Interior Design And Retail Client JARO EDUCATON

ANNEXURE-1

INTERIOR DESIGN AND RETAIL CLIENTS

PROJECT REPORT

Submitted in partial fulfillment of the requirements for the award of the

INTERNATIONAL EXECUTIVE MBA IN PROJECT MANAGEMENT

By

UVARAJ . S

ULSU/MBA/I/JUL13/16477

Under the guidance

Of

Prof. Deepak Ghanacharya

(JARO EDUCATION MUMBAI/ JULY 2013 BATCH)

To

JARO EDUCATION MUMBAI

"January 2013

ANNEXURE-1

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Interior Design And Retail Client JARO EDUCATON

DECLARATION

I, [Link].S, hereby declare that this project report titled " Interior Design

And Retail Clients " submitted in partial fulfillment of the requirement for the

International or Executive MBA in Project Management is my original work and it has

not formed the basis for the award of any other degree.

(Uvaraj.S)

Place: Bangalore, India

Date: 15- Feb -2015

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Interior Design And Retail Client JARO EDUCATON

ACKNOWLEDGEMENT

I feel fortunate to get the support numbers of sources and people in making this project

a success.

I take this golden opportunity to express my profound gratitude and thank to my

colleaques at Restore and consultants, helped me to do course and my ideas into this

project.

I would also like to thank Mam. Lisa, and Colleaques Sumanth Kamath, for there

given supports, to making the project management course and projects reports.

I wood like to thank my project guide form JARO EDUCATON, Prof. Deepak

Ghanacharya for his valuable inputs in the class helped to preparation of this project.

Report.

(Uvaraj.S)

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Interior Design And Retail Client JARO EDUCATON

INDEX

[Link] PARTICULARS PAGE NO.

01 INTRODUCTION 05

02 INDUSTRY PROFILE 06

03 COMPANY PROFILE 10

04 NEED FOR STUDY 14

05 LITERATURE STUDY 16

06 OBJECTIVE OF STUDY 32

07 RESERCH METHODOLOGY 35

08 ANALYSIS 40

09 CONCLUSION 49

10 REVOMMENDATIONS 56

11 REFERENCES/ BIBLIOGRAPHY 58

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Interior Design And Retail Client JARO EDUCATON

INTRODUCTION

INTERIOR DESIGN

. Interior design is the art or process of designing the interior, often including the

exterior, of a room or building. An interior designer is someone who coordinates and

manages such projects. Interior design is a multifaceted profession that includes

conceptual development, communicating with the stakeholders of a project and the

management and execution of the design.

Interior design is the process of shaping the experience of interior space, through the

manipulation of spatial volume as well as surface treatment.

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Interior Design And Retail Client JARO EDUCATON

INDUSTRY PROFILE

INTERIOR

In the past, interiors were put together instinctively as a part of the process of

building. The profession of interior design has been a consequence of the development

of society and the complex architecture that has resulted from the development of

industrial processes. The pursuit of effective use of space, user well-being and

functional design has contributed to the development of the contemporary interior

design profession. The profession of interior design is separate and distinct from the

role of Interior Decorator, a term commonly used in the US. The term is less common in

the UK where the profession of interior design is still unregulated and therefore, strictly

speaking, not yet officially a profession.

In ancient India, architects used to work as interior designers. This can be seen from the

references of Vishwakarma the architect - one of the gods in Indian mythology.

Additionally, the sculptures depicting ancient texts and events are seen in palaces built

in 17th century India.

Throughout the 17th and 18th century, and into the early 19th Century, interior

decoration was the concern of the homemaker or, an employed upholsterer or

craftsman who would advise on the artistic style for an interior space. Architects would

also employ craftsmen or artisans to complete interior design for their buildings.

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Interior Design And Retail Client JARO EDUCATON

In the mid- to late-19th century, interior design services expanded greatly, as the middle

class in industrial countries grew in size and prosperity and began to desire the

domestic trappings of wealth to cement their new status. Large furniture firms began to

branch out into general interior design and management, offering full house furnishings

in a variety of styles. This business model flourished from the mid-century to 1914,

when this role was increasingly usurped by independent, often amateur, designers. This

paved the way for the emergence of the professional interior design in the mid-20th

century.

By the turn of the 20th century, amateur advisors and publications were increasingly

challenging the monopoly that the large retail companies had on interior design.

English feminist author Mary Haweis wrote a series of widely read essays in the 1880s

in which she derided the eagerness with which aspiring middle-class people furnished

their houses according to the rigid models offered to them by the retailers.[10] She

advocated the individual adoption of a particular style, tailor made to the individual

needs and preferences of the customer:

The interior design profession became more established after World War II. From the

1950s onwards spending on the home increased. Interior design courses were

established, requiring the publication of textbooks and reference sources. Historical

accounts of interior designers and firms distinct from the decorative arts specialists were

made available. Organisations to regulate education, qualifications, standards and

practices, etc. were established for the profession.[18]

Interior design was previously seen as playing a secondary role to architecture.

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It also has many connections to other design disciplines, involving the work

of architects,industrial designers, engineers, builders, craftsmen, etc.

An interior design in order to develop technical knowledge specific to that area. Types of

interior design include residential design, commercial design, hospitality design,

healthcare design, universal design, exhibition design, furniture design and spatial

branding. The profession of interior design is relatively new, constantly evolving, and

often confusing to the public. It is a creative profession that is consistently changing and

evolving. It is not an artistic pursuit and relies on research from many fields to provide a

well-trained understanding of how people are influenced by their environments.

