importance in relation to how the interior design industry develops.

“The booming UAE market I entered into in 2007, from a highly developed and somewhat prescribed London market, to where we find ourselves now in 2011, post boom and emerging from the ashes of the economic crisis that followed, is very different both in terms of the professional landscape, the main industry players and the business priorities and directions many companies have set,” said Steven Charlton, managing director, Pringle Brandon.

“In recent times many of our competitors have diversified both in terms of design specialities that are offered – commercial, retail, healthcare, education, hospitality etc, but also entering into new consulting fields and offering clients project and cost management services all under one company banner.

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“In many cases this diversification has been to tap into new markets as we embrace globalisation, and this is commendable given the opportunities in the region but in other cases it appears to increase revenue streams in a tighter and more competitive market without having the expertise or capability to do the task justice,” he added.

Charlton argued interior designers should not try to be experts in all fields but stay in one in which they excel.

He said by diversifying too quickly, or spreading themselves thin, those in the profession are doing a disservice to their clients and to the industry.

Lee Roberts, an interior designer in the Middle East agrees. He said in order for a designer to prosper one must find a niche. Whether the niche is an asset worth selling or merely a gimmick is irrelevant, as either can make one stand out in the crowd.

“Carving a position for oneself in the design industry requires dedication and commitment and it’s not easy. It can take years to find one’s forte,” he said.

“Just as a designer needs to find his area of expertise, design agencies need to refine business models to have an aim and specialty. Harnessing the best talent and securing high quality human resources is one of the more difficult challenges design businesses are faced with, yet when it is achieved the company reaps a high level of reward.”

According to Roberts, some businesses are lacking in the knowledge and experience to offer the best solution for the client but having the humility to accept your limitations is invaluable.

“Designers will push themselves, but being caught out in the long run to be inadequate cannot only damage their own reputation but also that of the interior design industry as a whole,’ he said.