Over the years we get asked many questions or during our day to day business, we read articles that we find useful. So why not make the information available to you.
Click on the headings below to read the full articles.
A Design Brief?...
A design brief is vital to any design project but why:
The design brief allows you (the client) to focus on exactly what you want to achieve before any work starts on the project as well as inform the designer about the company, its values and the business objectives of the design project.
Think about the following when asking your designer to undertake a new project:
• Why? It makes you focus on what you want to achieve and the business objectives of the design before any work starts
• Must include: Competition, helps the designer to understand your place in the market place
• Must include: What is the aim of the project, what do you hope to achieve?
• Must include: What is your target market, what message do you want them to receive from your company?
• Must include: Timescales for a project. Don’t moan that a job has over run when the timeline has not been included.
• Style. What is good design? It always helps to show a few styles that you like ie websites or logo’s.
• Copy and images in design are as vital as the design itself. Who is providing the copy and pictures.
• Must include: Budget. Prevent designers wasting valuable time and resources when trying to maximise your budget.
If all these points are tackled and understood at the start of a project you will build a better relationship with your designer and ultimately achieve better results.
The design brief allows you (the client) to focus on exactly what you want to achieve before any work starts on the project as well as inform the designer about the company, its values and the business objectives of the design project.
Think about the following when asking your designer to undertake a new project:
• Why? It makes you focus on what you want to achieve and the business objectives of the design before any work starts
• Must include: Competition, helps the designer to understand your place in the market place
• Must include: What is the aim of the project, what do you hope to achieve?
• Must include: What is your target market, what message do you want them to receive from your company?
• Must include: Timescales for a project. Don’t moan that a job has over run when the timeline has not been included.
• Style. What is good design? It always helps to show a few styles that you like ie websites or logo’s.
• Copy and images in design are as vital as the design itself. Who is providing the copy and pictures.
• Must include: Budget. Prevent designers wasting valuable time and resources when trying to maximise your budget.
If all these points are tackled and understood at the start of a project you will build a better relationship with your designer and ultimately achieve better results.
What Information has to go on your stationery
A question often asked when starting up a new business, so here is what Business Link advise...
Apart from your company name and address, include all telephone landline numbers, fax number, email address and website address, if applicable. It's also advisable to include mobile phone numbers, especially on business cards, and even home telephone numbers, depending on the nature of the business.
There are also a number of legal requirements, depending on the type of business you run.
There is no requirement for sole traders to register a business name. They can trade under their own names or choose a different business name. However, if as a sole trader you choose something other than your own name for the business, you must include your own name and the business address on all business letters, orders and receipts. Invoices must state your VAT registration number if applicable.
Partnerships must state on letters, orders, invoices and receipts the names of all partners and the address of the principal office or alternatively indicate where a list of partners may be inspected. Invoices must state your VAT registration number if applicable.
Limited companies must show on letters and order forms (paper and electronic versions) the name of the company, the place of registration, the company registration number, the address of the registered office and the address of its place of business, if different. If the company is being wound up this fact must also be stated. There is no need to list the names of the company directors. However, if you choose to do so, you must list all names. Invoices must show at least the company name and VAT number if applicable. In the case of a limited company that is exempt from using the word 'limited' in its name, it must state the fact that it is a limited company.
Business Link
Apart from your company name and address, include all telephone landline numbers, fax number, email address and website address, if applicable. It's also advisable to include mobile phone numbers, especially on business cards, and even home telephone numbers, depending on the nature of the business.
There are also a number of legal requirements, depending on the type of business you run.
There is no requirement for sole traders to register a business name. They can trade under their own names or choose a different business name. However, if as a sole trader you choose something other than your own name for the business, you must include your own name and the business address on all business letters, orders and receipts. Invoices must state your VAT registration number if applicable.
Partnerships must state on letters, orders, invoices and receipts the names of all partners and the address of the principal office or alternatively indicate where a list of partners may be inspected. Invoices must state your VAT registration number if applicable.
Limited companies must show on letters and order forms (paper and electronic versions) the name of the company, the place of registration, the company registration number, the address of the registered office and the address of its place of business, if different. If the company is being wound up this fact must also be stated. There is no need to list the names of the company directors. However, if you choose to do so, you must list all names. Invoices must show at least the company name and VAT number if applicable. In the case of a limited company that is exempt from using the word 'limited' in its name, it must state the fact that it is a limited company.
Business Link
Rebrand in a recession?
Business leaders say branding is key to recovery
Design Week
By Tom Banks
A majority of UK companies see a successful rebrand as a key way of weathering the recession, according to new research.
Implementation, Rebranding and Design, a report commissioned by branding consultancy the Principle Group, surveyed 250 marketing directors of blue chip companies and UK business owners, and found that the majority recognise the importance of rebranding in a downturn and acknowledge the role of design in assisting business recovery.