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Interior Design And Retail Client JARO EDUCATON

Interior design industry encompasses a wide range of sub specialties.

Retail: includes malls and shopping centers, department stores, specialty stores,

visual merchandising and showrooms.

Visual and Spatial Branding: The use of space as a medium to express a corporate

brand.

Corporate: office design for any kind of business such as banks.

Healthcare: the design of hospitals, assisted living facilities, medical offices, dentist

offices, psychiatric facilities, laboratories, medical specialist facilities.

Hospitality and Recreation: includes hotels, motels, resorts, cruise ships, cafes,

bars, casinos, nightclubs, theaters, music and concert halls, opera houses, sports

venues, restaurants, gyms, health clubs and spas, etc.

Institutional: government offices, financial institutions (banks and credit unions),

schools and universities, religious facilities, etc.

Industrial facilities: manufacturing and training facilities as well as import and export

facilities.

Exhibition: includes museums, gallery, exhibition hall, specially the design for

showroom and exhibition gallery.

Traffic building: includes bus station, subway station, airports, pier, etc.

Sports: includes gyms, stadiums, swimming rooms, basketball hall, etc.

Teaching in a private institute that offer classes of Interior Design

Self-employment

Employment in private sector firms

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Interior Design And Retail Client JARO EDUCATON

COMPANY PROFILE

INTERIOR COMFORT

Empathy, Trust, Empowerment, Challenge, Team and Improve. These are our core

values, they are part of this interior team. They are not just words to us, they are the

way we do business and how we want people to do business with us.

Within the office

We given the opportunity to work flexible hours, This provides the team with experience

in a real working environment, Our mentoring programme also ensures skill matched

professionals are at hand to share their knowledge and impart guidance to the younger

staff within the office.

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Interior Design And Retail Client JARO EDUCATON

Within the community

We are volunteers resources for a number of master planning exercises for community

groups and schools. This Preliminary work is often vital for funding applications for

these groups. Being blessed with the virtues and opportunities afforded to us by this

country, we feel it is important to give back anyway we can

Sustainability

we are committed to environmental and social values and are active members of

various sustainable councils. While there is a lot of buzz around the subject of

sustainability, when well applied it not only makes good business sense but actually

produces healthier environments for users.

We makes it part of their responsibility as architects and interior designers to instil

environmentally sustainable design principles and policies to all projects we produce

and play a role in. An open dialogue between the design team and client to discuss

sustainability and recycling options, capital outlay and benefits (payback, environmental

impact, etc) is the most productive way to consider sustainable strategies and what to

adopt in order to get the best outcome for all concerned.

Our Vision

The vision of our nationally experienced Team is built upon the conviction that good

design is delivered by professionals that have an intrinsic understanding of the cultural,

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social and commercial needs of our clients, the end-users and the communities for

which we are designing.

Our Mission

mission is to provide vivid world-class design solutions to our clients. Our Team brings

together local understanding and national experience through Thought Leadership,

creative excellence and design vision to consistently deliver projects that are both

inspiring for the end user and that add value through cultural understanding, commercial

understanding, cost effectiveness and sustainability for our clients

Our Team

Our collaborative approach and ability to change and adapt to project diversities

ensures we create great outcomes for our clients. Versatility is mirrored in the people

who design these environments. Our team is made up of an eclectic and talented group

of highly skilled individuals. Together, we apply these skills to realise meaningful

outcomes that are vivid and versatile.

We seek to move beyond a simplistic transfer of brand into design and building; instead

we work together with our clients to extract the essence of their brand into spaces that

are a functional, engaging and effective expressions of their corporate identity and

values.

Commercial and Corporate environments that are intelligent and flexible workspaces

can add real value, the design of these environments require a balanced and

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considered approach if they are going to energise a business by promoting its unique

corporate identity, encouraging team interaction and instilling a sense of pride in the

business

We recognise that as businesses and brands become more sophisticated, companies

are increasingly choosing to treat their office environments as a logical and seamless

extension of their brand and its values. Understanding and reflecting this diversity,

through architectural and interior design is therefore essential for ensuring that these

spaces deliver a businesses aspirations. We respond to the needs of clients,

developers and building users, creating cost-effective solutions that make the spaces

leasable, saleable and ultimately attractive.

INTERIOR COMFORT

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NEEDS FOR STUDY

INTERIOR TEAM & CLIENT

we understands that to achieve a successful interiors project our work must be more

than a skillful arrangement of internal building components. We balance programming

and budgetary needs with those of function and aesthetics.

By listening to our clients and guiding them through the design process we are able to

produce designs that are a best fit to their requirements. We can assist you with

Facility planning

Space planning

Spatial modeling

Interior architectural finishes selection

Concept and 3D design work

Cabinetry work design

Furnishings and artwork selections & procurement

Contract documentation

Project & consultant co-ordination

Projects procurement & rollout strategies advice

Building or corporate tenancy design guidelines and reviews

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our professionals spend more time indoors at their workplace, the places of

entertainment or shopping and their home. In todays competitive and stressful lifestyle

a cheerful, comfortable, soothing interiors and modern design concepts are more

meaningful than ever.

The creation of innovative and productive interior space designs is at the core of our

interior design practice.

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Interior Design And Retail Client JARO EDUCATON

LITERATURE SURVEY

DESIGN PHASE

Retail Store Surveys

Capturing and recording accurate information about your store, the layout, its fixtures

and fittings.

