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RIBA Part 3 Course 2018
Practice : Marketing
Marketing
Marketing
• Analysis
• What services
• To whom
• Competition
• USP
Selling
• Define services
• Identify target audience
• Making contact
Pricing
• Valuing your services, what to charge
• Clinching the deal
Marketing Analysis ‐ Where to get information
• RIBA Bench marking review of practices
• BD annual survey
• Technical and professional press
• National press business sections
• Reviews and trends
• RIBA Building Futures
• Farrell Review
• Egan and Latham Reports
• ACE (Architects Council of Europe) Reviews and reports
• RIBA Future Trends Surveys
1 Market Analysis
2 RIBA Bench Marking
Chartered practices will get a report each year about their position in the
market. RIBA also publish overview each year of the state of the
profession with key indicators of fee levels, market trends, etc.
2 AJ top 100 survey
Very good indicator of structure efficiency and profitability of 100 leading
practice. Good statistics on fees, salaries and market trends,
profitability/efficiency
3. PR advice
Pay consultants to review your practice’s position in the market
RIBA Building Futures Report 2011
• Dickon Robinson report for the RIBA Building Futures which
foresees huge changes for architects looking forward to 2025,
including:
• Architects operating in a global market
• Part of very large international design lead practices
• Reduced role for architects in the procurement process
Emerging trends
Areas for greatest opportunities for growth
Work in emerging economies e.g. BRICS countries
• Global multi disciplinary practices
• Design/Concept Houses/Creative Agencies
• Specialist skills, rendering 3D printing, model/presentation
• Sub contractors/specialist suppliers/
• Specialisms ‐ delivery/executive/conservation/heritage
• Urban Design
• UK Change of Government different priorities ‐ now Housing,
formerly Health and Schools
• Energy and green issues/environment
Marketing is the management process responsible for
identifying, anticipating and satisfying customer requirements
profitably.*
Broken down:
• Marketing ‐ analysis context and competition
• Pricing ( fee biding – by others)
• Selling/pitching/clinching the deal
Marketing Plan 4 stages
• 1 Analysis
• 2 Strategic plan/target audience
• 3 Implementation/Action/Pricing/Selling
• 4 Review
Marketing Plan –Stage 1 analysis
Existing market analysis
Your current market analysis
Marketing Plan – 1 analysis (Use your Business Plan Analysis)
Understanding the Industry
• Review your situation,
• what is your practices current position in the market?
• What is the competition?
• Who are the main players?
• Where do they get their work?
• What are you trying to sell? what is your USP?
• who will be your clients? How do you reach them?
• What are the threats/risks? what are the opportunities?
• Industry SWOT analysis
Marketing – Analysis Stage 1
Definition of target markets
B
Marketing – Analysis Stage 1
• Unique selling point?
Identify what is special about you and find a way to promote it
What are you trying to sell?
• Who are the competition
Look at the competition, how do they win work, what fees are
they charging?
• What have you got that they have not?
Reputation, good contacts, experience, efficient contractors, keep
to cost/ time?
Marketing Plan – Analysis Stage 1
Understanding your business
How do you reach them?
• What are your strengths ?
• What are your weaknesses
• What are the threats? risks?
• What are the opportunities?
• Your SWOT analysis
Marketing – Analysis Stage 1
Segmentation Industry sector
• Education, public private, schools, universities
• Conservation, domestic, public ecclesiastical
• Interiors /fit outs, domestic, hospitality, retail
• Landscape/urban design
• Residential, domestic, developer lead, public sector
• Health, hospitals, care homes,
• Commercial/ offices
• New build
• Industrial
• Infrastructure/ transport UK/ international
Marketing Plan ‐ Stage 2
Where do you want to be?
