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Online Marketing

How to Select the Right Keywords I Free Google Adwords Training

So there are tools available to find appropriate keywords. There’s a lot of different tools online that you can use. Google has what’s called their keyword planner. It’s right in Google’s under tools and settings here you come over here to planning and you can use the keyword planner and you can find keyword and AD group ideas.

You can get suggested budgets and you can find you know, search volume and forecast as well. So a lot of times we’ll be searching for a specific keyword or we’ll think. Oh, look. This keywords going to generates a lot of results. It gets a lot of activity, but then later we find out like the search volume, there’s some very low. So you can get all this information using the Google Keyword, planner right under tools and settings here.

So, let’s review the four targeted keyword, matching options to control which queries trigger hats. There’s four keyword match types that are important for you to really understand. If you don’t understand the different types of keyword match types, then you will burn that budget. I’m telling you you will lose money, I’ve seen people, you know waste tens of thousands of dollars just because you know they didn’t understand the difference between broad match and exact match.

So, let’s review the differences between each one.


 

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Online Marketing

2017 InterAction Accelerate Business Development Summit

So from our perspective, it’s a great time to get this community together. Talk about that change and help our clients and our law firm speak of what they can do to rapidly accelerate their growth. Hence the name accelerate the most valuable aspect of accelerator it to me. It’s really the collaboration with people, as other firms understand what they’re doing, but also this extended partner network we’ve brought forth thought leaders and different disciplines about how you can best improve marketing business development, etc, and then candidly getting a look at what we’re doing in the Product and meeting our product and sales team around how we can help you get more out of the product.

You are do and really drive your business goals forward. This industry there’s a lot of sharing and collaboration. It goes on so it took big terms, small terms in his law firms can talk about, what’s going right and also what’s going wrong and making good ideas from other firms on maybe how to solve that they have a hundred and fifty folks. Here you can actually see somebody the second third fourth fifth times and actually develop a relationship.

It’s all CMO see articles one level down and that’s about it and that lets the conversation stay at a very strategic perspective that I think is really meaningful. I think this conference is one of those things. That’s like this apart as a partner is a vendor relationship for us, because we know that you really are invested in our success if you’re in legal marketing. This is one of the kind of hub conferences you can come to and see a lot of the people.

You already know it’s like visiting old friends and

Starting a business is not easy! Think about who will be working on your digital image. Hiring a good webmaster will help!

 

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Online Marketing

Troy McGee – Business Development Manager

Here in Silicon Valley, I’ve worked with everything from IT: hardware, software services and article marketing and promoting a lot of Bay Area, tech, web development and startup groups. So I love seeing things invented and created, and I think here then anywhere else. I imagine you see more people who are creating inventing and are passionate and optimistic about what they’re doing, and I love to be surrounded by people with those those characteristics and doing those type of things.

So I want to work in tech because I see it as a very efficient way to to get business done, to sell more products or to be more successful in what your business does. Who am I I’m a I’m going to find you partnerships, whether that’s with your clients or with your partners that sell your product, recommend your product or promote your product? And so I am much more interested in finding relationships that help us reach hundreds or thousands of customers.

Instead of I mean I enjoy working face-to-face with customers, but if there’s a way I can turn on a partner, that’s going to help us reach hundreds or thousands. That’s a strategic place that I’d like to work in my favorite thing to cook is sea bass with the lemon butter sauce and cayenne pepper. On top, I also love cooking anything with green chilies. I love to cook anything with green chilies, whether it’s green chili, chicken enchiladas or whether it’s a pulled pork, that’s been slow, cooked in a green chilies or green chili sauce or it’s like a carne Verde beach.

That’s been spiced and cooked with are in green chili. Sauce over I just love green chili,

Starting a business is not easy! Think about who will be working on your digital image. Hiring a good webmaster will help!

 

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Online Marketing

310: 4 Steps to Effective Business Development with Amy Franko

This is Enoch Sears, and this is the show where you’ll discover tips, strategies and secrets for running a profitable and impactful architecture practice. Today’s guest is a business development expert and we know this is a topic that I like to bring on experts here frequently onto the show, because, let’s face it, winning the right business for your architecture.

Firm is why you got into the business and probably there’s probably always going to be a little bit of room for you to improve either the consistency of the product you’re getting or perhaps the size and quantity of the projects that you’re getting. Maybe you want to move into a new market sector. In any case, the skill of business development is going to be one of the most important skills as you pursue a consistent path to be able to win the kind of work that you want.

Today’s guest is the author of a book on sales and business development called the modern seller. You can find it online at Amazon. Her name is Amy Franco, she’s, a strategic sales expert and a keynote speaker as a successful leader. She’s worked for business-to-business sales departments with global tech giants, including IBM and Lenovo you’ll, hear about that a little bit of her history. Currently she runs a training company impact instruction group so without further ado, we’re going to jump into four specific steps to business development with our guest today, Amy Franco, hello, Amy, welcome to the business of architecture.

Thank you so much for having me here today. My pleasure. Thanks for taking time to meet with us and we’re going to be talking about one of my favorite subjects, which is business development, among other things, we’re not going to limit it. Just to that, but I’d like to get your perspective for you. What is business development? I would say if I could really simplify it. Business development is helping our prospects and clients solve their biggest problems, and ideally it involves the products and services that we provide, but not always, but we’re thought we’re solving problems in advising our top prospects and clients.

Tell me about your journey: how did you get into this field yeah? So my my road is a bit of a winding road, so if anybody listening here today has had a bit of a winding career or you’re looking at looking at what’s next, hopefully my experience can help you out of it. I got my start in technology, so I the first 10 years of my career, I was at IBM and at Lenovo and I had a pretty probably call a pretty standard sales role.

I was in b2b enterprise sales. I had a defined set of technology, products and services that I sold into public sector and corporate accounts, and I did that for about 10 years and then I got the entrepreneurial bug and jumped into becoming an entrepreneur and started a learning and development company total 180 Degree pivot started a learning and development company, and so now what that looks like today is I work primarily in professional services and technology, and I do keynote speaking and sales training so say sales is my specialty and I focus in professional services.

I just have to ask that that transition going from probably a very comfortable, respected position at a major corporation to jumping out on your own. How did that process happen? Was there some trigger that made that transition easier? I, when I think back on that, sometimes it’s better to know to just what you don’t know is better, because when I left the relative safety of Lenovo, this was in 2007.

So nobody really knew what was coming around the corner right in 2008 or 2009, but had I known, I may not have made that leap, and you know, as a combination of I think, that it’s just it’s in my it’s been in my DNA, a little bit To have leadership to have that entrepreneurial bug that drive, but it was just, it was a combination of opportunity and timing, and so I had the opportunity presented to me.