Our experienced survey team will tailor the contents of your retail survey to your project

requirements, the desired outcome and your budget. Working throughout the clients

stores, we will obtain the information you need for any scale of project, whether at a

single location or a multitude of sites.

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Our retail store surveys typically break into four different categories which are explained

below:

1. Architectural retail survey

A detailed architectural retail survey is normally commissioned when a client has

recently purchased a site, or is intending to extensively extend, or alter a site

they already own. For this purpose a detailed retail survey is required. From this

information the architect will prepare design concepts and working drawings

which specify the building work required.

2. Audit survey for retail

An audit survey will be commissioned when a client is not totally confident in the

accuracy of the existing retail plans that they hold. In this situation an audit retail

survey is used to check the accuracy of pre-existing plans and bring them up to

date.

3. Equipment and space survey for retail

A retail space survey is normally required when a client is seeking to update

the equipment, fixtures and commodity information on existing accurate floor

plans.

4. Retail project rollout survey

As the name suggests, when a retailer wants to roll out an internal or external

change across their store portfolio they will commission a Project

Rollout Survey. In this situation a survey is undertaken of a specific area of the

store and a site specific proposal for each store is produced.

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It is important from both a value for money and quality perspective to be clear when

commissioning a survey, what level of detail, accuracy and information is required.

we understand this and can quickly work with a client to identify the balancing

point between cost and quality. We will create a customer or project specific

specification which works and delivers the maximum benefits for the best value for

money.

Retail Project Rollouts

When it comes to project rollouts within the retail arena, our Retail Planners provide a

valuable resource in researching and identifying opportunities that meet your criteria

and are worthy of further consideration.

In some cases the physical space in certain stores will need to be confirmed and our

in-house surveyors can provide the required retail survey.

Having identified the opportunity we will report back to the store planning department

with a list of stores that potentially meet your brief. Our experienced planners will

develop practical solutions for you

On receipt of the approved list of participating stores, our experienced retail space

planners will work to implement the ideal concept within the physical constraints of each

individual store. With strong cross industry experience our space planners bring

knowledge and fresh ideas to the drawing board, which means they can make informed

decisions.

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Our space planners will then complete the 2D floor plans and supply the existing and

proposed CAD drawing to the retailer, with the changes clearly highlighted. This means

the client can approve the plans efficiently and they can then be distributed to the store

merchandising teams for immediate implementation.

Dedicated project leader on every project

Every Project Rollout will be appointed a project leader who manages the scheme from

beginning to end. They will work closely with you to clarify the detail of the brief, identify

the relevant stores and then oversee the implementation drawings for each selected

store.

Our Project Leader will ensure that in store landings can take place with minimal

disruption to customers and colleagues.

With past retail experience we provides best practice store planning intelligence

alongside a valuable and flexible external resource.

Our Retail Services have been developed from in-depth experience gained across

many retail sectors including food, non-food, DIY, clothing and jewellery in addition to

working directly with some of the leading retail names.

We offer a fully integrated store planning service for our retail customers. We have in-

house surveyors, experienced store planners, a 3D visualising studio and software

development team and associated turnkey service of retail and reporting, using creative

team.

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Whether used for ad-hoc schemes or as a reliable on-going resource, our teams

considerable experience means your retail projects are in safe hands. Our retail space

planning delivers a practical solution, underpinned by knowledge which enables us to

deliver improvements in footfall, customer flow and sales, while minimising

implementation costs.

We utilise the latest technology to support, report and maintain your retail planning

projects including specialist software that is tailored to the individual needs of our

customers.

Retail Space Planning

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If you are refurbishing or extending an existing store, developing an initial shop design

or defining a new store format, an experienced Retail Space Planning team can provide

a very valuable resource.

Whether you want regular or occasional support to handle the fluctuating workflow, you

need a flexible and knowledgeable team of store planners that can make your retail

space work harder for you..

We work closely with our customers (major retail chains, small independents and start-

up companies) to understand how you work and provide the resource that you need.

Our services include macro space planning for range reviews and project rollouts, block

layouts and commodity and merchandise planning

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DEVELOPMENT PHASE

Retail Range Reviews

Seasonal and periodic retail range reviews are essential tools within the merchandisers

portfolio to rebalance space, improve the customer experience and maximise store

sales.

However it is a huge task to get all the pieces of the Range Review puzzle to fit, and

this is where the experienced our Retail Space Planning team has developed as a very

valuable resource offering retailers a comprehensive solution

Developing Your Project Brief

We will work with you to develop your brief to ensure your objectives are clearly defined

and understood. Whether you want to:

Implement an annual or seasonal range review

Gain or maximise shelf capacity for a product or commodity,

or analyse flow and commodity range sizes

Once the brief is defined the our team will take your space matrix and general planning

rules, together with your existing floor plans and work out how to plan the changes

within the physical constraints of each individual store. Our experienced planners will

minimise in store disruption

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Our teams are trained to understand the knock-on effects in store, of making changes

on-plan. They therefore work hard to ensure any changes can be made with minimal

disruption in store for customers and staff. Through this complete understanding we can

focus on delivering profitable design solutions.

To manage the whole process we appoint a dedicated project leader to be your single

point of contact, who will work with you throughout your project.

At the end of the project our team will provide an the existing and proposed floor plan

CAD drawing, with the changes clearly highlighted. This means you can approve the

plans efficiently and they can then be distributed to the store merchandising teams for

immediate implementation.

