HAPTER

Marketing

and Outreach

.1 Marketing Planning and Strategies

Roger L. Pickar
A thriving architecture practice requtres a steady flow of challenging projects. Marketing is a series of steps firms take to attract clients and gain the
projects they need to maintain their practice

firms market. They build relationships with their clients and seek a steady
w of projects in fulfillment of their practice goals. All firms engage in everymarketing-paying
attention to their clients' needs and finding ways to
et new prospects. Some also undertake carefully considered and highly
lused marketing campaigns to acquire new clients and projects or to estabI new services.
At the most general le'~ n.larkti,!:~-ild.ti.es can..b.~.t:O ed.iJ;tto

Before developing marketing plans

and strategies, a firm should first make
an assessment of its values and expertise
and identify markets in which those
values and expertise can be applied.
See Firm Identity and Expertise (5.1)

rr interrelated realms:

Marketirzg the total process of business development and developing clients,

including planning, implementing, and evaluating sales support tools such as
market research, public relations, and advertising
oJ?ublic relations: getting the firm known in support of its marketing goals

Sale?lthe steps the firm takes to present itself and its services, to negotiate with
potential clients, and to close contracts
attracting new projects from old clients by serving them
well and following up on completed projects

Project performance:

Some architecture firms see these realms as distinct

I develop specific plans, strategies, and everyday actions to
lei relationships, get the/firm known, generate and follow up

It may be helpful to think of marketing as planting

and the steps in acquiring projects as harvesting. This
topic addresses planting, and Seeking the Project (6.2)

looks at harvesting.
3s,and close projects. These firms may also see their project
hitects a? part of their marketing effort, expecting them to build the working relations and confidence intended to maintain the clients they work with. The
tzo sucs lies injocus of the firm's efforts and coordination of the four realms.
Other firms-including
most small firms-see all four realms-as blending into
!. They often work less formally, without careful research and written plans. They may
n say they don't market at all, instead relying on one of the four realms-project
permance-to bring them additional work. Despite this informality, the twin ideas of
us and coordination

are just as important for these firms. Yet today more small firms

JlR PICKAR is president

of 13 Inteili-Sys Info Inc. A nationally recognized lecturer and

bor, he concentrates on strategic market planning for design, contracting, and other
(essional seruicefirms.

6. 1 Marketing Planning and Strategies

Cl.

"It wasn't raining when

Noah built the ark."
Howard Ruff

understand that each of these activities is important on its own. They recognize that few
firms, especially smaller ones, can afford to scatter their limited time and resources in
ways that don't help the firm move forward.
For the past decade there has been increasing innovation in the area of marketing tactics. Architecture firms are dramatically increasing the sophistication of their marketing efforts by learning from other industries. Some architects are aggressively conducting direct mail programs and media advertising, as well as creating an Internet presence and participating in trade shows and conventions.

PRINCIPLES
Some underlying principles work for most architecture firms in their search for
focus and coordination.
Think big picture. What kind of firm are you, and what do
Over 40 percent of architecture firms use the
you want to become? What is the added value that you offer to
Internet for marketing purposes. See Using the
clients? What are your strengths, and how do you want to build on
Internet in Practice (12.2) for more information on
them? What kinds of clients and projects could you attract, and how
this versatile marketing tool.
can you gain access to them?
Build relationships. When surveyed, clients for design services talk about the
need for trust. They recognize that the relationship is a professional one and that a great
deal is at stake. Trustworthiness is not a product to buy and sell but rather a perception
that grows over time. Firms that
build long-term, mutually supportive, and beneficial relationSome architecture firms see these realms as distinct, developing plans, strategies, and
ships with their clients-both
tactics for each. Other firms, especially smaller ones, see them as blending into one.
current and inactive-are in the
best position to do projects for
these clients. They realize that
communicating with clients
about what they need from the
client, and what they believe the
client needs from them, will go a
long way toward building relationships.
Be there first. Most architecture
projects
have an extended
Project
birthing process; they may be a
Performance
Project
gleam in the owner's eye long
Performance
before they are announced projects. An architect involved early in
the project formulation and definition process can be of real help to
the client by offering key information and guidance. Building longterm relationships, of course, is the key to being there first. However, while being first is important, being qualified and experienced can often be just as important,
Deliver more than you promise. For most firms, this is added value. For some, it is
outstanding design, and for others, it is exceptionally productive delivery of serThe largest single source of work for
vices. Whatever the firm offers, remember that service is now a commodityarchitectural firms comes from existing
providing it well and with full awareness of what the client is seeking is a key to
clients. In 1999 work acquired through
getting repeat work.
noncompetitive selection accounted for
Architecture firms implement these principles in a variety of ways.
46 percent of all work done by firms.
Some firms find they need not invest a great deal of obvious effort in marAlA Firm Survey 2000
keting. They have an established base of repeat clients who are well satisfied
with the firm and the added value of its services; they have competitors, but their markets are stable or growing. These firms have built relationships and are there first; clearly
they have the trust of their clients. They enjoy the luxury of being able to react to proi74