I was able to get into this learning and development space. I had had full of good years and sales and business development and was able to to have have something to fall back on. While I built a business and then I really just had to make the decision, because I will still never forget calling my leader, it was at Lenovo, then at the time for calling my leader and resigning. My job and I remember hanging up the phone after talking with him and thinking for a little while, oh my gosh, what did I just do I just quit my job and now I’m an entrepreneur and it’s one foot in front of the other, even when you Have big visions, it’s one foot in front of the other? What do you think was key for you being able to just pay the bills and survive during those early days of your business? I think it goes back to your first question in what is Business Development? The ability to do business development and to sell those selling skills sure have served me better, at least in the beginning than anything else when it came to starting a business.

So, even if you’re running a book of business in your firm or you are running a practice or you’re looking to lead a practice, those business development and scout selling skills hands down number one. What helps me the most, so you mentioned that business development is helping people solving problems, and I absolutely love that definition, and so let’s talk about some of the nitty-gritty. How does that play out in an architecture firm specifically that wants to grow their book of business right? You know it’s one thing to say: well, I do business development because I solve problems right.

It’s another thing to have the the process and the framework that helps you identify the right prospects and clients the right problems to solve, so that it translates into business for the firm right one of the things that I have found in this it. This is definitely a professional services, something I’ve seen in professional services, not just architecture but across professional services, for all the rigor and process that we put around the services and what we bring to market we’re very disciplined that what I have seen, though, is an opportunity To build that same type of discipline and structure around how we develop business and how we sell so so to that end, back to your original question, I have a four-part framework that I work through whenever I am looking to develop new business, and I will apply That to any prospect or any even existing clients, but it’s about having the right intelligence about what’s happening with your prospect or client.

What’s the problem to solve, it is the right relationships and the right access to key decision-makers, key influencers, people that are involved in the decision, it’s being able to put together ideas, whether it’s formally in a proposal or an RFP or in some other way, but being Able to propose valuable ideas to that prospect or client and then being able to gain commitment to move forward throughout the process.

So that’s the structure. That’s helped me to actually take that desire to be a problem solver and put some structure and some action behind it. I love that four-part framework walk me through each of these. If you would number one, what are the challenges? How do we go about identifying the right problem identifying the right problems, the key there’s lots of problems to solve, but how do we know which one’s the right problem in, which is the one that our firm is best positioned to solve right? So one of the exercises that I will often do with clients is taking a look at the verticals that they’re serving there.

There are many different ways to get to this, but one of the things I found most helpful is to look at the verticals that we’re serving are we serving the verticals that are the best fit for us? So using myself as an example, professional services is a vertical that is a great fit for me for a number of reasons. So I put all of my outbound business development efforts into that professional services niche.

So you can take that same idea and apply it in your firm. What are the top verticals that we are most successful in to most the best engagements, the most profitable, the clients that we enjoy the most? How can we amplify that so verticals and knowing our best client sets can help us uncover? What are the right problems to solve? Okay, so we know we know our verticals. That would be like, let’s say, for instance, I’m in the healthcare niche or potentially we’re doing community centers for governments, or they were doing hospitality projects.

These are our verticals. How would you recommend like what is the problem, that an architecture firm is solving? What are some? Let’s say with professional services: do you ever see people making a mistake in terms of thinking they’re solving one problem for their client, but solving another one, possibly yeah, so I’m or we’re not clear on what it is that they’re really trying to accomplish. So you could take any one of those verticals that you just mentioned, and two places to be able to start are to make sure that we’re staying ahead of what are the trends happening in the industry.

So, just from a big industry level picture level that big picture what’s happening in the industry that could be creating problems for our clients that we are in a position to solve. Is there perhaps a maybe in the world of architecture? There is a sustainability issue, or there there’s some some type of issue that we are really well positioned to to be in front of so take in that big-picture strategic view.

But then, if you have clients in that space today, what conversations are we having with those clients to understand what problems? Do you see us solving for you and what are you coming up against that we could potentially be a partner for you in solving those problems. I think sometimes we underestimate our current clients and what they’re willing to share with us, especially if we have a great relationship.

You know my audience is they’re very, very smart, I’ll give them that they’re, smart they’re, highly educated professionals, very, very astute, and one thing that I find with architects and in general and I’m an architect myself. Is that sometimes let us say that our intelligence gets in the way of perhaps our ability to persuade to lead and to see things from our other people’s perspectives so constantly when I cuz I’ll, do a thought exercise with my audience and say: okay, what is what Is the problem you’re solving architects many times come back with? Well we’re solving facility needs we’re solving the problem of our client doesn’t have a building.

So if we take that second piece, we’re solving facility needs we’re solving the need that our client doesn’t have a building. That’s the surface of what we’re solving for or what the ultimate outcome will be. The ultimate outcome is going to be if we are going to help our clients design and build a facility or whatever that looks like if you peel that back a couple of layers. What we’ll build in that facility do for that client? What’s the underlying challenge, that’s making them go to market to say we want to find the exact right architecture firm to help us solve and build this build the new facility or what’s the underlying root cause.

That is making them go to market and then going another layer. What will that do for the organization or the individual decision makers that are involved in making this big risky decision? What’s it going to do for them to solve this? Will they grow market share? Will they be able to better serve their own clients? Will there be some kind of social impact in the community? What’s the value of going through everything that you go through to make a decision to build a facility? So if you can get a few layers, deep, deeper you’re going to differentiate yourself more so than other firms that are just looking at well, the problem that we’re solving is we’re building a facility or rebuild we’re building this community center, whatever that is so that’s number One, the right problem, number two and our four steps here – are the right relationships.

Amy. How do we approach that? We now we have a problem. We have a deeper understanding of what the business reasons of our clients are. Where do we go from here? There’s some research, that’s done by corporate executive board, which I believe is now part of Gartner, and this is a broad, broad brush statement, not just specific to professional services or architecture, but in their research. They look at various industries and they look at the decision makers within those industries and what they have found is that for any given opportunity, any given problem that you’re looking to solve there can be upwards of 6.

8 decision-makers in any of these problems or opportunities. So what that tells me is that the more complex the problem, the riskier the problem, the more people – are involved in making that decision, and they may not be directly involved in the decision, but they could be influencing it in some way. The lesson for us is that, when we’re building relationships, we’re really we’re really conditioned and comfortable to build the relationships in silos that the departments that were used to building relationships with the people that may just they may be our peers or they may be end-users within Our clients, but what we have to do is we have to start getting broader across the organization and sometimes we even have to get outside of the organization to be building relationships.

So the right relationships is doing the work to identify who might be making a decision for this work that we are looking to earn this business that we’re looking to earn and do we have. We are we building relationships with them or are we may be missing? Some relationships people are so busy nowadays Amy that often at times it’s easy to say well, they’re so busy that you know how can I reach out to them? They don’t want a new relationship.

