DESIGNER- A SERVICE

PROVIDER
Done by: Gopika, Sanjana, Batul, Simran, Leen, Saket
 INTRODUCTI
ON
■ The phrase ‘Designer as a service provider’ refers to the idea of a designer
providing their thought and creativity in the form of design sold as a service.
■ The points that will be discussed include:
a) Stages of design
b) The background of Interior Design
c) Interior Design practice
d) Strategy of Interior Design
e) Design management
 SCOPE OF WORK
■ Analyzing the client's needs and goals.
■ Integrating findings with knowledge of interior design, economic trends as well as legal and
regulatory requirements.
■ Formulating design concepts that are functional, fiscally appropriate and aesthetically pleasing.
■ Overseeing the interior design process including project budgeting and schedules.
■ Preparing working drawings and specifications for interior construction, space planning, materials,
finishes, furnishings, fixtures and equipment.
■ Collaborating with other practitioners who offer professional services in the technical areas of
mechanical, electrical and structural design, as required for regulatory approvals (building permits).
■ Reviewing and evaluating construction during implementation and coordinating the completion of
the project with a consultant team.
 DESIGN STAGES
SCHEMATIC- DESIGN
PRE-DESIGN
DESIGN DEVELOPME
PHASE
PHASE NT PHASE
Define and Ideation and Concept generation Detailing
Research

BIDDING OR
NEGOTIATIO CONTRACT
N TENDERING DOCUMENTS
Implementation
PROCESS
HISTORY OF INTERIOR
DESIGN
■ Relatively Short History
■ Architects, Artisans And craftspeople were expected to
Complete Interiors Before Interior Design profession came
into being.
■ Elsie De Wolfe , was the first person to successfully engage
in interior decoration as a separate career from architecture.
■ Impact Of Industrial revolution on this profession.
■ Dorothy draper was well known for her design of
commercial interiors such as hotel lobbies and stores.
■ One of the first interior designers to specialize in
commercial interiors
■ As the profession continued to grow, more associations were
formed.
 PROFESSIONAL ASSOCIATIONS
■ These associations listed here are among those with which
the Council for Interior Design Accreditation frequently
collaborates in its efforts to ensure that interior design
education is responsive and responsible to students and
society.
■ International Interior Design Association (IIDA)
IIDA is the Commercial Interior Design association with
global reach.
■ American Society of Interior Designers (ASID)
ASID is a community of people—designers, industry
representatives, educators, and students—committed to
interior design throughout U.S.
■ The Association of Professional Interior
Designers (APID)
APID is the only professional membership organization
representing exclusively the interior design industry across
the Gulf region.
■ Council for Interior Design Accreditation (CIDA)
The is an independent, non-profit accrediting organization
for interior design education programs at universities in the
United States and internationally.
■ Council for Interior Design Qualification (CIDQ)
NCIDQ Certification is the industry's recognized indicator
of proficiency in interior design principles and a designer's
commitment to the profession.
 Practice
Research
In interior design professional practice, research is one of the most crucial
aspects. It alters a designer's approach to different situations and enables
development in working scope, the working environment, interactions and
the industry.
Specialization
Specializing in a certain field enables the designer to improve skills, become
an expert and explore more of a specific aspect.
 Practice
International Practice
International professional practice provides expansion, a good company
profile and opportunities to become recognized and awarded in the industry
globally. It also creates chances to explore new business trends and
strategies worldwide.
Expertise
Practice offers a designer more knowledge and expertise throughout the
years. Expert work is developed and gained through continuous and
improved practice.
 Practice
Legal Aspects
Opening, growing, relocating or closing a professional practice firm raises
challenges to designers and they are important to assess and carry out
correctly to avoid future issues with any phase a firm or the industry may go
through.
Strategies
Professional practice strategies are valuable to ensure the firm's success and
correct practice. Strategies such as marketing, managing and keeping up to
date with operations are some of the important to consider.
 STRATEGY: HR MANAGEMENT

■ Team Dynamics
■ Planning, recruitment and selection
■ Training
■ Wages and salary
■ Motivation
■ Labor laws
 STRATEGY: FINANCE MANAGEMENT
■ Cash Account & Transactions
■ Bank Accounts
■ Cash Payments
■ Daily Cash Balance
■ Purchasing
■ Stock & Inventory Management
■ Identifying the supplier
■ Maintaining Stock Register
■ Funding Agreement
INVESTMENT IN
KNOWLEDGE
 STRATEGY: MARKETING MANAGEMENT
A SWOT analysis can offer helpful perspectives at any
stage of an effort. You might use it to:

■ Identifying your opportunities

■ Eliminate threats,
■ Clarify directions and choices
■ Determine where change is possible.
■ Reveal priorities as well as possibilities
■ Adjust and refine plans mid-course
■ Explore possibilities for new efforts or solutions
to problems
INFORMATION TECHNOLOGY
 DESIGN MANAGEMENT
“Design management encompasses the ongoing processes, business decisions,
and strategies that enable innovation and create effectively-designed products,
services, communications, environments, and brands that enhance our quality of
life and provide organizational success.”

Design management is a field of inquiry that uses project management, design, strategy, and
supply chain techniques to control a creative process, support a culture of creativity, and build a
structure and organization for design.
“Project management is the practice of initiating, planning, executing, controlling,
and closing the work of a team to achieve specific goals and meet specific success
criteria at the specified time.”

■ PLANNING (STRATEGY), EXECUTING, MONITORING & CONTROLLING for,

a) QUALITY
b) COST
c) TIME

■ PROJECT RESOURCES
a) MATERIALS
b) MACHINERY
c) HR
THANK
YOU