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ject opportunities and possibilities as they arise. Yet it is a mistake for them to be
lulled into complacency. All firms need to invest in new business development on a
regular basis. Someone in the firm should be continually marketing, looking for projects three to four years in the future.
Most owners are not building all the time, and firms require a flow of new
clients and projects. Most markets are highly competitive, and few are stable for long
periods of time. Thus most architecture firms find themselves in a position of competing for clients and projects.
Competition is a complex phenomenon-one
that architects approach in different ways. Some firms internalize it, competing with their own past experience to
provide excellent design, service, or delivery of professional services. Others select a
target-perhaps
the best firm in the region-as their standard. Most, to some degree,
orient themselves to the marketplace, recognizing that their competitors are other
firms offering similar services to the same clients they wish to attract. These competitors can be engineers, interior designers, or consulting firms.

Proactive Marketing
Whatever approach they may take, most fil~msJi.nd they need, to be PyogI;tive
in theirs.o,!l1petitjve~Sl.uest. That is, they must invest time and effort to reach the
cU'(;ts that can help take them where they want to go. In highly competitive markets
this means reaching clients early in their decision-making process-at
the "think
phase"-and gaining their trust before formalJarchitect selection occurs..~ design firm
marketipgIn.tbis.way seeks to provide data and insights about design issues of partieular concern to its prospective clients. Accompanying- this with information about the
firm can provide a foot in the door. Following up the initial contact by continuing to
make such information available develops the potential client's trust and increases
the likelihood of bringing a project to contract.
Even proactive marketers find themselves reacting to unplanned project possibilities that arrive on the doorstep. They may decide to respond to a published
request for qualifications from an unknown client. They may find that, despite their
best efforts, they need to make cold calls to prospects they don't know in order to
find projects. The point, however, is t:b'!,tQrQ,tlctivefirms don't rely only on reactive
m~eting and its many uncertainties.
Firms that do rely on reactive marketing (responses to client-generated project announcements) may find themselves in difficulties on two fronts:

Today the primary factor design

buyers use in choosing a company
is trustworthiness. Design firm
clients contacted by MRS/Pickar,
Inc., of Longwood, Florida,
revealed that trust is the most
important criterion in their selection process. Other significant criteria are the ability to get the job
done on time and the ability to
get the job done within budget.
The clients rated choosing a firm
that has the technical experience
to get the job done efficiently and
competently as more or less
important according to the complexity of the project.
Clients dealing with building
types such as hospitals and hightech facilities rated technical experience very high. Design buyers in
the public sector were also particularly concerned with this factor.
Facilities managers, elected officials, and engineers hoped to
avoid constructing a building that
would sprout deficiencies in two
to five years. Thus, even among
clients who stress technical competence, trust is paramount.

J'bey .roaY..,..opel-ate
m~from
a saeS,lJ.!1!QQk tbao a.ma}Cketing~
They
become involved late in the prospective client's decision-making process, when the competition is greater. They depend on reacting to (often untargeted) leads, screening them,
bringing in the team, and eventually bringing some prospects to contract. Their success
depends almost totally on the ability of their principals-cor marketing specialist-to identify,
screen, and sell to large numbers of prospects.
They may place themselves and their technical expertise at the center of their
sales efforts. Because they spend so much time reacting to possibilities and selling their
qualifications, these qualifications become central. In this situation, firms can lose touch
with their markets-who
the clients are, how they are expressing their needs, and what
they want to hear from design firms.
Marketing in a negotiated environment takes time and interaction. The earlier
an architecture firm can identify a prospect, the more time there is to demonstrate the
elements of trustworthiness: dependability, honesty, integrity, consistency, and expertise.
The stages involved in proactive marketing are
Understanding and agreeing on the firm's goals and strengths
Focusing on the markets and clients most likely to help the firm build its practice
Researching these markets, identifying trends, generating leads, and networking
to identify and screen prospects and their needs and attitudes
6. 7 Marketing Planning and Strategies

AlA Firm Survey 2000

Repeat work is the most

popular method of getting

94% Repeat work

new work. However, there

92% Referralwork

are significant differences

88% Personal/professional contacts

acrossfirm sizesfor the

79% Firm reputation (unique experience)

other means of acquiring new

1140%

work. Three-quarters or more

of firms with 20 or more employees

11% Responseto marketing firm outreach

get work by respondinq to RFPs,while

Request for qualifications

17% Fee basis

6% Competitive design-build selection

4% Design competition

lessthan a third of firms with under five

3% Developer/architect competition

employees get work this way.