Where do we go from there? The first place that I always go is I look at the relationships that I currently have. So let’s say that you are someone that I’d like to build a relationship with, because your organization is one that I might be looking to earn business with. But you don’t know me, I don’t know you and you’re exactly right. We are so busy. We have so many emails in our inbox. We have so many emails and our social platforms we’re hard we’re hard to get a hold of.

So, where I go, is there there are or key groups that I look to make sure I have relationships with the first thing I’m going to do is if I want to build a relationship with you, I’m going to look for someone that we have a common Connection with and that I have a relationship with that might be willing to introduce the two of us. That’s someone, it might be a center of influence. They might be an advocate someone that trusts me enough to say you know what I’m willing to risk a little bit of social capital to introduce, Amy and Nina, and then that that’s always where I start, I try not to do cold.

I try to avoid cold introductions wherever possible because that’s typically, where they get lost in the black hole, but but the for groups to just circle. Back to this, the four groups are advocates: centers of influence, your decision makers and your strategic partners. That’s where I’m looking to build relationships every time within my within my prospects or my clients, can you give me an example of a center of influence? Yeah? Absolutely so I define a center of influence, it could either be a person or it can be an organization.

So either way, but a person or an organization that provides the right access the right opportunities, they might provide the environment for me to meet the relationships, the people that I need to be building relationships with so use it using a using an individual example. So if there is a an organization that I would like to potentially do business with, I’m going to look at who the different relationships are in that organization and then I’m going to look at who I know who might be centers of influence that could help introduce Me into that organization, okay, so we have that make sense.

So we have advocates, we have center of influence, we have strategic partners and what was the fourth? The fourth is decision makers. Okay decision makers. We know what decision makers are, I believe, hopefully advocates. What’s an advocate, an advocate is someone who is willing to use their own social capital there reputation if you will to open a door on your behalf. They have trust in you and so because they have trust in you.

You are credible. You’ve done great work. You’ve solved problems for other prospects and clients. They are willing to open a door on your behalf. They might help make an introduction to a high level person. Maybe they make an introduction for you if you’re looking to speak at a conference, whatever goals you have, those are the people that will help open doors on your behalf and you might be an advocate for someone else.

There might be someone else out there saying you know Amy or Enoch. You are someone who can open a door for me, I’d like to ask for some help, so not to ever underestimate the fact that we could be seen as an advocate in someone else’s eyes, and how would you define strategic partners that was the last one on Your four-part list here yeah so a strategic partner, is I like to think of them as complementary businesses, calm people who are selling complementary products or services so but they’re calling into your same market.

So in your firm as you’re. Looking at your firm who are the individuals or other organizations that maybe do some things that are complementary to you, but they work with the same clients or prospects that you work with when we can identify who those individuals or organizations are and we build relationships with Them that can help open doors. It can help us partner on projects yeah be able to help us bid on projects and engagements that perhaps the otherwise might not be able to do.

But it’s a way of amplifying your relationships makes sense. Number three: our list of our four steps to effective business development Amy, is to propose ideas. They have a way to propose those ideas convincingly. So if you take a look at the last five proposals that your firm did – and I see this very often regardless of industry – the chances are really really good. That the vast majority of that proposal is about your firm and what you do and the clients you’ve served and all the projects that you’ve done.

That is the natural place to go, and those things are important. Please don’t get me wrong. We have to have credibility. What you have to be able to back up our work? We need to have those case studies you studies all of that stuff. But when I’m in front of a prospect or a client – and I have gotten to the point where I have earned the right to put together some proposed solutions to the problems that we’re trying to solve what I’m looking to do, every time is I’m trying to Take myself out of the equation, and I want to flip it, so the focus is on them.

What are the outcomes that they’re looking to accomplish? What is the value that they will get from accomplishing those outcomes, and where does where do my ideas or my solutions fit into that equation? So it becomes about them first and then about us second, and in that process they can start to see themselves working with us, because we are more focused on them, less focused on us, but then, when they do want to know more about what we bring to The table, where have you done this for other clients? What kind of case studies do you have? We absolutely have all that when the time’s right do.

You have an example, Amy of to help us really understand this process of a client firm, someone that you may have worked with in the past that had maybe they had these four things kind of in kind of existing. But when you came in, you really helped them hone them, specifically with the idea about proposing the right ideas and what that transformation looks like yeah. So when I am doing this work with clients, but I would I ask them to do.

Is I ask them to bring an opportunity with them, so whenever I’m helping them work through these four pieces of the framework, we ask them to bring an opportunity so that there’s something very specific that they’re applying all of this to, and so when it comes to The this proposal piece and really trying to flip flip this on its head. What I will often ask them to do is when we look at the problem, that’s trying to be solved.

What we work through is alright. So, let’s talk about the outcomes that they’re looking to get it to it’s, not building the facility if it’s not building the center. Yes, that that is, that is ultimately what they will have. But what outcomes will they get by going through that process? So, and sometimes it takes some iterations to get there because we’re very conditioned to say well, the outcome is the: the outcome is the building.

The outcome is what I’m delivering to them, whatever that happens to be, but really digging into what? What are the outcomes? First and then what value will they get from getting to those outcomes? Will they have better engagement? Will they have better client relations? Will they have better shareholder value whatever? That is so. We really take the time to dig into those, and then we say all right now that we know what we’re trying to solve, for what are the potential solutions that we bring to the table that could match up with this, and you rarely get it in one Shot you have to have to really go back and continue to work with.

The client have some iterations back and forth, and this is where one of those pieces of the proposal process comes into play, which is co-creation. It doesn’t work in every scenario, especially if you do a lot of formal RFPs, so you have to adapt this for your situations, but in any time when I’m able to co-create the solution debate it back and forth. Look at the pros and cons make adjustments here and there they have a hand and creating it, and I have better odds of them, seeing themselves working with me and better odds of them closing that business.

So when I’m doing that work with clients, we actually look at that that co-creation piece as well. Do you have an example of a client that you’ve worked with a company that comes to mind of when they crystallise these ideas and what that looked like for them? Yeah, so so I’m thinking back to a thinking back to a client. It was probably one of my largest clients and they are there in the services space and they had actually put out a really large RFP.

If you have ever been through your fair share of RFPs there, there are a lot of hours that go into it and you don’t necessarily know what is going if you’re even going to be selected. So a traditional RFP process you’re getting selected to a final three and then you have the opportunity to present so anybody listening if you’ve been in that spot you’ve been selected as the final three and now you have an opportunity to be in front of that prospector That client to present, that is, where I’d seen the biggest with the client that I’m thinking of that was where we really had the opportunity to shine and the opportunity to win, because I wasn’t the biggest.

