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Draft

当社のデザイン代理店は過去最高の年を迎えた [更新]
月商 $22,393 · 創業者1人 · 従業員1人 · Chicago, IL, USA
Nick Disabato（Founder, Draft）· 創業 January 2012 · 記事掲載 — · draft.nu · 元の記事

同じ会社のほかの記事: 月商1.8万ドル（$18K）のインタラクションデザイン・コンサルティング会社をどう経営するか

何の商売か
誰が顧客理解や製品の価値表現、次の一手、新技術導入（LLMなど）に悩む、年商7桁（100万ドル）以上の製品主導型ソフトウェアビジネスの経営者（特に創業者・製品責任者）。デザインをビジネス成果に直結させたい企業
何のために顧客理解を深め、製品のメリットを明確に伝え、売上（特にARPU）を15%以上増加させたい。次の成長戦略や具体的な製品改善策について、ビジネスに強いデザイナーの専門知識と実践的なアドバイスが欲しい
何を買うか主力コンサルティングサービス「Draft Revise」、顧問契約「Value Retainer」、素早い導入向け「Draft Teardown」、1時間の戦略相談「Strategy Call」などのコンサルティングサービスを利用する。その他、デザイン実践ライブワークショップ（自己学習コースとしても再提供予定）、書籍『Store Design』など教育コンテンツも提供。売値は公式サイトには明記されておらず、個別見積もり（推測）

同社は「成長」よりも「収益性」を重視しており、頭数やクライアント数を追わない。集客は既存クライアントからの紹介（推測）と、ウェブサイトでビジネスニーズに特化したデザインアプローチを提示していることによる。月商22,393ドル（約336万円）・創業者1人・従業員1人は記事の掲載情報と推定されるが、具体的な時点は不明。2023年は過去2番目の収益だったと述べられている

売値の出典: 公式サイトに具体的な商品ごとの値段の記載はなく、確認できず（2026-10-14 取得）

Tell us about what you’ve been up to! Has the business been growing?

We had our second-best revenue year in 2023 and are looking to remain profitable in 2024. Our most recent book, Store Design, has done well. We've also launched a live workshop on the practice of value-based design, and are in the process of relaunching it as a self-paced course. In addition, we find that most of our clients transition into ongoing retainers with us, so we’re breaking that off as a standalone offering and opening it to the general public. This allows people access to us without having to wait years(!) for an open slot. And we’re also in the midst of signing a new client for ongoing design work, which will allow us the freedom to work nomadically in the fall. Overall, the business has two major arms: consulting, and education. We find that they are symbotic: you can’t teach people if you don’t have hands-on knowledge, and you can’t work in a consultative capacity if you aren’t building expertise with your educational work. Launching both the workshop and ongoing retainers is in alignment with this principle. They help fulfill a lot of the interest that came from Store Design. We reject the idea that a business needs to “grow.” Really it needs to be profitable. Ideas like headcount or client volume aren’t terribly relevant to us. I want to practice this work every day, rather than be the public face of a company or (god help us) a sales person. The growth imperative occupies a narrative space that doesn’t exist in structural alignment with our practice. “Growth,” to us, then, implies growth of profit. One is able to increase their margins as they increase their expertise, as well as the economic value that they’ve proven themselves capable of generating. Our case studies show that we’re a safe bet, and every time we post another one we reinforce that narrative with evidence that our process works well. I think there’s a broad narrative that 2024 is a bad time for design, but we find that our form of design is highly in demand. Unlike many designers, we have a clear sense of the process & outputs of our work. We also focus on business needs in a way that many other designers have struggled to do. We believe that design is in demand if you make it worthy of being so.