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Tailored To Your Individual Job Requirements

We offer benefits for many job roles within the Store Planning team:

Store Planning Manager an information hub that gives you the ability to view,

analyse and report on space and equipment across your store estate.

Store Planner gives you a productive and intuitive integrated planning

environment. Using a traffic light system it will help you make the right planning

decisions and avoid common mistakes using the fewest number of clicks.

Field-based Staff get access to the latest plans or proposals via the online

portal wherever you are. Appropriate user rights can be allocated so that head

office can review the entire state while store managers have access limited to

their own store.

Buyers and Trading Teams get useful insight into space and category

performance for negotiating with suppliers.

Fixtures and Equipment Managers can run detailed equipment take-offs,

based on the finalised store plans. Practical information can be extracted for

procurement and delivery to new and refurbished stores.

Information Systems Managers built on industry standard architecture and

development environments, each Store is developed using professional Agile

methods. Working in collaboration with you, we can integrate Store info and data

structures and adapt it to your current methods of working.

Property Director in addition to managing the space within the store, we can

provide a hub for other property related data relevant to your business etc..

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Interior Construction Project Management(ICPM)

Interiors team has the capability to provide technical staff, proven project management

systems and procedures and technical services required for your projects. We have

experienced personnel to meet the Project Management, Construction Management,

Civil, Structural, Architectural, Mechanical, Piping, Electrical & Instrumentation needs of

the project.

We have developed a task force of dedicated and committed personnel who are skilled

to monitor and implement the design instructions with utmost precision and facilitate our

clients. Our task force confirm to nothing less than the high standards of construction

within minimum time.

Our Project Management & Construction Business line is focused on providing

outsource solutions and team integration for your Project Management & Construction

needs on the following areas;

Strategic Project Management

Feasibility Studies

Procurement Strategy and Scope development

Tender Submission Strategies and input

Design Management on behalf of the client

Design Management on behalf of the contractor

Value Engineering of Design

Methodology, Constructability and Risk Reviews

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Interior Construction Execution Plan development and review

Interior Construction Management

I MPLEMENTATION PHASE

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Working drawings

Designs can drift away from the concept and the brief during construction so

implementing the design requires good management and designer involvement.

If the design team has been asked to take the project beyond concept or detailed

design the next stage of the design process will be the production of working drawings

and shop drawings, sometimes known as rods.

Working drawings will normally be plans, elevations and sections at a scale of 1:50

together with associated details drawn at an appropriate scale. These will be sufficient

for a contractor to tender from but not detailed enough for shopfitters and other

specialists involved in the manufacturing side.

Shop drawings/rods

Contractors and shopfitters normally produce their own shop drawings which set out

exactly how each part of a fit-out is to be made. Each contractor will have specialised

plant, machinery and ways of working and can therefore produce shop drawings

specifying production methods which make best use of their particular resources

and keep production costs down. It is, however, essential that the designers monitor

and sign-off the rods to ensure that the integrity of the design is maintained.

Pilot site fit-out and review

In the case of a one-off project or a roll-out without a pilot, the designer must be extra

vigilant towards quality control. Thus it is important for you to react speedily to any

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concerns expressed by the designer so that problems are prevented before they

become too expensive or impossible to modify.

When a design is likely to be rolled out across many branches or locations it is wise to

fit-out a pilot site first. Choose a site that provides a good test of build ability/usability

and trading performance.

Dont expect everything in a pilot site to be perfect. The purpose of the pilot is for you

and the designer to learn and incorporate that learning in the construction operation and

design of future locations. Thus the review should be structured and comprehensive. It

should include quantitative and qualitative assessments of the designs performance

and should embrace both staff and, if serving the public, customers.

Finishes should be appropriate and durable, circulation and signage should work

efficiently, lighting should be effective, and the whole thing should work. If everyone

has done their job well the learning should be in the details.

Tender And Contracts Management

Tendering

If the designers are expected to produce the tender package, including

recommendations on tenderers and contractors, it should be stated either in the original

brief or a supplementary brief together with details of associated fees.

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The working drawings form the basis on which the contractors can tender or negotiate

for the various elements of the construction and fit-out contract. There are a number of

ways to approach this process. One is to choose your preferred contractor or

contractors and negotiate a contract that fits your budget.

Alternatively, the drawing package can be circulated to a number of contractors who

each submit competitive tenders. It is not unusual for design consultancies to produce

the whole tender package, suggest tenderers and help select the winning contractors.

This can be particularly useful if you are not experienced in these areas

Contracts Management

Our Tender Contract management team provides the services in the phase of the

procurement cycle in which a contractor delivers the required goods, services or works

in accordance with a Departments specification and Terms and Conditions of Contract.

The Departments and contractors approach to managing their relationship is critically

important to ensuring successful contract delivery and best value for money for the

client

We prepare the Tender Documents (Specifications, Bill of Quantities and Method of

Measurements) and tender the project. By evaluating the Tender prices and providing

the Tender Analysis report, we support the clients effort to select the most qualified

contractor with the most reasonable price to construct the project. Thereafter, we

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prepare the contracts between client and contractors as per project requirements and

scope based on international standards form of contracts.