I was not the biggest solution provider. I was definitely one of the smaller ones, but what I was able to do was be more creative, be more nimble. I brought my team with me to the presentation process and I made it a very collaborative presentation and environment by inviting them to ask questions by inviting them to take a look at the solutions and let’s talk through those solutions together that collaboration right there live and In-Person is what I believe led to us winning that business, because none of my competitors did it and the other thing that my competitors did not do in that situation.

I interviewed every person that was going to be in that presentation and my competitors didn’t ask for that access and because they didn’t ask they didn’t get the background intelligence that I was able to gather and use that in my presentation to help show how I could Solve their problems, so hopefully that example helps put a little bit more help. Someone visualize how you might be able to use that in your business development situations, especially when you’re in a presentation scenario with a prospector client.

Okay. So just so I’m clear this was a presentation that you were making to secure business for your company. Yes, absolutely got it okay. So let’s move on to our fourth item here, which is a gain commitment Amy. What are some of the challenges that you see that people have around gaining commitment? Gaining commitment is one of those things that we, you can call it closing whatever we call it, but closing and gaining commitment are one of those things that we tend to think of.

In a linear way, we put forth a proposal, we respond to the RFP, whatever that happens to look like, and we put closing at the end of this linear process, and I think we make it into more than what we make it your deal than it needs To be, we avoid it, we think of it as being aggressive and pushy when, in fact, it should be a natural part of the business development process. So if we can take a look at gaining commitment in closing, business is something to be thinking about.

At the beginning of the client development process, and not just at the end of the client development process, taking a look at the different commitments that we will need to provide to a prospect or client to give them confidence in doing business with us. The commitments that we will need from them in order to help put forth the best solution to solve the problems. When we look at that it from the at the beginning and map that out as best we can – and you know knowing that it changes along the way we improve our odds of putting giving that prospect.

Your client, the confidence in us that we will burn that business and be able to execute well on the engagement, and then it becomes a more natural part of the business development process because we’ve been doing it the entire time. When we do this conversation of commitments. Very interesting and in the architecture industry, I’m sure it’s not too dissimilar from other industries that you work in Amy there’s been a huge slide in the control that architects actually have during the closing or commitment process.

What’s happened is buyers because they they’ve tilted the scale. So much in their power that they want to reduce the buying process to send us. Your list send us 25 products that you’ve worked on where you’ve delivered. These kind of results show us. Your team show us your staff member, then we’re going to go into some seclude a little room, we’re going to run the numbers in the metrics and we’re going to see which firms come top and we’re going to choose between those.

So it’s very different from I know in this industry the way it used to be even 20 years ago, where you know, if you had the right relationship, you knew the right people you went in. You had a coffee, you had some lunch and they trusted you and they knew you’d deliver a good work deal done. Let’s move ahead now, especially working with governments, and a lot of these other clients is becoming more and more this this this game, where it seems like the tables, are flipped and the powers so much in the buyers side.

What suggestions do you have Amy to flip? That table yeah, so so what you’re describing I see it across professional services? I see in other industries as well, and I think some of the irony with that is we talk about how buyers today are they have so much more access to information? There’s so much more well researched and well informed, and I think that that’s true to a degree. But sometimes I wonder, are they getting the information, the right information from the right places and are they taking time to allow experts the right experts to educate them throughout their decision-making process? So I what you just described, I have had happen to me.

I have seen across industries and and there’s probably a couple, a couple different things at play here: more from a strategic just thinking through our clients and our verticals they’re, going to be those prospects and clients that that is what they do and we are never going To work around that process, because that is what they value, and so then we have a tough decision to make as to whether that’s a prospect or a client that we want to continue to engage with, and the answer might completely be yes, because this is somebody.

This is a valuable logo. This is a client that we’ve done business with for a number of years, but it’s just making an informed decision about that. But more more tactically thinking about how, if I’m in the position of being a business developer and I’m on the receiving end of some of these tactics from a prospect or client a couple of things that have been helpful to me. The first is: what unique ID can I bring to the table, and can I find the right decision makers to influencers to share them with one of the biggest difference makers between whether or not someone does business with us or they go somewhere else or they choose To do nothing are the ideas that we bring to the table.

So that’s the first thing that I’m going to do do. I know enough about their organizational challenges, what’s happening in their industries, to be able to bring some unique informed ideas to them and then, secondly, do I have access to the right people to bring those ideas forward. So I’m going to look in my network and, if I’m being, if those things are happening to me, the client or the prospect is going off into a secluded, dark room and they’re making choices.

You know outside of what what I think the choices are. They might want to want to be making I’m going to go into my network and see if I can somehow gain access in to at least have a conversation. So those are two things that I will try to do when I’m on the receiving into that excellent Amy. We’ve gone over four four: very clear steps about business development. What else would you like to add to this conversation when we think about typical challenges or messages? You’d like to get across to our audience yeah, you know I often get asked you know what what’s the what’s, the number-one thing that we should be building is business developers and they eyes has hesitate to just give one think.

There’s lots of things that we can be doing, but I feel like if there’s one thing that I see continually successful business developers in any industry and specifically in professional services and in in the architecture space as well is learning agility and learning agility is the ability To be able to see ahead of the curve to be unbecoming, one known comfortable with the uncomfortable to have a really high figured out factor.

We will often get thrown into the deep end of the pool when it comes to business development and we may get thrown a curve ball by a prospect or client how well do adapt to those curveballs and it all comes down to what’s what our mindset is. We control our mindset and our ability to to learn to be agile to adapt. That is going to dictate so much of our success because we will see we will. We will learn from failure.

We will learn from success, we’ll take it forward to the next opportunity and you master that you will have exponential success. What tools or resources have you found Amy speaking about this idea of mindset and these inner kind of underneath the level surface level skills? What have you found to be valuable for developing that? Because, let’s face it, it’s not like can go to university, I’m not going to teach you how to improve your mindset be resilient right.

So so a couple things that I’ve done over the years is, I have coaches and mentors in my life and I hire coaches to help me with specific things that I want to work on. It might be, you know, I’m in the business development space, but I have hired coaches to help me with sales and business development. I have hired coaches to help me work on my mindset and give me strategies to be able to problem-solve, even if your firm doesn’t offer that kind of opportunity, or they don’t provide the ability to expend something like that.

I encourage you to find it yourself and be willing to invest in it yourself, so I hire coaches. When I need them, that’s one. That’s one tool, I’m a big reader. I am always reading all different kinds of books, all different kinds of genres, so just that that that desire to be learning something new and different. I really think, contributes to mindset, and you know the last one and this one is a huge work-in-progress for me.

I haven’t mastered this one even a little bit, but it’s getting the right sleep and the right amount of sleep. Our sleep does a lot to help us control our emotions, our energy levels, our decision-making processes, our mindset. So this is that’s another thing. That’s if, if, if anybody out there, has that one mastered, I definitely want to hear from you Amy. What have you found to be effective for getting the right amount of sleep? I’m a big believer in this as well.

