What clients want: Future business development

{"version":"0.3.0","atoms":[],"cards":[],"markups":[["a",["href","http:\/\/www.smps.org\/","target","_new"]],["em"],["a",["href","http:\/\/www.amazon.com\/AEC-Business-Development-Decade-Ahead\/dp\/0615848788","target","_new"]],["strong"]],"sections":[[1,"p",[[0,[],0,"Since the late 1970s, architecture firms have been allowed to obtain \nwork by actively seeking new business. This proactive, methodical and \nstrategic approach is commonly referred to as business development (BD). With BD firmly entrenched in many design firms \nafter almost 45 years, the "],[0,[0],1,"Society for Marketing Professional Services"],[0,[],0," \n(SMPS) Foundation, embarked on a research initiative whose purpose was \n\u0022to predict the future\u0022 by identifying trends and forecasting changes \nrelated to business development in the architecture, engineering and \nconstruction fields in the coming years. These results culminated in the\n 2013 publication of the book, "],[0,[1,2],2,"AEC Business Development: The Decade \nAhead"],[0,[],0,", published by the Society."]]],[1,"p",[[0,[],0,"Over 100 interviews were conducted with buyers and sellers of \nprofessional AEC services and segmented into categories based on their \nprocurement behavior ranging from formal procedures to more \nentrepreneurial styles. Personal interviews were conducted using a \nbaseline set of questions so that results could be compared across \ncategories."]]],[1,"p",[[0,[],0,"Several key findings of this research are worth consideration by \ndesign firms as they plan for the decade ahead and contemplate \nstrategies for marketing and business development as well as staffing \nand training."]]],[1,"p",[[0,[],0,"Buyer trends yielded some subtle changes in how design firms should \napproach clients about doing work. Relationship building continues to be\n the key to advancing the process, and buyers like the traditional ways \nof selling, including face-to-face meetings, to establish rapport and \nbuild trust. And yet, it is more difficult to get appointments to gain \nthis access, both for public and private clients. Cold calling is \nstrongly disliked by buyers as are generic sales presentations. "]]],[1,"p",[[0,[],0,"Some buyers are adopting a \u0022don\u2019t find us, we\u0027ll find you\u0022 philosophy\n and are using the internet to research design firms to make their \ninitial selections. This change suggests that design firms focus more on\n inbound marketing strategies and the importance of differentiation as \ndemonstrated on a firm\u0027s website and other social media channels. Buyers\n also reinforced the importance of reputation and references and the \npreference to select those who have done similar work before. "]]],[1,"p",[[0,[],0,"Project delivery is another area where buyers are experimenting, \nalbeit not taking big chances. They want firms to educate them on \ndelivery options and help them carefully chose innovative approaches. \nThen to complete the work, clients are demanding best-of-class project \nmanagers who can deliver the project, often asking in contracts that \nfirms bind the project team to the duration of the work. With project \nmanagers being critical to long term client relationship success, buyers\n are asking for them to improve their general business skills, as well \nas soft skills."]]],[1,"p",[[0,[],0,"Innovation is another area that buyers of architecture services want \nfrom their service providers. This is manifested by clients\u2019 desire to \nhire thought leaders for specific services within markets sectors. \nBuyers indicate that seeing published articles and research-focused \nwhite papers, plus speaking at industry conferences, is an indicator to \nthem of this special status. Hence, design firms need to embrace thought\n leadership tactics to build brand recognition and work creatively to \ncommunicate this to clients very early in the relationship stage. "]]],[1,"p",[[0,[],0,"Coupled with the trend of thought leadership development is the \nincreasing importance of data-based reasoning to help guide decision \nmaking on projects. Gathering statistics, measuring the results of \ndesign decisions, and the migration of \u201cevidence-based design\u201d to \nmarkets other than healthcare were all seen as future trends by clients.\n Buyers want to be helped by architects in ways that offer value beyond \njust performing design services. This includes helping buyers find \nfunding for projects as well as educating project stakeholders. Design \nfirms must innovate internally to offer these value drivers and also \nhelp staff acquire the skills to be better and more creative advocates \nfor their clients."]]],[1,"p",[[0,[],0,"One of the findings of the research involves the role of the \nnontechnical business developer in the ongoing client relationship \nprocess. With buyers having limited time to meet, they want to talk to \nthose who will be part of a future project team, such as principals and \ndesign or technical staff. Initial prospective client meetings need to \ngo beyond touting a firm\u2019s capabilities and learning about an \norganization to focusing on a buyer\u2019s specific project and ways that a \ndesign firm can help and add value. "]]],[1,"p",[[0,[],0,"The dilemma is that most clients acknowledge that nontechnical \nbusiness developers often have better conversational and listening \nskills that others in the firm lack. Design firms need to consider \nbringing technical staff into the client development process earlier and\n provide the training and time to make this successful, often with the \nBD professional as mentor. Conversely, BD professionals need to bring \nmore insight into these meetings about ways that their firms can add \nvalue and solve client problems."]]],[1,"p",[[0,[],0,"Architecture firms need to consider these research findings as they \ndevelop their business development and marketing strategies for the \nfuture. Compelling websites, inbound marketing tactics and \ndifferentiation will all be important components in a firm\u2019s future \nmarketing mix. In addition, creating thought leaders, strengthening soft\n skills and BD training for technical staff, plus creating innovation \nand adding value to clients\u2019 concerns are a must to ensure a stronger \ntomorrow for today\u2019s design firms."]]],[1,"p",[[0,[3],1,"About the Author"]]],[1,"p",[[0,[1],1,"Karen O. Courtney, AIA, FSMPS, is Director of \nBusiness Development for L\u2019Acquis Consulting Engineers of Indianapolis. A\n Fellow of SMPS, she is the past national president of SMPS and was \nnamed the Society\u2019s Weld Coxe Marketing Achievement Award winner in \n2013."]]]]}