We offer the following services:

1. Cost Control & Planning

2. Pre/Post Contract Quantity Surveying

3. Value Engineering

4. BOQs

5. Contract Documentation

6. Risk Management

7. Establishing the pre-qualification, qualification and tendering procedures

8. Packaging the tenders to have cost optimization

9. Tenders Evaluation

10. Negotiation with supplier and contracts

11. Post contracts services

12. Defects Liability Supervision Services

Hand over

In architectural projects the signing-off of completed work is a formalised process with

built-in safeguards for the client. Interior design projects can sometimes be a little less

tightly controlled, particularly if they are small. Nonetheless, it is worth insisting on

procedures that require explicit approvals before contractors are paid and the

project deemed complete.

Ideally the designer should issue interim and final payment certificates as the work

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progresses. These are signed by the designer and a QS and certify that a certain

quantum of work has been completed and should be paid for. When the job is complete

a completion certificate is issued. In most projects you will retain a standard percentage

of the contract value for six months pending completion of defects listed on the

snagging list. These should be relatively minor things, since major defects should be

rectified before the completion certificate is issued. This sort of documentation will be

part of the standard working practice of most good consultancies: ask potential

consultants to explain their documentation of jobs when they are pitching for work. It will

tell you a lot about their professionalism.

Project review

When the excitement has subsided and the new offices occupied/shop

trading/restaurant

open or whatever, carry out a post-project review. This should answer three key

questions:

How well is the design performing, quantitatively and qualitatively?

How well was the consultant-client relationship managed?

How efficient was the design process on both the client and consultants sides?

The results of this can be fed back into subsequent design projects.

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OBJECTICVE OF STUDY

A Retailer Business Case helps to determine whether or not a project justifies an

organizations investment into a project. The Business Case defines the problem and its

impact and performs a Cost Benefit Analysis for the proposed solution. It also looks at

possible alternative solutions. Often overlooked, the Business Case also checks to see

that the project aligns with the organizations strategic plans.

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Feasibility Study

A good Feasibility Study helps to objectively decide whether to proceed with a proposed

project. A Feasibility Study should have broad considerations when considering whether

to undertake a new project. It should consider things such as technological limitations,

the marketplace, your marketing strategy, staffing requirements, schedule and financial

projections.

Project Charter (Multi Page Version)

Some organizations prefer a detailed Project Charter. This Project Charter Template is

a longer version of our Project Charter Template.

Project Charter (Single Page Version)

The Project Charter formally authorize a project, it states the scope of the project, gives

the Project Manager authority over the project, provides summary milestones, states the

project budget and identifies funding sources.

Project Statement of Work

A Project Statement of Work should identify the Business Need, document the Product

Scope and show that the project is aligned with the organization's Strategic Plan. The

PMBOK identifies the Statement of Work as a narrative description of the products or

services to be delivered by a project. The Project Statement of Work references the

Business Need, Product Scope Definition and Strategic Plan and is used as an input to

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EDUCATON

the Project Charter following samples images

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RESEARCH METHODOLOGY

DATA SOURCES

There are two types fo data:

1) Primary or Field data

2) Secondary or Desk data

PRIMARY DATA:-

The data is original in nature and it is collected at first time for a specific purpose is

called as Primary Data. This has been collected by preparing Questionnaries. & past

interior project experience.

SECONDARY DATA:-

Secondary data means data that are already available i.e., they refer to the data which

have already been collected and analysed by someone else. When the researcher

utilises Secondary data, then he has to look into various sources from where he can

obtain them. In this case he is certainly not confronted with the problems that are

usually associated with the collection of original data. Secondary data may either be

published or unpublished data.

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Usually published data are available in:

1) Various publications of the central, state are local governments;

2) Various publications of foreign governments or of international bodies and their

subsidiary organisation;

3) Technical and trade journals:

4) Books, magazines and newspapers;

5) Reports and publications of various associations connected with business and

industry, banks, stock exchanges, etc.

6) Reports prepared by research scholars, universities, economists etc. In different

fields; and

7) Public records and statistics, historical documents, and other sources of

published information. The sources of unpublished data are many; they may be

found in diaries, letters, unpublished biographies and auto biographies and may

be available with scholars and research workers, trade associations, labour

bureaus and other public private individuals and organizations. Secondary Data

was collected from Books and the Internet websites mentioned below in

bibliography and references.

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TREND RESEARCH

However, designing an immersive experience should not trump the pure utility and

ease of use of the website or application. For example, the CVS iPad app includes a

virtual shop where users can browse for products. Unfortunately, most users prefer

browsing and shopping experiences to follow best practices used on most ecommerce

websites and apps, such as a standard navigation bar and a search box to locate

products.

It is increasingly common for research exercises to be built into interior design

programmes.

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Research can be undertaken:

at the outset to inform the design brief at a later stage

to test the design proposals

or later still, to research reactions to a pilot site.

Typical research methods include:

market research into consumer trends and preferences

location analysis

visual audits

competitor analysis

and functional efficiency analysis.

Where research is to be undertaken, build it into the project programme with sufficient

time allowed for conducting the research, collating the findings, and feeding the

conclusions back to the designers. Designers should be involved in the process, so

allow for the cost of their participation in the budget

Finalising the brief

This may be as simple as a memo summarising the brief review and confirming that the

original proposal accurately captured the brief. Or it may involve a substantial rewrite if

research and discussion have thrown up new thinking that needs to be incorporated.

Either way, the brief agreed at this point provides the benchmark against which the

designers later work must be assessed. It is therefore vital that you and your designers

agree on the objectives, constraints and scope of work involved.