What have you found to be effective? Well, I find that getting for me getting like eight to nine hours of sleep that the right amount of sleep I’ve found for myself. That’s what I am optimal at, even though I don’t don’t get it on many days of the week and then also I take all the electronics out of my bedroom. Like my phone sits in my office, I don’t leave it by my nightstands whenever I can avoid it.

So if I can get the electronics out and take a break from those for an hour or two before heading to sleep, that right, there usually helps me because it’s a keeps keeps the mind from racing and just how it helps me to slow down a little Bit got it well, let’s face it being an entrepreneur business person like yourself Amy, who has so many great things going on keynote speaking: training, launching a development and training and learning company, not an easy task.

Do you have any rituals or things you do to maintain? The level of energy that clearly you have keep that mindset sharp. I have energy routines, so you might hear that hear them called different things that I call them energy routines and an energy routine is anything that helps you recharge and refuel, and it can be anything from fitness, routine, nutrition, routine, meditation, whatever works for you individually.

For me, it’s my fitness routines, so I I have. I do indoor cycling, I lift weights. I do bar classes, I’m someone who likes to do a lot of different things, but even when I travel I try to fit in some type of fitness. Some type of movement exercise, because that helps me to keep my energy up awesome Amy. If people want to find out more about the wonderful thing you’re doing, where can they go yeah so I’ll point the two places if you’d like to get a copy of the modern seller which is dives into a number of the topics that we talked about today? That’s available on Amazon, so you can just go out to Amazon and search for the modern seller and then secondly I’ll point you to my website, which is Amy, Franko, calm, excellent, Amy, Franco.

Thank you. It’s been a pleasure having you here on the business of architecture. Show, oh, you know, thank you so much I appreciate being here, and that is a wrap as a podcast listener. I’d like to invite you to two free online educational seminars for firm owners. The first teaches you how to structure your firm to avoid the overwhelm and fires that played so many firm owners if you’re ready to move from overwhelmed operator to excited owner visit business of architecture, comm forge slash freedom, webinar to access this free online training.

The second seminar you can access shows you how to attract your ideal clients to your firm, consistently day in and day out, go to architect, webinar comm, to access this training. The views expressed on this show by my guests do not represent those of the host, and I make no representation. Promise guarantee pledge, warranty, contract bond or commitment, except to help you conquer the world, carpe diem

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The Difference Between Business Development and Marketing

We talked about that before what our brand is right. I don’t know that we’ve talked about this extensively, it’s what we did today was today: business development or marketing no marking. I will all about awareness of Education right trying to teach some people some stuff – they don’t know right so mark needs top of the funnel top of the sales.

Funnel Frank, that’s the big open end right. So you know, if I talk to twenty-five people today are all 25 going to be clients now its top of the funnel right. It’s a big open, funnel. You know we’re going to get some pretty X percentage of that I don’t know what it is. Okay, marketing is typically broadcast right. So it’s it’s broad. You know social media. Your website right the newsletter gates, brah, hey yeah, so today was today.

I broadcast did I eat with real estate agents one-on-one and talk about their needs and their individual deals. No, it was broadcast right, okay, so here’s two things we haven’t done yet. I think that we need to do a better job on that falls in this category right. Some point: I’d like to have a monthly newsletter. Just talks about you know local land stuff. That’s going on in the region right and I need you know we need.

Our website need some work just been too busy, but we need some good content on there. Okay, okay, so business development is where you actually make your money okay. So this is important, but if you only do this – and you never do this – you go, but you go out of business right. You got to move people through the funnel okay. At the same time, if you don’t do this, do you get people in the funding to do this? So you need both right.

You need to get people in the funnel and you need to move some percentage of those people through the funk. Okay, who does this here well? Well, I’m I’m doing a bit of this, but like this is primarily Vanessa right who’s. Doing this me and Danny yeah, damn dream lamp output, Jackson, proposals – I put this under business development, because this is this broad of quick check. So this is on a specific piece of property.

This is a very yellow paper right now, they’re not paying for cortex. They know we make Danny and I made you pay a kid all day. You know like. Can you imagine how firm like a flex? So it’s some it’s sometimes we could get. Somebody like Elena trained a few quick checks, yeah yeah right people would do those all day long great, but at some point we will get at some point. I will probably stop doing residential quick checks.

I will only do residential, quick checks for brokers at bring us the normal thing. If you wanted to hire a kid to do resident like all they did with residential quick check, I mean giving, but at some point we will stop doing. There’s no quick checks, because that’s just it’s just! It is at some point now I’m going to do it right now for this Oakdale office, because we’re trying to build a relationship there right, okay, so they still may sell pasture land in almond orchards around here I seen a century 21 sign on a cow pasture.

On my way into work today, okay and I listen – I was up front with those people today I told him – I don’t like doing a lot surveys. I can’t make money out of it. I said homeowners are very hard to do with. What do you think? All those real estate agents were saying when I said that: hey no okay, all right so business development is focused right bottom of the funnel. This is a really important point that I heard that I wanted to share with you guys.

You know this could apply a little bit over here too, but people don’t build relationships with organizations for companies. They build relationships with people. Why has Dominic followed me to the last three jobs? Yes, city of Tracy? Now I think of baby, you think of Peggy right. You don’t have a relationship with the city of Tracy, you have a relationship with pay. Dominic doesn’t have a relationship with got with Oh devil engineering.

He has a relationship with random link right, so part of why I’m mentioning that is when we’re doing marketing and business development. I don’t want people to know, leave right now. That’s important, I’m not saying that our brand isn’t important. It is but who I really want people to know, Danny and Vanessa and Landon. That’s what people mean well, Monique Spanish. She kind of backs a house like.

I want people to know, but you know I I wouldn’t. I want people to be friends with Vanessa. Get up, look I’m going to use Dan as an example. I consider name to be a friend he’s, not just a business partner. Listen if Dan called me to mom said freakin, I’m on the side of five, I’m on the side of 580. My car is on fire. Nobody will answer their phone. Can you come get me? What would I say I’ll be there in 30 minutes Dan he’s a friend of mine right if he called me and said on in to my eyeballs on a deal gone sideways and I might get sued.

I need your help. I would help Dan and not charger. If I got my butt in major trouble and I called Dan and said, I’m being sued, I’m going to lose my house, they do not have money for an attorney. What would the improbable you he’d probably defend me Provo? Okay, so part of what we need to do. We need to get people to know you two guys. That’s why I have your photos on the website right, but, like that’s part of the reason why we need to work on LinkedIn.

I want people to be able to spined you guys on LinkedIn and get to know a little bit about you right, so we don’t work on that. That needs to be ironed. You know to week list of tasks, okay and that’s where these dinners and lunches are so important. You know Vanessa been an attorney this week for last week. I can’t remember you know, that’s somebody. She note there’s a face with the name. Now you know when Vanessa emails that office or calls him is that guy going to pick up yeah the chances of her now getting him getting him to respond, we doubled the chances of getting a response out of that guy versus a cold call right.