Levels of confidence varied across the survey, but itfound that 65 per cent of business leaders and managers believe rebranding will help large corporate institutions get back on track, and 85 per cent say design will play an important role in generating a recovery for some, or all, brands. A successful rebranding was seen by 64 per cent of UK business leaders as a route to gaining 'a competitive edge in a downturn'. Similarly, 63 per cent agreed that a new identity signified 'a bold embracing of change'.
Commenting on the research, Ron Cregan, business strategy director at consultancy Navyblue, says, 'Any brand with the appetite to develop its brand identity in a recession demonstrates a willingness to challenge the market and a commitment to its businesses, services and products.'
But he adds that many companies will 'restrain their brand and marketing spend', for fear of being seen to be 'spending while people are losing their jobs'.
There is a case, made by 76 per cent of business leaders, that designers themselves should be more effective in communicating the strength of design. Of these, 8 per cent reasoned that 'designers could understand marketplace and client requirements better'.
Cregan adds that, in a recession, 'validation is a necessity', and consultancies can promote the benefits of design using case studies, client testimonials, independent analysis and industry reports.
James Quayle, head of strategy at Lambie-Nairn, says that, for companies, 'doing nothing suggests apathy and self-interest', adding that 'a change of look and feel should be the signal of deeper and more fundamental change'.
Joel Biswas, senior strategy consultant at FutureBrand, says repositioning while retaining core values, rather than rebranding, is the answer for businesses.
He cites the examples of Tesco retaining its 'Every Little Helps' approach and the willingness of 'middle-class shoppers' to use budget supermarket Aldi, which has retained its 'value' strategy.
'Consumers want brands they can trust,' Biswas says. 'Rebranding can be self-defeating. It should be more about leveraging what people like about the brand.'
Citroën has chosen to take definitive action - last week it launched a new identity, designed by Landor Associates Paris and Citroën's in-house team, ahead of a complete repositioning that will see six new car models launched in the next three years.
Citroën communications director Mark Raven says, 'At a time when the bulk of the automotive industry is suffering a loss in confidence, we're using the opportunity of a difficult climate to change the relationship with customers and show them that the company is reinventing itself.'
Implementation, Rebranding and Design:
• 85% of UK business leaders and managers believe that design will play an important role in generating a recovery for some, or all, brands
• 56% of marketing directors of blue chip companies believe that a downturn could be the best time strategically to rebrand
• 63% of business leaders agree that the act of launching a new brand identity in uncertain times signals a bold embracing of change
• 65% of business leaders believe that rebranding would help large corporate institutions get back on track
Source/ The Survey Shop, commissioned by Principle Group
Design Week
By Tom Banks
A majority of UK companies see a successful rebrand as a key way of weathering the recession, according to new research.
Implementation, Rebranding and Design, a report commissioned by branding consultancy the Principle Group, surveyed 250 marketing directors of blue chip companies and UK business owners, and found that the majority recognise the importance of rebranding in a downturn and acknowledge the role of design in assisting business recovery.
Levels of confidence varied across the survey, but itfound that 65 per cent of business leaders and managers believe rebranding will help large corporate institutions get back on track, and 85 per cent say design will play an important role in generating a recovery for some, or all, brands. A successful rebranding was seen by 64 per cent of UK business leaders as a route to gaining 'a competitive edge in a downturn'. Similarly, 63 per cent agreed that a new identity signified 'a bold embracing of change'.
Commenting on the research, Ron Cregan, business strategy director at consultancy Navyblue, says, 'Any brand with the appetite to develop its brand identity in a recession demonstrates a willingness to challenge the market and a commitment to its businesses, services and products.'
But he adds that many companies will 'restrain their brand and marketing spend', for fear of being seen to be 'spending while people are losing their jobs'.
There is a case, made by 76 per cent of business leaders, that designers themselves should be more effective in communicating the strength of design. Of these, 8 per cent reasoned that 'designers could understand marketplace and client requirements better'.
Cregan adds that, in a recession, 'validation is a necessity', and consultancies can promote the benefits of design using case studies, client testimonials, independent analysis and industry reports.
James Quayle, head of strategy at Lambie-Nairn, says that, for companies, 'doing nothing suggests apathy and self-interest', adding that 'a change of look and feel should be the signal of deeper and more fundamental change'.
Joel Biswas, senior strategy consultant at FutureBrand, says repositioning while retaining core values, rather than rebranding, is the answer for businesses.
He cites the examples of Tesco retaining its 'Every Little Helps' approach and the willingness of 'middle-class shoppers' to use budget supermarket Aldi, which has retained its 'value' strategy.
'Consumers want brands they can trust,' Biswas says. 'Rebranding can be self-defeating. It should be more about leveraging what people like about the brand.'