Once the brief has been finalised, any subsequent changes are likely to result in

abortive work and probably additional fees

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Stakeholder Management Strategy

The stakeholder management strategy identifies and documents the approach to take in

order to increase support and decrease negative impacts of stakeholders throughout

the life of the project. It should identify the key stakeholders along with the level of

power and influence they have on the project. Then the Stakeholder Management

Strategy should document the strategies which will be used to manage the stakeholders

according to their power and interest in the project.

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ANALYSIS

COST & SERVICE

How will I sell my products or services?

Many home-based entrepreneurs get so engrossed in developing their ideas that they

forget to determine how they are going to sell their products or services and what it will

cost them to make those sales. Typical is the person who pulls thousands of dollars out

of savings to buy the equipment necessary to run a business, then discovers that

newspaper ads cost more than he thought and that he doesn't have enough money left

to run ads long enough to have them do any good. The time to make such discoveries

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is before you sink thousands of dollars into setting up you operation, not afterwards.

What will all of my expenses be?

One of the biggest mistakes made by people who start homebased and other very small

business is not calculating all of their costs. Production and advertising expenses are

only part of the costs you will incur. Even if you work from home you will still have to

buy supplies, (for instance, just printing out or photocopying a single page of text can

cost you anywhere from about 2 to 5 cents depending on the cost of ink and the type of

paper you are using). You will also pay for business cards, letterhead and envelopes,

equipment, repairs, gas if you travel to your customers, professional fees, taxes,

insurance, etc.

At what point will I make a profit?

The point of being in business is to make a profit. You need to know the how many

sales you need to make at what price to make the kind of profit you want or need from

the business. You also need to determine how long it might take you to reach that level

of profit so you can determine if you have enough money to live on and support the

business until it does become profitable.

What is non-billable time?

Non-billable time is the time you spend doing work you can't charge your customers for.

Typically such work involves writing proposals, making business contacts, answering

customer questions, doing your own filing, typing and bookkeeping, learning to use new

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computer programs, etc.

Why do you consider non-billable time an expense?

In a service business, earnings are tied to the number of hours devoted to income-

producing work. In some small service businesses one-third or more of the total working

hours each week may be spent doing work that can't be billed to any client.. In fact, it's

not unusual for the owner of a one-person business to work from early in the morning

until late at night without directly producing a cent of income.

Under such circumstances, time is a commodity with a significant value. For instance,

assume you work a total of 40 hours a week in your service business and on an

average you make about $25 an hour on time spent on client work. If you spend 10

hours a week doing non-billable jobs, you have only 30 hours a week left for paid client

work. Thus you are losing $250 a week in sales (the 10 non-billable hours times $25 an

hour.) If you normally charge $50 an hour for your time, those 10 hours of non-billable

time will cost you a whopping $500 each week.

How do you factor the cost of non-billable time into your fees?

Calculate what your expenses will be for a month. This figure should include a salary for

yourself, plus all expenses including loan payments if any for the business, allowances

for equipment upgrades and repairs, etc. Add in an amount for profit. (Your own salary

is not profit. Profit is what the business makes over and above your salary and all other

expenses.)

Multiply this figure by 12 to determine what the gross yearly income of the business

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should be (what you need to make each year). Then divide the gross yearly income

by 48 weeks to determine the amount of money the business will need to make in per

week. The reason for using 48 weeks instead of 52 is to allow for vacation time,

holidays, sick days, etc. (Even self-employed people get sick, need a vacation,

celebrate holidays, etc.!)

Once you determine the amount of money you need to earn per week, divide that

amount by your billable hours. For instance if you plan to work 40 hours a week, but will

spend 10 of them on your own accounting chores or other nonbillable work, divide the

weekly gross income needs by 30 to get the hourly fee you should charge.

For example, if you determine you need to bring in $5,000 per month to cover your

salary and other business expenses, here's how you would calculate hourly fees:

$5,000 (monthly income) x 12 (months) = $60,000.00 (gross yearly income)

$60,000 (gross yearly income) / 48 weeks $1250.00 (per week)

$1250 (per week) / 30 (hours) = $ 41.66 (per hour)

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ANALYSIS

CLINT AND MARKETING

Thirteen Ways to Find Clint

What's the hardest thing about starting a business? For many new business owners, the

answer is finding clients or getting customers. This is particularly true if your marketing

budget is limited. If you're having trouble finding clients, consider using some these

time-tested strategies.

Image source: [Link]

As many new business owners quickly discover, the most difficult part of starting a

business is finding customers.

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Having a great product or service that you are sure many people will need isn't good

enough. Customers won't find you or your web site just because you have started

selling a product or service. Indeed, most business owners have to go on regular and

frequent fishing trips to find customers and keep new business coming in their doors.

But how do you do that? Here are several suggestions to get you started.

1. Develop a plan. Consider who would make the ideal customer. If you sell to

businesses, consider what department is most likely to buy your products or services,

and what individual (what level of responsibility) would be the one to determine the

specific purchase requirements. (Make some calls if you don't know!) Then consider

how that individual would normally find products or services like yours. What circles do

they travel in? Who are they likely to listen to or where do they look when they want to

buy a product or service. Find a way to put your information, or yourself, in their path.

2. Realize there is no one path to success.

Sales often happen because prospective customers hear about your products and

services in several different ways and from several different sources. The more often

they hear about you, the more likely they are to consider what you have to offer when

they are ready to buy.