Define your target market and services
Marketing – where do you want to be? Stage 2
• Fix yourself a marketing budget – include this in your annual budget
forecast
• Allocate time (or pay someone ‐ PR company) to do marketing and
selling
• If you have some ‘surplus’ invest it in a special marketing initiative
• Use customer post occupancy surveys to identify practice
strengths/ feedback/ quotes for promotion
SPEND MONEY AND TIME ON YOUR WEB PRESENCE
Definition of target markets
• Identify gaps in the market
• Target the right areas for your skills/USP
• How could you do things better than your competition
• What are you goals and targets
• Local
• Regional
• National
• European
• International
Marketing – Analysis Stage 2 ‐ Focus on Segment
• Refine your target area
• Private sector
• New build and refurbishment
• High quality design
• Project value £200K‐ £1.5M
• Geography – UK/England
• Offer full or partial service
• Additional skills conservation, interiors, furniture design,
sustainability/green architecture
Marketing – where do you want to be ? Stage 2
Client types
• Domestic
• Private sector – developers, corporate
• Public sector, government, health, education
• Public private partnerships initiatives
• Contractors
• Joint ventures
Marketing –where do you an to be? Stage 2
What services do you want to offer
• Full traditional architectural
• Concept and Design services – up to Stage 3/4
• Executive architectural services stage 4 onwards
• Interior design
• Product/furniture
• Urban design/master planning
• Sustainability, BREEAM, energy conservation
• CDM services as Principal Designer
• Project Management
Marketing – analysis Stage 2
Public or private sector
UK Public sector ‐ OUEJ It’s a huge piece of the construction
project pie‐ estimated to be well over 50% of all construction
spending.
Private sector ‐ Private individuals/ Corporate
bodies/International
Marketing: Stage 3 implementation/action plan
Reaching your target clients
Expert advice ? PR company? Appoint own PR staff?
Web site design and upkeep
Blogs/ tweets/ social media?
Promotional material / monographs, cards/
Entertaining/event/celebrations
Publicity, technical press/ national press/competitions/
exhibitions
ALLOW A BUDGET (anecdotally practices spend around 2% ‐ 5%
of revenue on marketing)
Marketing Stage 3 implementation/ action plan
How to reach your audience
• Articles in suitable up market magazines – (not architectural?)
• Get your work talked about, enter/ win competitions
• Networking – join the right clubs, make the right friends
• ( its not what you know but who you know)
• Research the client base,
• Find out who is buying what property, where
• Follow the gossip, get around, socialise
• Exhibitions, TV
• Forming Alliances, with contractors, other practices, Developers,
etc.
Marketing Stage 3 implementation/ action plan
Selling how to reach your audience
• The web/internet ‐ Social Media, Tweets / Linked In/ Blogs
• Advertising
• Repeat work
• Direct approach – personal contacts
• Parties/ celebrations/events
• Reputation/recommendation
• Competitions
• OJEC ‐ EU expressions of interest/PPQs
• Mailing/ cards, promotional gifts
• Cold calling – NO‐NO
Marketing Stage 3 implementation/ action plan
Selling ‐ Design Competitions – local /UK or EU or International
Open competitions
Restricted competitions – by invitation
Cons ‐ expensive, speculative, often not funded so projects dies,
statistically poor chance of winning, rigged??
Mission Statement
Each XXXX project is the result of a meticulous, in‐depth design process,
regardless of its context, size or scope. We approach every job as a
unique challenge and an exciting opportunity to develop the most
dynamic and efficient buildings.
The process starts with listening to our clients, understanding their
needs and aspirations and then producing design‐led solutions which
are uniquely tailored to their context and the needs of the end user.
Branding the process involved in creating a unique name and image
for a product in the consumer’s mind and establishes a significant
and differentiated presence in the market.
Brand image
Brand image is more and more important.
We are in the design business and a client’s first contact with the practice is
often via the web site.
The graphic ‘look’, the projects presented and the the way in which the ethos
and culture of the practice is promoted are all attributes of the brand.
