IDEA BECOMES BUSINESS

Come up with ideas that fits your goals and think through all angles that gives you the big
opportunity. Get feedback from the people in business, competitors and predecessors and ask the
customers about product reviews.
Build a basic product for feedback from the people and give some offers to the product and show
the features for the product to make it expensive.
Start selling products in the shops to realize about the products. Until your product is out in the
market, you're flying blind, spending time and money with a limited ability to learn how customers
react. Make a core product and get it to market quickly.
Elements to be tested like pricing, branding, features, and customer experiences. Make customers
with cost expensive by experimenting with marketing messages, promotions to it.
Make adjustments what you done wrong in that product and fix them. Update the product team
about the mistake and add some features in it . Make it double the money and make the product
useful to people.
ARCHITECT HELPS FACILITIES THE SERVICE TO MAKE IT
REALITY
BUILDING DESIGN
The primary training of an architect is in the design of buildings in terms of function, form and
regulatory compliance
BRIEF DEVELOPMENT
A good brief is the first step to delivering a successful project. Often clients require help from an
expert in formulating the brief for their project and the architect is normally best-placed to assist.
APPLYING FOR PLANNING PERMISSION
Advising if your project requires planning permission and producing the relevant information for
making an application to the local authority. You may also engage an architect to provide services in
connection with planning appeals. Your architect may communicate on your behalf with planning
authorities.
DESIGN CERTIFIER AND ASSIGNED CERTIFIER
An architect is typically the most appropriate professional to act as Design Certifier and Assigned
Certifier under the Building Control (Amendment) Regulations, S.I.9 of 2014. Although your architect
may also be your Assigned Certifier, there is a requirement under S.I.9 that the appointment be
made under a separate agreement.
PROJECT SUPERVISOR DESIGN PROCESS (PSDP)
Your architect may act as PSDP or an alternative person may be appointed to the role.
ADMINISTRATING THE BUILDING CONTRACT
Dealing on your behalf with the building contractor and administrating the project to ensure that it is
delivered in accordance with the design and planning permission.
COORDINATING OTHER CONSULTANTS
Your project may require the input of specialist consultants such as a Structural Engineer or Quantity
Surveyor, and your architect will coordinate their involvement.
MEASUREMENT SURVEY & DRAWINGS
Measure existing buildings for the purpose of making drawings to assist in design proposals for
alterations or additions.
CONDITION SURVEY
Inspect and establish the condition of a property and prepare a report.
INTERIOR DESIGN
You may engage your architect to provide an interior design service, advising on loose furniture,
artworks and finishes.
SUSTAINABILITY ADVICE AND DESIGN
Your architect can advise you how to optimising orientation, microclimate, building fabric, lifecycle
costing, energy and water consumption and ensure compliance with Building Regulations.
Additionally, if you require options for future proofing your building against future costs, or creating
a zero carbon building the implications can be established by a specific studies at an early stage.
CONSERVATION SKILLS
If the building you own is ‘historic’, a ‘Protected Structure’ or in an ‘Architectural Conservation Area’
you will need the advice of an architect with skills in conservation. Even if your building is not listed
by the Planning Authority it can still be worthy of conservation and you will want to make sure that
its character is not damaged in the process of any alterations or extensions you plan to carry out.
PROJECT-MANAGEMENT
The architect normally is best positioned to act as the project-manager coordinating the other inputs
to deliver a project successfully.
URBAN DESIGN & MASTER-PLANNING
Architects are at the forefront of the design of urban spaces in existing and proposed sections of our
towns and cities.
VARIOUS STAGES IN BUSINESS DEVELOPMAENT
The life cycle of a business, much like that of a human being, goes through many stages. Just as a
person is born, grows to maturity and dies, business entities pass through the same stages. Although
business experts disagree on the number of distinct stages in a business life cycle, they typically
agree on what occurs during each critical stage.
START-UP STAGE
The start-up phase represents the "birth" of the business. The entrepreneurs, much like expectant
parents, devote massive amounts of time, money and emotional investment in launching their new
venture. At this early stage, the owners use much of their energy to establish a sizable customer
base, purchase inventory, open bank accounts and hire employees. As with parenting, the start-up
phase brings many sleepless nights from a combination of worries about the future and expectations
for developmental milestones.
GROWTH STAGE
After the start-up stage, a successful business often achieves a level of expanded capabilities. The
company establishes a reputation, encounters increased demand and stabilizes its business
practices. This growth phase has its share of both issues and opportunities. The company may
require an infusion of capital, either through taking on debt or selling off equity, to meet increased
demand. The company also usually encounters higher sales totals and better profit margins as it
builds its visibility in the market.
MATURITY STAGE
Just as a young person reaches adulthood, a prosperous business also reaches a more mature stage
during its life cycle. The increased capabilities encountered during the growth phase lead to the
company achieving a stable
presence in its industry. At this stage, the owners no longer need to pour their energy into every
aspect of the company. They can choose either to stay with the business or allow new management
to take over its operations.
DECLINE STAGE
Every year, thousands of businesses close their doors for the last time. The "death" of these
businesses can be attributed to many factors, including poor management, government regulation
or changes in the industry. During this stage, businesses often see declining sales, decreased profits
or steep losses. The company may fall out of favor with its customers, carry high debts or encounter
cash flow issues. Any of these issues can lead to the company's eventual decline and closure.