Professional Practice for Interior Designers - Christine M. Piotrowski

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of the issues that must be considered by any size firm considering making the move to going global.

      As with deciding to enter any new market or specialty, it is vital for the firm to carefully consider why it wants to pursue an international clientele or a specific project overseas. Research must be performed on a variety of issues before embarking on a full‐on global reach strategy. This chapter endeavors to briefly discuss many of those key issues.

      Learning the cultural differences of the countries a firm may wish to actively seek work is a first step. But learning about cultural differences of many nationalities is also critical. You will work with clients of different heritages in this country. Respecting those heritages and differences will mean successful interactions with all types of clients.

      Whether or not you wish to obtain projects in other countries or obtain a job with a design firm that does work out of the country, having a global perspective is important for all designers in today's world. As the world continues to become smaller due to advances in technology and continual blending of cultures and societies, it is important for designers to have a global perspective.

      Seeking projects in a global market requires commitment to the research and planning of, in essence, a new firm. Of course, locating a branch office in a foreign country is probably not the goal. However, many factors that impact doing work internationally will impact your ability to engage those clients.

      Becoming excited about a contact from a client in a foreign country could seem like a golden opportunity. But before you jump at the chance to design a mansion in France, or a hotel in London, you need to research what it means to work internationally. Hopefully, you have already done some of this research before the contacts even come in. Regulations, legal constraints, financial norms, and politics—to name a few—all have a part in going global.

      Planning

      As with any design firm large or small, succeeding at international design work should not begin by simply saying, “Let's do international work!” It will take some time to research topics presented in this chapter as well as others suggested by consultants. Plans must also be prepared—or should be—to clarify goals and procedures for this venture. Only then will the firm have a greater chance at success.

      A firm does not have to totally reinvent itself to begin international work. However, the topics that are explained in the chapters in the latter half of this text should be reviewed and interpreted in terms of international design work. An important part of the initial planning involves decisions related to which countries the firm will want to target. This will help focus attention and research time. It should be considered very important to research such things as political stability, regulations and licensing, financial considerations, and marketing to reach potential clients.

      A good detailed business plan is needed. A big part of the plan should be questioning one's desire to do international work. Is it personal interest? Just for the challenge? Is it because of a contact that was made? The purpose of venturing into this type of design work is very important. When these types of questions have been answered, then it is appropriate to move on to other issues that must be considered. How to do a business plan is discussed in Chapter 21.

      Regulatory and Legal Issues

      Some countries (China is notable) will require a U.S. business to work with a business in the international country. This can even mean that the design firm may have to be jointly owned by a firm in the international city. Thus, the designer cannot simply sign a contract to design a facility in an international city.

      Professional certifications and licensing can also be a challenge for entry into international design work. Although professional certifications in the United States have provisions for limited international membership or certification, there is no guarantee that the country you wish to design a project in will honor these. In addition, the country may also have its own licensing regulations. Again, these credentialing regulations will likely vary by country and even local jurisdictions.

      One area of international practice that helps U.S. firms relates to building codes. The International Building Code (IBC) and International Residential Code (IRC) will likely be used related to any design drawings. However, even as in the United States, a local jurisdiction can have modifications and differences in what needs to be included on drawings. If your project would involve environmental design issues, LEED® may be superseded by a foreign organization such as the Building Research Establishment Environmental Assessment Method (BREEAM) in the United Kingdom. This will be another topic to research before signing agreements to design projects in a foreign country.

      Another important point in relation to this topic is that the U.S. firm may have no legal protections in a foreign country. This is a very big reason why most firms affiliate in some way with a local design firm. That affiliation may provide some coverage. If there is a liability problem or dispute, the U.S. firm must abide by laws within the foreign country and will need to hire appropriate counsel to represent the firm.

      As for contracts, a design contract created in the United States and signed by an international client might not have the force of law in either country. You must understand the legal regulations related to contracts on both parties. The advice of an attorney with experience in international law is critical for a design firm wanting to do business internationally. It might also be noted that because of the differences in legal rules, a contract might not be as “ironclad” as they are in the United States—no matter how well detailed. Some countries like to negotiate more than settle on absolutes. That is no reason, however, for not having a detailed design contract.

       Key Issues in Working in Global Arena

      Here are some important cautions related to marketing and working on the global arena. These are just a few of the key issues that need to be taken into consideration:

       Travel. Travel expenses must be absorbed when marketing to foreign clients. Travel time—a major component of global design—cannot be charged at the same rate as design time.

       Staff. When U.S. staff work on an international project, staff must be taught protocol, language, and etiquette. Staffing an office in another country also adds financial costs and risks for a firm.

       Fees. Fees might not be as generous as they first seem when all the expenses of working on an overseas project are totaled up.

       Collaboration on site. Collaboration with a local foreign design firm—though it offers many advantages—is another project expense that can lower the profitability of doing an international project.

       Regulations differences. Codes and regulations can be different from U.S. codes. Projects must be designed in accordance with those international codes, whether national or local or both. Each country will have different regulations that have an impact on many aspects of an interiors project.

       Make sure all details of the scope of services and all responsibilities are clearly spelled out in the design contract.

       The

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