Citroën has chosen to take definitive action - last week it launched a new identity, designed by Landor Associates Paris and Citroën's in-house team, ahead of a complete repositioning that will see six new car models launched in the next three years.
Citroën communications director Mark Raven says, 'At a time when the bulk of the automotive industry is suffering a loss in confidence, we're using the opportunity of a difficult climate to change the relationship with customers and show them that the company is reinventing itself.'
Implementation, Rebranding and Design:
• 85% of UK business leaders and managers believe that design will play an important role in generating a recovery for some, or all, brands
• 56% of marketing directors of blue chip companies believe that a downturn could be the best time strategically to rebrand
• 63% of business leaders agree that the act of launching a new brand identity in uncertain times signals a bold embracing of change
• 65% of business leaders believe that rebranding would help large corporate institutions get back on track
Source/ The Survey Shop, commissioned by Principle Group
Brands: keeping them thriving in a downturn
There are many ways to ensure your brand flourishes in the downturn, says, Mark Stuart Head of Research at The Chartered Institute of Marketing
One of the most visible and psychologically important effects of the recession has been the disappearance from the High Street of a number of well-known, established, and - in the case of Woolworths - much-loved brands. Even a company with a venerable, established reputation is not immune to the unpredictable new business world we find ourselves in. So how can you ensure that your brand flourishes in the downturn and you avoid the fate of Zavvi, The Pier and the other big casualties of difficult times?
If even strong brands are vulnerable, should you look at cutting costs and reduce focus on intangibles like brand? In fact, holding your nerve and maintaining a vigorous marketing strategy is the best advice for hard times. Have a clear strategy; know what you stand for; know who your customers are, and communicate with them appropriately.
Brands on the run
In a recession the temptation can be to cut your prices, but this can damage the brand irreparably. A brand is a seal of quality, but it also gains the customer's trust by creating a sense of recognition. Brands help you differentiate: think about the way Stella Artois or Remy Martin distinguished themselves in overcrowded marketplaces by being positioned as luxurious brands. They create value, and that value is almost certainly recession-proof. Or consider the way that a relatively unbranded product like milk can suddenly increase in value when a company like Cravendale gives it a distinctive, attractive brand. The way for companies to survive is not to reduce prices and risk devaluing yourself.
You don't need a bottomless pot of money to start building a great brand
Brand-led companies like easyJet recognise that the brand is like the writing in a stick of rock: the brand underlies the ethos of the company, and that includes its people and values. Marks & Spencer and BT, for instance, are proving how important the concept of sustainability can be to a brand. Customers don't just want a good quality product, they want to know what the company's values are. Through its authentic and credible brand, M&S can convey its commitment to fair trading, the environment and transparent labelling in ways that create a huge emotional bond with customers.
Starting out
Contrary to popular belief, you don't need a bottomless pot of money to start building a great brand. The Body Shop turned necessity into virtue when it designed its simple, plain packaging. It was inexpensive, because the company was too small to afford fancy labelling, but that plainness became part of the brand ethos: pure and simple products that did not damage the environment. Virgin's logo was famously scribbled on the back of an envelope by a student. And if building a brand seems too much of a challenge, or irrelevant when you're starting out, then bear in mind that all the great brands started out as small companies. Less than a century ago, Tesco was a single market stall in the East End of London.
If you are concerned that your brand is nonetheless suffering in the recession, what about rebranding? A fresh look can help - but the risk is that you can defocus a strong brand by tinkering. And you can lose customers if you alienate them from a brand they liked. But done well - and supported with thorough research, rebranding can stimulate growth by attracting new customers to a company they might not previously have considered.
Rebranding can harmonise markets, as HSBC achieved when it wanted to bring Midland Bank in line with its global operations, a move Aviva is now doing with Norwich Union. The trick is to introduce the customer to the idea gradually, and try to keep some visual link between your old and new look. Rebranding can also help create a new market for your product, as Lucozade did when it rebranded from a health drink into an energy drink. It's worth remembering though that rebranding isn't just about designing a new logo - it's a major strategic move, and not one to be undertaken without careful consideration.
For more information visit www.cim.co.uk/home.aspx
One of the most visible and psychologically important effects of the recession has been the disappearance from the High Street of a number of well-known, established, and - in the case of Woolworths - much-loved brands. Even a company with a venerable, established reputation is not immune to the unpredictable new business world we find ourselves in. So how can you ensure that your brand flourishes in the downturn and you avoid the fate of Zavvi, The Pier and the other big casualties of difficult times?
If even strong brands are vulnerable, should you look at cutting costs and reduce focus on intangibles like brand? In fact, holding your nerve and maintaining a vigorous marketing strategy is the best advice for hard times. Have a clear strategy; know what you stand for; know who your customers are, and communicate with them appropriately.
