Seminar Questions

• What do you want out of this unit?

In this unit I hope to learn about and gain valuable insight on the ins and outs of running business in the interior architecture and other creative sectors. I also hope to get some practical experience through the classwork and assignments in putting together reports and other documentation that is necessary when operating in the professional environment.

• What are the opportunities for interior architects in your given topic?

There are many opportunities for interior architects and the architectural industry in Phygital design and services, some of which are already beginning to be implemented within many industries. Phygital design aims to connect the physical world with interactive digital experiences which is seen today using VR and AR. Opportunities in Phygital design can include development of virtual spaces within physical spaces to enhance user experiences or give the user a different architectural experience virtually, to what exists physically. This provides opportunity for more effective use of spaces and opportunities to add digital aspects to the physical environment.

• Should interior architects be aware and design for future trends? Why or why not?

Interior architects should be aware of trends that are becoming prevalent in society and culture as it will assist in designing spaces that are up to speed with technology and innovation that is taking place in other industries. In saying this, sticking too much to trends may limit creativity and originality and restrict the ability for a design to be timeless and survive through different trends as these future trends are usually temporary and eventually become obsolete.

• What do you think is an interior architect’s value proposition to their clients?

A customer or client of an interior architect would have jobs such as the need to come up with designs or provide designs for an interior or a space. Their pains may include not having the ability or skillset to do so and their gains would be having a good quality design to be able to show a builder or to be able to use. The interior architect can provide the service through their knowledge and skillset to alleviate the customers pains and create the gains that the customer wants.

• Do you think we as an industry need to strengthen the architect’s value in the publics eye? Why or why not?

In my opinion, the value of an architect in the eyes of the public is quite high in that it is generally understood that architects have a high level of expertise and skills in particular areas which are unique to the architectural profession. Some of these skills include technical knowledge and a wide skillset that allow them to create dynamic, unique, and aesthetic design. In saying this, as an industry, we need to continue strengthening the value of architects as it is evident that we are coming into a time of change and innovation in terms of technology, and it is important that the value of an architect is strong so that the role doesn’t become obsolete. It would also be beneficial to showcase how architects can be used in this new age of design which includers many digital and mixed reality projects.

• What value do interior architecture firms provide their clients, and is this value unique?

The value that interior architecture firms provide to their clients include specialising in designing unique interiors and spaces which fit the client’s needs as well as solving the clients design problems. Interior architecture firms generally provide the value of having a strong design language which us evident across all projects such as the use of specific principles or elements which become highlights of their work. The service that they provide is unique because interior architects have a high level of expertise and skillset in the areas required as well as knowledge of technology and software used in the modern interior architecture and design industry.

• Is it important for interior architecture firms to analyse their competitors? Why or why not?

As with any other business, it is important for interior architecture firms to analyse their competitors closely to get a competitive edge and achieve competitive advantages. This will help the business as clients are more likely to return in the future as well as suggest the business to their friends or others who may need similar work done in the future.

• How can interior architecture firms establish themselves apart from their competitors?

Interior architecture firms can establish themselves apart from competitors by finding gaps in the market in the interior architecture sector and filling those gaps. They may also implement the use of software or technology that has not yet been used in the interior architecture industry. Interior architecture firms may also find ways to provide a greater or equal service for a lower price or find solutions to make their service a lot better than competitors. All of these things require research and analysis into their competitors in order to find where the advantages and disadvantages lie. They can then work on setting themselves apart from their competitors.

Week 5

• Do you think interior architecture firms need to have a long-term vision? Why or why not?

I think it is important for interior architecture firms, as with any business, to have a clear long term vision of where they want to be and what they want to achieve, as well as their long term purpose and why the business exists for now and the future. This gives the firm the ability to plan and act on things now that can help them to achieve their vision for the future and think about the impact they are having on their own future.

• Should interior architecture firms update their visions regularly, or maintain one for the entirety of the business?

Interior architecture firms should definitely revisit their vision and potentially update e their vision as the creative, design and architectural sector is constantly changing due to the innovation and advancement of technology and materials. Updating their vision allows the business to continue to be innovative themselves and stay ahead of the market. In saying this, I think a firm should have one main idea or value that they base their vision on which should be maintained.

• Do you think clients remunerate interior architecture firms’ value appropriately? Why or why not?

I think that the value of interior architecture firms is generally renumerated appropriately by clients as there is a benchmark for the work firms do. As there is no replacement for interior architects, clients generally recompense fairly. Particularly firms that show their value by working in a niche, going above and beyond or having a large clientele are renumerated better as clients see more of their value.

• How can interior architects better communicate their value to prospective clients?

I think firms can show their value to clients in a few different ways depending on what suits their business. Firstly, providing a detailed overview of the work and processes they will undergo over the span of the project as well as the specific services they’ll provide is one major way that firms can show clients exactly what their value is. Another way is clear communication throughout the entire project so that the client can see how their project is going and have a say in their design coming to fruition as this helps the client feel like the project is theirs and will create a sense of interpersonal value as well.

• What is Positioning and why is it important?

Positioning is the creation of a positive image and perception of a firm as opposed to their competitors, putting the firm above and ahead of the rest of the market in the eye of clients. This is important for a firm as it means they would have a larger market share as well as a bigger clientele with positive views, as well as a positive public view creating the potential for more new clients. Overall good positioning is positive for a business in getting clients and keeping clients, raising revenue and ultimately profits.

• What does a good business positioning look like?

Good business positioning in a firm looks like being unique and providing different products and services for their clients as opposed to their competitors such as newer technology or working in niche markets. Good positioning can also look like competitive prices compared to the rest of the market which would entice more clients and create a better perception of the business while still upholding a good quality standard.

• Do you think interior architecture firms have different business models or do most firms use the same generic business model? Why do you think so?

I think that most firms would use the same or very similar business models which would align with a generic model as it is proven to work for firms as long as they are thoughtful about each sector of the business model and make it suit their business and the way they operate. In a way, firms would take this business model and chance it to suit them making each business unique in some ways. On the other hand, there are firms working in specific markets or that operate in specific ways that would need to use a different model.

• How can interior architecture firms strengthen their business model to stand out from other interior architecture firms?

Firms could stand out by changing and rethinking certain parts of their model such as their revenue and costs to make their business less expensive than other firms. They could also strengthen the customer relations strategies as well as their key activities which would make their business more attractive to clients and potential clients.