2% Project initiation (firm as developer)

Determining what these prospects are seeking, developing promotional materials, and tailoring presentations accordingly
Closing contracts through the development of trust and the establishment of a
relationship as a competent provider of industry information

Cross Selling
Cross-selling design expertise from one division of a firm to existing clients of another
division can be effective, but there are hidden pitfalls. The design discipline is the real issue:
It can be a problem when the landscape group markets architecture services to one of its
clients. The reverse is true as well. The inherent danger is the client's expectation of the level
of service it has received (and will continue to receive) from the firm. If a new project is more
complex, it can require much more design time than anticipated by either client or architect,
and it could ultimately cost too much for the client and not be profitable for the firm, Yet in
today's market cross selling is becoming more common, particularly in mid- to large-size
firms, which see an opportunity to build on the goodwill and good relationships the firm
already has with its customers. But there is a learning curve for all new types of work-gaining new expertise demands time and dedication before you seek new project types.

PLANNING

-.-.-.-.-.-.

Some firms take the narrow view that marketing involves only calls on new
prospects and old clients; contacts with unfocused networks of people who provide
leads; and preparation and distribution of brochures, letters, and qualification statements. Although these are all part of the process, a marketing program is usually more
grecti~,f
it includes a.El~<2E]reh~lli~
a.QfU~S.Stis4,seLoLactions
that are
focused by the first step of the process-marketing
planning.
Simply put, marketing planning is a series of steps that allows the firm to target
particular markets and decision makers. It attempts to provide a means of ,{ddressing
- these markets better than the competition. A marketing plan answers these questions'

Marketing

and

Outreach

Who are we?

What and where do we want to be in the future?
What rate of growth or profitability should we aim for?
Which markets and potential clients should we target?
Who are our competitors for those clients and how do we compare with them?
What are the major strategies we could use to address these opportunities?
How can we best implement our selected strategies?
How can we sell to and close the targeted prospects?

 How can we best serve our clients?

How are we doing, and can we do even better?

Financial Planning (7.2)

illustrates how projections from
the marketing plan factor into
the firm's financial planning.

Marketing planning is a step-by-step process that charts the marketing course

for the firm based on present and future,
internal and external conditions. It begins
with general firm planning and positioning;
defines marketing goals, strategies, and tacProactive and Reactive
tics; and produces a flexible plan that specifically sets out what needs to be done over an
interval ranging from several months to sevProactive Marketing
eral years.
A key to success is participation by
the firm's leaders and the staff who will implement the marketing plan. Because the firm's
leadership develops the vision and sets the
tone, one of the partners or the president
should be involved in the planning process. In
a larger firm, a marketing-oriented
principal (in
some cases an associate) may chair the overall
effort, but the firm's leadership must buy in.
The next step is to select other participants.Where there are choices, the firm's leadershipwill want to consider factors such as these:

Motivation and involvement.

Because the staff involved in marketing will help move the firm into the
future, it is important to have them
identify with and participate in the
planning process. This personal
involvement creates a commitment
to the plan.

Capabilities. Those responsible for

developing and carrying out the plan
must be capable of actually doing so.

Resource knowledge. The planners

should know which resources-the
time, money, and other commitments needed to implement a marketing plan---can and cannot be
made available.
Marketing

planning can offer signifi-

cantbenefits to a design firm. To be successful, though, it must overcome some obstacles:

It takes time to develop and implement a plan.
It takes discipline to move forward
constantly, especially in areas of limited familiarity
It requires ongoing evaluation,
which takes considerable objectivity

Marketing

Advantages
Allows the firm to take a longer-term view of opportunities in the market
Helps the firm penetrate its market by identifying potential clients earlier
Allows the firm to establish Ltsuniqueness
Helps sell projects because the firm has a sense of the prospective
client's potential problems
Establishes a framework that allows a greater cross section of the firm
to participate in marketing
Helps focus the selection on quality and diminish the importance of price

Disadvantages
Takestime and money to develop and implement; this may be substantial
Takes discipline, commitment, and support from the firm's leaders

Requires a considerable amount of research to understand e~ch market

Extends the time between initial contact and close of sale
Requires extra effort on the first projects in a new market because of
the firm's lack of experience in that market
Does not guarantee success; despite considerable invested time, some
projects will still not come to fruition

Reactive Marketing

Advantages
Requires little change or investment
Keeps overhead expenses down, allowing maximum chargeable time
to projects
May enhance profitability-as
long as there is a lot of work in the
marketplace
Works fast
Feels simple and comfortable; no habits have to be broken
Reduces the risk of investing time and money in a project that doesn't go

