The offer framework
Build fewer, stronger services.
The goal is to make the buying decision simple for clients while reducing custom quoting and scope confusion for the studio. A clear service ladder also makes it easier to price, market, delegate and measure each offer.
01FitServe the clients you actually want.
02ScopeMake boundaries obvious.
03MarginEvery service must earn.
04ClarityMake the buying decision simple.
Chapter 01
01 · Start with the clients you want
01Define the project types you want the studio to attract.
02Identify the minimum budget that makes a project commercially worthwhile.
03Decide which services are best suited to those clients.
04Remove services that attract the wrong type of enquiry.
05Use your ideal client to shape the menu instead of copying another studio.
06Build the service menu around the work you want more of.
Chapter 02
02 · Separate services by outcome
01Group services around what the client is actually buying.
02Use clear outcome-based names.
03Keep similar services together.
04Avoid listing every tiny task as a separate service.
05Make the difference between design, technical work and procurement obvious.
06Make each offer easy to explain in one sentence.
Chapter 03
03 · Build a clear entry service
01Create a paid consultation or focused advisory service.
02Keep the scope tightly defined.
03Use it for clients who are not ready for full service.
04Make the deliverables specific.
05Collect payment before the session where appropriate.
06Use it as a natural path into larger services without forcing an upsell.
Chapter 04
04 · Define your core service
01Identify the service that best represents the studio.
02Make it the easiest offer to understand.
03Include the work required to produce a strong project result.
04Remove unnecessary extras that damage margin.
05Define the normal client journey from start to finish.
06Price it as the commercial backbone of the studio.
Chapter 05
05 · Create a premium service
01Add higher-touch coordination, procurement or installation support.
02Increase convenience and certainty for the client.
03Bundle services that reduce client involvement.
04Protect the extra management time in the fee.
05Make the premium offer materially different from the core offer.
06Use it for clients who value complete support.
Chapter 06
06 · Decide what should be an add-on
01Identify services that are valuable but not needed on every project.
02Keep extra site visits outside the standard allowance.
03Separate styling where appropriate.
04Separate procurement where appropriate.
05Separate additional rooms or phases.
06Price each add-on before work begins.
Chapter 07
07 · Remove low-margin services
01Track time spent on each service.
02Compare revenue to delivery cost.
03Identify offers with too much admin.
04Identify offers with high revision risk.
05Remove services that repeatedly attract poor-fit clients.
06Reprice or restructure offers that are strategically useful but underperforming.
Chapter 08
08 · Protect scope
01Write clear inclusions.
02Write clear exclusions.
03Define revision rounds.
04Define project area or room count.
05Define meeting and site-visit allowances.
06State what triggers an additional fee.
07Record scope changes in writing.
Chapter 09
09 · Build around project phases
01Brief + survey.
02Concept design.
03Design development.
04Technical design.
05FF&E + specifications.
06Procurement.
07Installation / styling.
08Closeout / handover.
Chapter 10
10 · Price each service from the inside out
01Estimate delivery hours.
02Include non-billable admin.
03Include freelancer or employee cost.
04Include software and overhead allocation.
05Add project contingency.
06Add target profit.
07Check the final fee against your market positioning.
Chapter 11
11 · Use minimum fees
01Create a minimum consultation fee.
02Create a minimum full-service project fee.
03Create a minimum procurement fee where appropriate.
04Protect small projects from consuming full-project admin time.
05Raise minimums when demand consistently exceeds capacity.
06State minimums clearly enough to qualify leads.
Chapter 12
12 · Make the menu easy to compare
01Keep the number of primary offers limited.
02Show the main difference between each offer.
03Use consistent language across the menu.
04Keep inclusions scannable.
05Do not overwhelm clients with every internal task.
06Make the recommended or core service obvious.
Chapter 13
13 · Create profitable package boundaries
01Do not include unlimited revisions.
02Do not include unlimited meetings.
03Do not include unlimited sourcing.
04Do not include unlimited site visits.
05Do not quietly absorb consultant work.
06Do not promise contractor management unless the fee supports it.
Chapter 14
14 · Decide where procurement sits
01Keep procurement optional if not every client needs it.
02Bundle procurement into premium service if that is your model.
03Define whether pricing uses a fee, markup or hybrid.
04Explain what the procurement service actually includes.
05Protect time spent on orders, tracking and supplier communication.
06Keep procurement revenue visible separately.
Chapter 15
15 · Build a virtual / remote offer carefully
01Define what the client must measure or provide.
02Limit revisions.
03Clarify what technical information is excluded.
04Keep sourcing boundaries clear.
05Use repeatable deliverables.
06Price the offer for the real communication time required.
Chapter 16
16 · Create a consultation ladder
01Short consultation for a focused problem.
02Extended consultation for deeper advice.
03Paid project audit or design review.
04Concept-only package.
05Full design service.
06Full-service design + procurement.
Chapter 17
17 · Keep the menu aligned with capacity
01Do not sell more services than the studio can deliver well.
02Know which services consume senior designer time.
03Know which services can be delegated.
04Limit offers that create bottlenecks.
05Use capacity to decide when to pause a service.
06Review the menu before hiring around demand.
Chapter 18
18 · Make the menu sell itself
01Use clear service names.
02Explain who each service is for.
03Explain what problem it solves.
04Show the main deliverables.
05Use proof or examples where useful.
06Make the next step obvious.
07Keep the language client-facing rather than process-heavy.
Chapter 19
19 · Track service profitability
01Revenue by service.
02Gross profit by service.
03Average delivery hours.
04Revision hours.
05Average project value.
06Close rate by service.
07Lead source by service.
08Client satisfaction / repeat work.
Chapter 20
20 · Review the menu every quarter
01Remove offers that are not selling.
02Reprice offers that are too time-intensive.
03Add services clients repeatedly request.
04Combine overlapping services.
05Raise minimums where demand supports it.
06Review the core offer first.
07Update website and proposals so the menu stays consistent.
A simple three-level model
Keep the menu easy to understand.
Entry serviceConsultation
A tightly defined paid service for focused advice, early-stage guidance or clients who are not ready for a full project.
Core serviceFull design
Your main interior design offer, structured around the process and deliverables needed to create a complete project.
Premium serviceFull service + procurement
Expanded support for clients who want sourcing, ordering, coordination and installation handled with less involvement on their side.
Quarterly service review
Four questions to ask.
DemandDoes it sell?Are qualified clients choosing it?
MarginDoes it pay?Is it profitable after delivery cost?
CapacityCan we deliver?Does the team have room for it?
FitDo we want more?Does it attract the right work?