Cuz he’s got a face with a name right same thing. If he calls her, you know, he’s doubled the chances that Vanessa’s going to answer his phone call Frank because she knows who that person is okay. So just not always remember that people connect with people now. What businesses we need people to get to know us as a team.

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252: Creating a Business Development Plan with Arianna Leopard

I am your guide to discover the tips, strategies and secrets for running a profitable and impactful architecture of practice. If you haven’t already get free instant access to the four-part architecture, firm profit map article that I’ve prepared, especially for podcast listeners, by going to free architect, gift com, enter your best email address on that page and you’ll get instant access.

Today’s podcast is sponsored by BQE core the all-in-one firm management software core helps. You manage your projects and your finances to create a profitable and impactful firm, get a free trial at business of architecture, comm Ford, / demo. Today we welcome Arianna Leppard back to the show. Arianna is the director of marketing and public relations at SP architects, a firm with offices in Miami San Francisco and Shenzhen China.

In today’s episode, you’ll discover how to create a business development plan that includes strategy, as well as tactics, the difference between getting published in the press and true public relations and how marketing relates to business development, Arianna, Leppard welcome to the business of architecture. Thank you. It’s a pleasure to be back yeah, I should say: welcome back so catch us up on what you’ve done since the last time you were here on the show.

Well, it’s been a few years. Currently, I am the director at SV architects and we are a global architecture – firm, headquartered out of San Francisco, but we have offices in Miami and Shenzhen and in this role I oversee all of our strategic business development plans, marketing and public relations. So tell me what goes into a strategic business development plan, first and foremost its defining your core practice areas.

When I came on board, we sat down and had planning sessions and decided, you know what do we do and what don’t we do from there? We have began to rethink our multifamily practice. What is mixed-use, what differentiates us from our competitors, such as CRT KL? What markets do we want to enter? We decided to put a more comprehensive plan together for entering the Asia market. He opened an office in Shenzhen in 2014, but you know it was sort of you know.

Touch-And-Go about you know what is China? What should we be working on? What kind of clients should we go after? What’s our core offering and a big part of this is always fee, you know how low do you go, what you know, what makes sense and what doesn’t so, that’s kind of what we’ve been doing from a business development standpoint and then from there transitions, naturally to Marketing you know: do you create a one size fits all plan, or do you have a different core marketing area, our practice plan for Asia versus Latin America versus them, the least? So when you talk about going after potential clients, tell me what that looks like first.

It’s doing your homework, you know a lot of people, we’re not a large, firm or a midsize firm, which makes it challenging in some ways, but there’s a lot of opportunity. We don’t divide our studios across the globe. All of our work comes from San Francisco or Miami, so you know we don’t have a studio director running Hongkong, creating Chinese specific collateral or articlegraphy or a business development plan.

So that said, we need to really define you know who’s, the team’s. How do we best operate? How do we service a client in China when we’re doing all the production work in San Francisco? You know Chinese Chinese clients love the fact that they’re getting an American architect, but we also need to be conscious of the fact that we’re working and operating on a different time zone. So how do we accommodate that and how do we make the fee? Make sense from our end, how do you find that these contacts are established when you don’t have any contacts to start out with? How would how would you recommend that a firm would go about breaking into a new market sector? Well, we do a lot of research on the projects that we’d like to work on know.

We have a team of let’s just take our mixed-use practice and we sit down weekly and review all the new projects we see in the media and what kind of aligns with our interests and our expertise and from there we reach out some of its cold calls. But you know it’s a it’s a small industry and it’s getting smaller and smaller with all the new mergers and acquisitions, especially in the hospitality space with the Starwood mergers.

The players are moving around, but they’re all under one umbrella. So it’s really keeping track of the people that you once knew and where they now the developer groups, we see a lot more projects being funded by private equity. Instead of REITs, we prefer to work with the private sector. So really it’s keeping track of your black book of business and keeping track of the recent murders and acquisitions keeping track of market trends and where the money is and then keeping track of the new projects that align with your core practice areas.

You know an initial phone call to establish this, a cold call to establish contact with someone who generally makes that call in the firm. I make a lot of the calls and our board of directors makes a lot of the calls. So you know we have a couple people who kind of spearhead our mixed-use, so it would either be myself or in this case marks off. If it’s hospitality, you know a phone call from our president moves the meter a lot more than I think anyone else.

But if that’s the case, I really like to prepare Scott here’s the background on the client. Here’s the projects that there are in the pipeline and maybe projects that aren’t published yet and clients really like to know that you’ve done your homework on them and not just fish through their website and then also knowing how all the players connect um. You know you might have a second-degree connection with the Director of Development, but you know you might want to actually reach out to the managing principal or the CEO of the brand directly.

So knowing where all the while the players are and where everyone matches up and then previous experience, you know a lot of times, people forget to Cole, they’re, architects, background or prior background experience. For example, we just opened up an office in Vietnam. Well, we don’t have a history in Vietnam, but we do have architects who do have five or ten years of experience working in Vietnam, so figuring out, who should be in on those initial calls is really important, and what would that and what would you say during An initial call like that arjan, if you were going to call up someone out of the blue, I start with telling them that I admired their portfolio and their leadership in the industry, and you know be specific people don’t like cold calls.

Everyone likes to buy, but no one likes to be sold so tell them exactly upfront how you would add value to their portfolio if there is a mixed-use project and let’s say Texas, Texas is very fruitful right now, but they generally don’t hire california-based architects so tell Them that you saw X Y & Z, launched in some kind of PR capacity, and this is you know, X, Y & Z, for my portfolio that aligns with your interests and exactly how you would add value.

So if you notice they’re in concept but and they’re just going through the entitlements, talk about how you might rethink their master plan and how you might create a more vibrant retail space or how would you you know if they’re looking at retail anchored developments? Well, we’re not we’re in kind of an anchor — less world right now. So how might you make a truly mixed-use space to create an 18-7 experience for their users? You know people like problem solvers, so that’s how we ourselves now is where strategic partners with their clients and we’re also problem solvers, not just designers.

Okay, now, on that phone call, are you walking them through some potential design solutions? Or what would you be saying personally Arianna? That is what I actually do, so I set it up with a qualifier of what as our experience and then I actually throw out some freebies. You know I’ve looked at your master plan online. You know there’s an absence of peekaboo moments. You have a lot of commercial space, let’s say an office space Class, A office.

But what are you going to do you know and all throughout the day you know it’s only busy in the morning during lunch and then when people are leaving, but then you have all this dead space and your real estate on the weekend. So why don’t we create a park setting? Why don’t we integrate some F & B into the scenario same thing with a hotel? You know someone may say: well we want. You know this amount of convention space.