Disadvantages
Requires the firm to react to the marketplace; the firm is not in touch
with the long-term needs or problems of the market
Places the firm at the mercy of the short- and intermediate-term ups
and downs in the market
Focuses time on clients and projects that may be too small (or too
large), too competitive, or outside the firm's real capabilities
May increase the number of estimates, presentations, and sales calls
involved
Sometimes makes it necessary to take any project that is available

It sometimes appears restrictive,

causing a firm to lose what might appear to be opportunities.
It breaks the comfortable olel pattern of reacting intuitively to
new situations.
6.7 Marketing Planning and Strategies

77

Steps in Marketing Planning

You may already have accomplished the first four
or five steps in this process through an overall
strategic planning effort.
1. Determine the firm's mission. The mission or
purpose statement reflects why your firm is in business, gives basic guidelines for further planning,
and establishes broad parameters for the future.
2. Set company goals. Goals define the overall
results your firm wants to achieve. They guide the marketing plan and the strategies needed to implement it.
3. Perform external analysis. An external analysis
examines trends in the marketplace: hot vs. cold
markets, the local economic outlook, market types,
available financing, and market needs.
4. Perform internal analysis. An internal analysis
looks at your firm's strengths and weaknesseswhat needs changing and what needs marketing
emphasis. It is a good idea to include a client view
of your firm's performance.
5. Establish marketing goals. Marketing goals
should reflect what your firm thinks it can accomplish through marketing in the coming years-for
example, the amount of new business vs. old, job
and client profiles, and promotional and sales goals.

6. Generate strategies to accomplish these goals.

Strategies are specific activities that can achieve

stated marketing goals over the next two to three
years. They range from pursuing a new type of
client to expanding an existing market geographically or even adding or changing a specialty.
7. Research and refine strategies. It is important to
focus as much as possible, selecting only those strategies that will make it possible to reach your goals
8. Create and refine promotional and sales tactics. Tactics are short-term, immediate, planned

actions undertaken to implement strategies. Tactics

are specific reactions to research. Limittactics to
those necessary to accomplish marketing goals.
9. Implement the plan. Once the plan is put into
action, good coordination and record keeping are
critical to its success.
10. Evaluate the plan in action. Finally,the entire
marketing planning process must be continuously
evaluated and updated. Conduct regular evaluations
of your efforts to achieve your marketing goals,
studying both successes and problems.

With the firm's mission in hand-that

is, what the owners
see as the reason their firm is in business-the
next step is to analyze
its situation and set marketing goals that will enable it to increase
business in the markets that best match its interests and abilities.
A critical internal analysis of a firm's position in the market,
strengths and weaknesses, and mission creates the foundation for the
remainder of the marketing plan. It tells the firm what it has to work
with and what it should beware of. Situation analysis includes both
internal analysis and external analysis, which seeks to understand the
competition, the market trends the company is facing, and where the
emerging, declining, and steady needs are in the marketplace.
It is valuable to get an objective view of the firm from both its
staff and its clients. Internal analysis may be approached in three
stages: a client survey; a parallel evaluation by the firm and its staff, and
a careful evaluation of the firm's projects, sales approaches, marketing,
and profitability; including comparison of these to mission and goals.
External analysis step includes looking at trends in the marketplace-needs,
sudden downturns, growth potential-and
what
the competition is doing or might do. Considering these two factors
in combination with the firm's strengths and weaknesses should
provide a solid base from which to make sound decisions about
strategy and direction.
The following steps are commonly involved in external analysis:
Determine the objectives of the analysis, especially the markets the firm is interested in addressing.
Learn about these markets, including their extent, areas of
growth, and how long the growth will last. Look beyond the
immediate future: Where is a market heading? What do
those who know something about the market believe its
next evolutionary step or stage will be?
Develop a network of people who understand the market
and could provide more in-depth information when
needed.
If you find a trend or direction described by the experts,
confirm it with other sources.
Compile a list of who decides which design firm to hire,
and identify the specific needs and concerns of those decision makers.
A sound marketing plan includes an assessment of your
competitors in the same way you assess your own firm: What are
their goals, strengths, and weaknesses? Where have they been most
successful? A determination of the effects of old and new competition and of what these firms do well will affect your decision to push
into a particular marketplace. Here are some ideas to consider:
Include major current competitors as well as those who are
likely to become competitors in the future.
Explore competitors' internal weaknesses and determine
whether particular markets and strategies make sense for
you in light of these weaknesses.
Ascertain what you must do to strengthen your firm so it
will be an effective competitor.

Marketing goals help define which targets make sense. They answer questions
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