Brands on the run
In a recession the temptation can be to cut your prices, but this can damage the brand irreparably. A brand is a seal of quality, but it also gains the customer's trust by creating a sense of recognition. Brands help you differentiate: think about the way Stella Artois or Remy Martin distinguished themselves in overcrowded marketplaces by being positioned as luxurious brands. They create value, and that value is almost certainly recession-proof. Or consider the way that a relatively unbranded product like milk can suddenly increase in value when a company like Cravendale gives it a distinctive, attractive brand. The way for companies to survive is not to reduce prices and risk devaluing yourself.
You don't need a bottomless pot of money to start building a great brand
Brand-led companies like easyJet recognise that the brand is like the writing in a stick of rock: the brand underlies the ethos of the company, and that includes its people and values. Marks & Spencer and BT, for instance, are proving how important the concept of sustainability can be to a brand. Customers don't just want a good quality product, they want to know what the company's values are. Through its authentic and credible brand, M&S can convey its commitment to fair trading, the environment and transparent labelling in ways that create a huge emotional bond with customers.
Starting out
Contrary to popular belief, you don't need a bottomless pot of money to start building a great brand. The Body Shop turned necessity into virtue when it designed its simple, plain packaging. It was inexpensive, because the company was too small to afford fancy labelling, but that plainness became part of the brand ethos: pure and simple products that did not damage the environment. Virgin's logo was famously scribbled on the back of an envelope by a student. And if building a brand seems too much of a challenge, or irrelevant when you're starting out, then bear in mind that all the great brands started out as small companies. Less than a century ago, Tesco was a single market stall in the East End of London.
If you are concerned that your brand is nonetheless suffering in the recession, what about rebranding? A fresh look can help - but the risk is that you can defocus a strong brand by tinkering. And you can lose customers if you alienate them from a brand they liked. But done well - and supported with thorough research, rebranding can stimulate growth by attracting new customers to a company they might not previously have considered.
Rebranding can harmonise markets, as HSBC achieved when it wanted to bring Midland Bank in line with its global operations, a move Aviva is now doing with Norwich Union. The trick is to introduce the customer to the idea gradually, and try to keep some visual link between your old and new look. Rebranding can also help create a new market for your product, as Lucozade did when it rebranded from a health drink into an energy drink. It's worth remembering though that rebranding isn't just about designing a new logo - it's a major strategic move, and not one to be undertaken without careful consideration.
For more information visit www.cim.co.uk/home.aspx
Design for Stationery
We can go on about the value of having your business stationery professionally designed and printed but found this article from Business Link which gives their opinion...
Design and print your business stationery
Develop your business image
The stationery you use says a lot about your business - it's an important part of building and projecting your image. High-quality stationery that displays an attention to detail will reflect well on your business. Cheap-looking stationery with no real design values will detract from your image and may even lose you customers.
Make sure that the business image you present is consistent. The different items of stationery you use should match each other, and your stationery should also match your signage, website and other marketing material.
You should think about the following factors when designing your stationery - each will make an impression on your customers and other contacts:
• specific typeface
• your logo and letterhead design
• a particular colour or palette of colours
• the text to be included - such as address, phone number, your business slogan and so on
• paper stock - heavier paper is more expensive but can project a high-quality image
Remember that choosing the right name for your business is also crucial to the impression you convey to customers and potential customers. For further information on business names, see our guide on how to choose the right name for your business.
Small businesses requiring low volumes of simple, text-only stationery may be able to design and print it in-house, particularly if they have a colour printer. But if you require a logo, and if image and design are important factors for customers in your sector, then it's worthwhile using a professional designer to create an image for your business and apply it across the stationery you use. The designer can also advise you on print options and sourcing an appropriate printer.
Business Link
Design and print your business stationery
Develop your business image
The stationery you use says a lot about your business - it's an important part of building and projecting your image. High-quality stationery that displays an attention to detail will reflect well on your business. Cheap-looking stationery with no real design values will detract from your image and may even lose you customers.
Make sure that the business image you present is consistent. The different items of stationery you use should match each other, and your stationery should also match your signage, website and other marketing material.
You should think about the following factors when designing your stationery - each will make an impression on your customers and other contacts:
• specific typeface
• your logo and letterhead design
• a particular colour or palette of colours
• the text to be included - such as address, phone number, your business slogan and so on
• paper stock - heavier paper is more expensive but can project a high-quality image
Remember that choosing the right name for your business is also crucial to the impression you convey to customers and potential customers. For further information on business names, see our guide on how to choose the right name for your business.
Small businesses requiring low volumes of simple, text-only stationery may be able to design and print it in-house, particularly if they have a colour printer. But if you require a logo, and if image and design are important factors for customers in your sector, then it's worthwhile using a professional designer to create an image for your business and apply it across the stationery you use. The designer can also advise you on print options and sourcing an appropriate printer.
Business Link