Well, that’s great, but what happens to all those moments? On the off season, there’s nothing worse than walking into a mausoleum of a restaurant and having it empty people like to travel year-round, but there are offseason. So how do you mitigate these risks from the development side and for the brand side? You know they really look to us to maximize their ADR and their revenue capacity. So so on that phone calls, you generally have a little mini kind of elevator pitch that you give them.

How does how would the actual call go? Well, um. The nice thing about our firm is, we are established, so there is a brief elevator pitch. You know you should right off the bat tell them what it is that you know you do. I always start with the. Why I think that’s more impactful. Why do we do design? Why are we here? Why are we in this space? Then you can tell them how you do it, how you approach design and what are some of the design solutions, you’ve provided for clients, and then you tell them what you do the? What you do is really what a lot of different architects do, but I think what differentiates you is that why and how? So that’s what how I always position our elevator pitch.

So let’s say you had a good initial phone call. What’s the next step that you’re looking to take be proactive, I think a lot of service providers. If you will forget that your target client is busy so follow up and follow up frequently and keep them informed of new work that you’re doing and new relationships that you build, especially you know in these large-scale hospitality projects. You have your initial client who hired you, but then they’re, bringing on financial partners and development partners along the way, and you might not know all the different players coming on online.

But again it’s a small pool, so you know consider every relationship is going to come back to you at some point. We have a destination branded residential project right now and we’ve now one of the development partners. We’ve worked with probably three or four times, but he wasn’t on board in the beginning and we actually made the introduction, which is something that sets us apart. Is we actually try to introduce clients to other partners who add value to the project, so part of that is in elevator pitches? We know all these players and we can assist not just designing the architecture but helping you build.

Your brand identity help you with positioning of your project. We can introduce you to the appropriate brand for this, and, if you know, debt financing is something that’s needed for this project. We also know these different equity partners and how to negotiate those contracts with them. Sets us apart, okay, so you talked about following up over time staying in touch letting them know what your firm is doing.

Let them know you’re aware of what they’re doing, just in terms of that one. Let’s say that first cold outreach contact phone call. What is the is there an ask there from your side? Is there something that you’re asking for? Is it just sort of a get to know? You call tell me about that. I don’t think they get to know. You calls are that informative and everyone does them. My ask is for an in-person meeting, you know if you have a zoom call.

It’s great. I told you what we do. You told us what you do and then you send an email of hey. I love to work together. If that’s it there’s a lot of other design firms that are thirstier than you are. I usually, if I do a cold call email. You know I’m asking for an in-person meeting and then I and then you go to them. If that’s, if they’re, not in your city and it’s that, if it’s a project that you want or a client, you want to work with and if you are in the room with the client and you walk them through a brief presentation that shows you know kind Of the top five projects that speak to their portfolio and also go over a case study of a real project, you have on the boards and real opportunities and constraints that you are going through with a client and then you make yourself physically available.

Then you’ll get that client and you’ll close that deal and you’ll build a long-term relationship, because what people want out of their partners is communication, so we talked about this is very tactical, I’m just kind of getting that out of you already on it. Let’s jump back in the more strategic sense of marketing business development, what are you seeing as the foundation for having a really effective business development program? Well, good business development allows a firm to profit by doing something that is tangential to their core mission.

Sometimes the profit is so good, it becomes part of the core mission other times it supports the brand and sometimes just makes money. But I tell people that you know you need to really examine where you can be positioned in the market. There’s kind of two ways you can look at business development and your resources. You can spend your time and your money looking for new projects and you meet, but if you only focus on that one part of your core business, it might not occur to you to consider partnerships, licensing, publishing mergers or other profitable arrangements for a long time.

We look solely at architecture as our core business and and about a year and a half ago we launched what we call creative services. We actually offer brand and marketing services to clients. You know we’re going through the design, charettes and the workshops and all that helps inform the architecture. Why not assist them with creating their brand messaging? So we have staffed in-house, very talented, graphic designers, storytellers articlegraphers.

We actually help clients create branded lease and sales collateral. Articlegraphy virtual reality anything that they can do to help position their project. That’s a luxury condo. We help create all the sales collateral and those initial articles, so they can actually help pre sale their units while we’re building it. We help mixed-use centers, get their their sales and leasing strategies in place, so they can actually why they’re building it they can go to a conference such as ICSC, recon and actually secure tennis.

You know you never want to be a shopping center, that’s open and has no tenants. So we do everything with that. We we have our own in-house virtual reality service and that really helps move the meter with the branded hospitality projects. It’s all about storytelling and the experiences that you service will provide. I know you’ve you’ve pushed article. You guys do a great job doing article. What are you seeing there in terms of virtual reality article? How is that affecting the landscape for marketing and presenting architecture? I think media based marketing is the norm.

Now you know print collaterals. Fine imagery is fine, but everything’s becoming gamified. So you need to provide you know. People want to see, thought leadership on camera. They don’t want to just see an animation. They want to see people talking about exactly what you were. You were discussing with those sort of cold calls. You know first pitches. They want to see your face. They want to see a tour of your office.

You know for a lifestyle article for a hotel. A lot of these articles have nothing to do with architecture. You know rosewood has phenomenal articles, but little do you see an actual building? It’s about the lifestyle, how you’re going to feel when you’re there? What kind of experiences are you going to take home, and how are you going to translate that to friends and family and I think that’s changing same thing with virtual reality? People want to see feel touch the space.

It’s becoming much more experience. We driven much more animated and this is kind of it’s not a trend. This is just the way that the industry is progressing. The Rosewood articles are those online where we could post those and let our subscribers see those mm-hmm. Can you send me that link we’ll include that in the show notes, arianna awesome? So let’s, let’s talk a bit about the PR now you also, you also are involved in overseeing the PR efforts.

What goes into a successful public relations plan. Oh publicity is the act of getting inked. It’s getting unpaid media to pay attention right. You up point to you run a picture make a commotion. Sometimes publicity is helpful. Good publicity is always good for your brand, but it’s not PR. Pr is the strategic crafting of your story. It’s the examination of your tactics, your services, your interactions in the world, and this determines how people are going to talk about you and my experience.

A few people have publicity problems, but almost everyone has PR problems, and this is something you need to work through. First and part of this is just the story, I think everyone knows what they do, but I think when you actually start to ask leadership teams, why you do it and how you do it? That’s where the message sort of falls apart and that’s really what clients are thirsty to hear, and they want to understand that when we go to these first client meetings, you know they want to understand your vision like how do you approach these designs? You know if, if you look at a lot of the mission statements on architects websites, they say we’re a global architecture firm and we do the these kind of projects and hire us, and that’s really not compelling, and it doesn’t tell me why.