Clients relate (consciously or sub consciously) to the message the web
site/publicity material puts out – think carefully about it
You are selling a dream
Marketing Stage 3 Implementation/Action plan
Brand Image – established identity
Develop your brand image – values, philosophy, culture and ethos,
logo, name, tone of voice for publications/web site, ‘political’ position
Marketing Stage 3 implementation/action plan
Selling – Making a Pitch
Process
• Who will be on the client’s panel and
what are their roles and points of view?
• Who is the decision‐maker for the client?
• How long should the presentation be?
• What equipment or facilities will be available?
• Is it clear to the client how communication will be
• managed going forward?
Mission Statements/Vision
Xxxxxxx
At Xxxxxxx we believe architecture and building design should always be
informed by the context and ‘place’. We work collaboratively and our
designers engage with the evolution, layering and everyday use of a place.
The architecture grows organically, delivered through carefully considered
processes starting with the big picture into the detail design and through
construction, always responding to the needs of existing and new
communities as well as our clients.
Mission Statement
XXXXX Architects is a practice that designs high quality modern
architecture. We put a strong emphasis on the inventive use of
building materials, the qualities of light and the relationship between
the building and its surroundings. We consider these issues to be
more important than working in a particular style and hope that each
project will be an original interpretation of the client, site, brief and
budget.
The XXXX studios are creative workshops where architectural concepts are painstakingly explored,
tested and refined in a collaborative, hands‐on process. An egalitarian ethos is fundamental to the
practice and the absence of a hierarchy encourages the open‐minded exchange of ideas involving all
team members.
We translate our designs into reality by drawing on an exceptional network of knowledge and
experience that embraces every aspect of a building’s design, construction and performance. For us,
design is a pragmatic process rather than a purely conceptual exercise. Our architecture is grounded
in the practicalities of building use and construction, and our design approach is driven by the desire
to deliver buildings which are as functionally efficient as they are visually compelling.
Marketing Stage 3 Implementation/Action Plan
Increasingly architects are invited to make a presentation in a limited
competition/presentation.
Success depends on understanding the clients business and ethos and
letting them know you can respond.
Do your research and follow the instructions of the invitation, many
practices fail by not doing what is asked for – i.e. too much!!!
Marketing stage 3 implementation/ action plan
Selling – Making a pitch
To make a successful presentation and to enjoy an exemplary client
relationship, architects need to ensure they use a client‐ focused approach.
This means:
• Building trust with the client
• Presenting their project and their process in a way the client can
understand
• Ensuring continuing engagement and communication for the entire
duration of the relationship, often beyond the point when the building is
completed
Leading to repeat business, recommendations/ reputation
Marketing Stage 3 implementation/ action plan
Selling – Making a pitch
• What is the best way to present?
• What will be the roles of the presenting team – how
• Will you introduce each person to the client?
• How can you ensure the presentation is completely clear to the
client?
• What information is expected to be conveyed?
• Why would you not show a model or a drawing too soon?
• What is the danger of presenting ‘options’?
Marketing stage 3 implementation/ action plan
Selling ‐ Making a Pitch
Relationship building /emotional intelligence
• Knowing how to meet, greet and create empathy
• Investing sufficient time/interest to understand the client’s business
• Understanding what the client wants from the project
• Managing the client interface and selecting the right team to work
directly with the client
• For relationship building, we use Emotional Intelligence
Selling – Making ’pitch’
‘Preferred architects have lost the job because their initial
presentation did not capture the imagination of that particular client’.
Beatrice Fraenkel
In Beatrice Fraenkel’s experience, the most important factors to a
client when choosing an architect are:
• Presentation
• Process
• Relationship Building
Marketing Stage 3 Implementation/Action Plan
• Review Marketing Plan regularly
• Adjust according to success rates/market forces
• Map against the business plan – both plans should work
together
• USE KPIs
• Keep statistical dates
Number of successful bids/ conversion rate
Selling
• Build up networks ‐ who do you know??
• Getting yourself published/ monographs/ in the consumer press
• Having a presence in the market – being seen around
• High public profile ‐ good PR
• Exhibitions / Events / Lectures
• TV
• Form Alliances, with contractors, other practices, Developers, etc.