3. Work your local newspapers.

Daily and weekly newspapers are an incredible source of contact information and leads

to potential customers. Watch for names of people who have been promoted, who have

won awards, who have opened new businesses, or who in any way may be potential

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customers. Send those people personalized mailings congratulating them on their

success or telling them how interesting the article about them was. Include your

company name and slogan along and any appropriate product information with your

signature. (Example: Jane Smith, ABC Associates, Financial and Retirment Planning

Help For Business Owners)

4. Sponsor Events.

Watch for events that may bring your potential market [Link] the organizers

of the event and offer to give away your product or service as a prize during the event in

exchange for having the group promote you in their promotions.

5. Attend meetings and seminars that your prospects might

attend.

If you've been doing that and haven't made contacts that could lead to sales, try new

networking groups. Look in the newspapers to see what other organizations hold events

that might attract your target market and attend some of those meetings.

6. Follow up after meetings.

Contact the people you've met to see if they may be prospects. If they say they don't

need your services now, ask when a good time to call them back would be, or if they

have business associates who could use what you sell now.

Related: 5 Simple Networking Follow-Up Strategies

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7. Give a little to get a lot.

Give away free samples of your product and ask the recipients to tell their friends if they

are pleased. Or, if you are a consultant, give away some free advice. This could be in

the form of a newsletter with that contains news or tips and hints, or it could be a free

consultation during which you provide just enough information to help the client scope

out their project and know that you have the ability to handle it.

8. Work your personal network.

Ask your friends if they know of people who can use your services, or people who may

know others who could use your services. If your pricing structure will allow it, offer

friends and business associates a finders' fee for referrals that turn into jobs.

9. Study your successful competitors.

Where do they advertise? Where do they network? What tactics do they use? What

works for them may work just as well for you.

10. Use multiple small ads instead of one big one.

If most people in your type of business advertise in print to bring in customers, you

should do the same. But don't plan on making a big splash with one large ad. Plan

smaller ads to run over a long time in the same publications that your competitors

advertise in.

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11. Test pay-per-click (PPC) and other online advertising.

To keep costs down, set your ads to show up only in the geographic areas you

serve. Set daily budgets and monthly budgets, and check your account frequently the

first few days you set it up.

Related: Pay-Per-Click Pitfalls and Solutions

12. Claim your "place" in Google Places.

While you're at it, be sure to list yourself (and make sure your website address is

correct) in any directories you qualify for. Chambers of commerce, and other local

business groups often have member directories in which you can list contact information

and website url.

13. Ask for feedback when prospects don't buy.

Did they find a product that better served their needs? Did they decide they don't need

the product at all? Did they just postpone their buying decision? Did they find it difficult

to place an order on your web site? Use what you learn to make needed changes and

watch your sales start to grow.

Need more help? Check out these marketing ideas.

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CONCLUSION

Social network is the place over 20 million people daily find and save beautiful Retail &

Residential photos, compiling the features, styles, colors, and patterns they want to

create their perfect Retail & Residential dream designs.

That platform is truly a social network with huge sales potential, in that it allows users to

collaborate with friends and family as well as other users including the professionals

who design, install, and sell the elements that go into their dream Retail & Residentials.

When theyre ready to turn that dream into reality, they can then search designers or

contractors in their local areas or right in the idea-books theyve been creating all

along.

Who Should Use social network for Marketing?

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Any company offering home and property design, build, repair, improvements or

products should carefully consider adding Social network to their marketing strategies.

Especially hot are Retail & Residential -related products and services.

Some other somewhat surprising categories show up when you sign up for Social

network pro account, and its not hard to see how you might use Social network for

those, too. Some of the options include:

Retail & Residential stagers

Retail & Residential and outdoor media

Lawn and sprinkler companies

Photographers

Realtors

Design schools and organizations

Solar Energy

Environmental services and restoration.

Why Use social network Marketing?

Business is booming according to the social network report, 48% of homeowners

surveyed are planning to remodel or build an addition or custom Retail & Residential

within the next two years. A full 84% said they plan to decorate or redecorate. And any

Retail & Residential owner will tell you that plan or no plan, there is a constant need for

maintenance and repairs.

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Decision-Making Has Moved Online

We know this people search online for everything, and reviews are becoming more

and more important in the decision-making process. Social network allows you to

showcase projects, reviews, and conversations that help Retail & Residential owners

choose you for their project.

Social network Helps with SEO

Categories and profiles are indexed by Google. Go ahead and try a search for

something like interior ideas. Wouldnt you like some of that exposure?

How to Make Sure People Find You on Social network

Factors That Influence Your Ranking and Success Within Social network

A large number of quality photos (make sure your projects have at least five images

each).

Popular, relevant keywords

Lots of good reviews (at least three!)

Plenty of detail in the description of your images

Adding a Social network badge to your site

Staying involved recent activity boosts your rankings.

More specifically, here are some practices that will help new customers discover you:

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1) Utilize Keywords

Retail & Residential owners will find your profile, your projects, idea-books and images

by searching keywords. So, do your keyword research and spend plenty of time writing

great descriptions for everything you add to Social networks

2) Submit Your Projects and Get Featured

Free advertising? Yes, please? Submit your best projects to editors and see your

exposure and traffic soar. Budget-friendly projects for small to medium-sized Retail &

Residentials are much sought-after, so if that sounds like you, check out all the

guidelines and send your project in!

3) Be Social

Community interaction greatly increases your exposure on Social network. Not just

because social network favors active profiles, but because it increases your chances of

getting found incidentally by users.

