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Make sure there is fluid communication within the office so that when architects are traveling, they are comfortable discussing information about the firm , spreading the company’s vision, and creating new business contacts.
There needs to be something that potential clients can associate with your firm’s name.
If you want to be more of a generalist, and be known for creative solutions and high quality design, then make “process” and “philosophy” your brand (like Grimshaw).
Fortunately, it’s not the only path to attracting new projects. Do some research into their social environments and find ways to meet them there.
In fact, the most effective business development strategies for architects involve more time spent on proactive relationship-building (before the project is made public), and less time on responding to RFPs and RFQs, which are available to anyone. The best projects or partnerships occur through direct commissions via a personal contact.
Make the personal connection by networking in the same places that your ideal client spends time in.
If you haven’t already, start thinking of everyone in your rolodex as a potential client, collaborator, or lead to new information; it may just be that the person who may lead you to the next job is someone you already know.
Superior customer service will also be a point of firm differentiation.
First year sales are expected to reach 2,000 and increase to 0,000 by the third year of operation.
Several companies design books that showcase their projects.
Rather than make the book simply a portfolio, make the book a design object itself.