One way to stay active socially is to follow others. Look for complimentary businesses in

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your local area, or competitors outside your local area. You never know what

networking opportunities may arise!

4) Engage with Direct Questions

Social network users can post questions on any of your images or on your profile. Make

sure you keep an eye open for them and answer them promptly! Oftentimes, people ask

questions regarding things like what color paint you used, how large the garden is, or

where to buy that fixtures, fabulous sofa, etc.

Even if answering the question is unlikely to result in a direct sale for you, answer it

anyway! People looking at your profile and photos will see if you are helpful and

courteous or just looking to make a sale.

5) Answer Questions Asked of Other Pros

As with other social networks, there are business owners who simply dont answer

questions asked by their fans. Puzzling, right? Well, if you see unanswered questions

those that have been waiting for a few days or more, go ahead and answer (jumping in

on someone elses question before they have a chance to respond is kind of rude).

Of, if you can expand on an answer, feel free. To find places where you might helpfully

step in, search photos for your area of expertise and see which questions you might

answer.

6) Work the Discussions

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Retail & Residential owners and others as questions when they have a particularly

tough design dilemma, or if they want some feedback on design options. Browse until

you find one that looks interesting to you. When you respond you can include a link to

one of your images so if, for instance, you wanted to suggest a bright red accent tile

that you sell, you could link to the photo in your answer.

Dont worry about only participating in discussions that are within your service area. The

beauty of social network is that people from all over will see your answer, so even if the

original poster isnt near you, someone else who stumbles up on it may be!

You can also create your own discussions. Everyone loves a makeover so showcase

yours in a discussion!

7) Start a Poll

Ask a question to find out what your customers want and what are their challenges and

priorities and give people a chance to see your products or the results of your services.

8) Start a Pro-to-Pro Discussion

Looking to make connections with other professionals social network? This is the place

to connect, ask for help and opinions and collaborate freely non-professional users

are not able to see these discussions.

9) Use Idea-books

You can use ideabooks to showcase your style, even if you havent actually done that

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EDUCATON

type of work yourself yet. Dont worry about advertising for the competition. If youre in

a service industry, being local is key. If youre selling products, you should have your
yo

own great images to share.

You can create ideabooks to share color schemes, concepts and other ideas with

clients. Make the ebook private and invite only your client to collaborate when youre

ready for them to see. They can then comment on your images allowing for real-time
real

feedback and project planning.

Do you create helpful ebooks? Only social network contributors can post actual stories

and guides, but you can make your own unofficial guides by creating a public idea book

with beautiful images and descriptive text.

If youd like more details about social networks, how Retail & Residential owners are

using it, how to set up profiles, projects and how to engage on social networks, please

download the sample link ebook, Houzz

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RECOMMENDATIONS

LESSONS LEARNED APPROACH

The lessons learned approach describes how the document will be created, what it will

consist of, and how lessons will be categorized. It is important that the lessons learned

approach is covered in the initial stages of project planning. The reason for this is that a

methodology along with an appropriate set of tools should be established to capture

these lessons throughout the projects lifecycle. A project journal is one example of a

tool to capture these lessons. If no thought is given to lessons learned until project

closeout then it is likely that many lessons and details will be omitted from the

document. The contents of the lessons learned document should also be determined

ahead of time. They should be detailed enough to provide value for future use and the

contents should be consistent with other lessons learned documents or organizational

standards. The categorization of lessons learned is another consideration. Many

organizations categorize lessons by project lifecycle phase

LESSONS LEARNED KNOWLEDGE BASE

The Lesson Learned Knowledge Base contains historical information from previous

projects. It is part of the organizational project assets and provides a valuable source of

information to be used by similar projects in the future. All project lessons learned and

other historical information need to be transferred to this knowledge in order to provide

one centralized repository for ease of use. This should also include information on

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issues and risks as well as techniques that worked well which can be applied to future

projects. Most lessons learned knowledge contains large amounts of information, so it

is important that there is a system for cataloging this information.

LESSONS LEARNED APPLIED FROM PREVIOUS PROJECTS

The lessons learned document might also state which historical lessons learned were

used on this project. This information not only shows the value of the documentation of

such lessons, but it also shows which lessons are consistently applied by other similar

projects. It is important to reference not only what the lesson was but from which

project it was associated

PROCESS IMPROVEMENT RECOMMENDATIONS

It is important that once lessons learned are collected and documented that the

organization approves and implement any process improvements identified. It is

important for organizations to strive for continuous improvement and this portion of the

lessons learned process is an integral step.

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BIBLIOGRAPHY

PRIMARY RECHARCH:-

Support numbers of sources and people in this worked projects:-

I would also like to thank JARO EDUCATON, Prof. & Aakanksha K

Project Co- ordinator. Every one

I would also like to thank Mam. Lisa Restore, Offered me in interior Project

Managements works

I would also like to thank Mr. S. Sridhar Sr. Designer, Revit 3D Models to do

I would also like to thank Colleaques Mr. Sumanth Kamath Sr. Designer Expo,

I would also like to thank Mr. Anand Sir, Sr. Designer, Offered Interior stores Cad works

I would also like to thank Mr. Sam Sir, Sr. Designer, Offered Interior Rollout projects

SECONDARY RECEARCH:- Web sites used

[Link]

[Link]

[Link]

[Link]

[Link]

[Link]

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- THANK YOU -

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