You’re different from any of the other ten websites I just went on so that’s you know, business development is really defining what you want to do and how you need to do it. You know be true to your feet. Overheads are real concern for mid and large sized businesses so decide what you’re going after and what you’re not create supporting marketing collateral. For that and PR is your public voice. So you’ve made a differentiation between publicity and PR crafting the story, public relations, and you said that you see a lot of mistakes or missed opportunities in terms of the public relations walk us through that a little bit more.

What does it look like when the firm is telling a story are being differentiated from their competitors in the marketplace? We, I noticed a trend, it’s easy to call. You know biz now or Architectural Digest or Wall Street Journal and say hey. We have this new hotel. We have this new mall, will you write a story and they go sure great. You have a 15 minute call and then also then there’s a story and you read it going: that’s not our firm at all and that’s not even how you spell my name, and you know you put my rendering against someone else’s firm name.

So our strategy has really been to build relationships with editors. They need coffee and they need a lot. The churn and PR, especially with the advent of digital marketing, is high. So what they do is they send me the questions and we write the answers that way. You can really tell the story of your firm is: who is the team involved? What does everyone’s role? Why your approach to design is different? It takes a lot more time, but it’s a lot easier to do that than it is to have a misprint or just a blurb.

In a magazine you know we’re. Architects were in the business of building, but we’re also in the business of branding and placemaking. We tell stories and create experience and we design to create meaningful human experiences experiences with emotion, purpose. These experiences changed the way people think feel and play in our spaces, and I think, that’s very hard. On short, 15-minute calls or quick interviews of send me some images and a tear sheet on a project.

You need a lot more background to tell people why your business has been doing what they’ve been doing for 60 years and I’m intrigued to be working in a place where architecture is just one piece of the puzzle. We factor in branding communications, the digital technology, to create a more compelling and intriguing proposition for clients. When you talk about that more compelling proposition, are you referring to the the added value services of branding click, creating the sales collateral? All of that, or is it something else that plays into it I mean really placemaking is what’s moving the meter for our clients.

You know, brands are evolving to better compete and especially with all the mergers and acquisitions and new brands. Some of these major brands need to retarget who their consumer is. You see a lot more retail brands and F & B brands entering the hotel space. You know kind of the days of just ritz-carlton and Four Seasons being the ultra luxury or over. You see brands like Six Senses emerging in a Monde.

So how do you differentiate your brand and compete? What we saw is kind of an outcrop of the Starwood merger. Is this kind of redefining of luxury, and so, as brands are rethinking how to compete in this new space, we need to assist them with their stories. You can build a building a hotel tower, but if you don’t really think about how the landscaping the interior is the placemaking, how you’re moving people space to space and then the story that you tell about the hotel, it’s just going to be another structure and I Think I think the discerning traveler is looking for more, whether it be a hotel or a shopping center.

You know we’re seeing a lot of malls being demolished now we’re rebuilding them as lifestyle centers. It’s not about shopping anymore. It’s about what you do while you’re there. The entertainment component, the restaurant component, retail, is just one part of it, and so I think clients look to us to help them understand this synergy of well program spaces with the story of place making. What would you say has been your biggest challenge in terms of marketing and developing business in the architecture industry? I think it’s a it’s slow to evolve.

You know, architects are very good at architecture, but very few of them have any experience in marketing and public relations. It’s hard when you’re you’re profitable to change the ways of the firm it’s hard when you’re successful in one domain, such as design to change anything that you’re doing but architecture is just the building. You know you can create spaces. You can tell people why the program needs to be retooled another way, but when people are looking for more, I think marketing is less scientific.

In many ways you have to be flexible. You know when you submit your permit, set and you’re going into at entitlements. You know, there’s it’s very scientific and very logistical on how you put together a building marketing. You have a plan, you have your strategy, you have your tactics and then, in six months a brand goes under or it gets absorbed or something happens. You need to be able to maintain your strategy, but change your tactics and I think, that’s very hard for some people to pivot every six months.

If need be, what are the tactics that you’re seeing right now that are, shall we say, cutting edge or that you’re? Seeing that are working so one thing I did is a full audit of all of her marketing marketing collateral, and I noticed when I started. We had these very long kind of corporate internal brand articles and in in many minutes, and in many words they told you nothing. I did an examination and went well.

You know only about a quarter, only half the people that actually got any of the messaging right. So our signature stamps, for example, we always had a link to a article great well after a year only about half the people we emailed even clicked on the article link and of that only probably a quarter of them even finished article, so from kind of mining Through all this data for different things and our digital marketing and our print collateral, I realized our articles are too long.

They need to be 60 seconds. What’s the point of making something someone’s never going to finish, they need to be more compelling in the first 20 seconds. You need to tell people exactly why they should be reading it. You know they’re not going to wait a minute in and go well. This is nice, this is pretty. The music sounds good. You know people have a very short attention span. You need to tell them why they’re there and why it’s important to them quickly and you need to needs to be context appropriate.

You know people like kind of going back to the gamification they like to be entertained. They don’t want to have to seek the entertainment, so I think people need to rethink the imagery that they used. You can have a great project, no low resolution, imagery you need to get rid of any imagery photography renderings that are not compelling to a non architectural audience. I think that’s the big differences, a lot of Architects market to other architects and not the consumer world.

So we actually been going through our renderings now for very interesting projects, but they weren’t market ready, renderings. So now, we’ve actually worked with new renderers and we have very captivating vibrant renderings for our mixed-use sector and we’re doing the same thing with our hospitality. But you always have to remember who your target audience. Is I’m not looking for an architect. I are me, I’m looking for a developer or I’m looking for someone who’s, not in real estate, but they they are working in the real estate sphere.

You know we see a lot of tech money that wants to invest in real estate, so you need to speak to them on their level and for you, when you talk about the renderings, what does that look like speaking to those different groups on their level? How those? How do those, if you were to describe those for our listeners, since they can’t see them unless they’re reading the YouTube article? Of course, what would what would the differences be in those kind of renderings? Well, if you’re taking a mixed-use project, for example, we have a project in Omaha right now, it’ll be about 1.

9 billion dollar mixed-use redevelopment as a lifestyle Center. On one end, it’s anchored in sort of a retail power center and, as you move through you get into more of the lifestyle, pedestrian scape and then on the other end is residential. But if you’re taking a mixed-use projects, for example, you have renderings it’s not about the architecture, only that’s great, but it’s about the lifestyle. People need to see a person in the rendering and go well.

That could be me, so you, the lighting, that you use the people that you place they matter. People need to visualize, it’s like an aerial photograph of the place once it comes online. People need to look at it and go wow. I wish I was there. It’s amazing to see photography of restaurants and hotel lobbies with no people there bare and they’re stark and I’ve. Never. If I saw a restaurant like that in real life I’d never eat there it’d be strange to walk into a huge restaurant with no people.

So when we’re curating our photography, we do lower light. We make sure there’s people at the bar people are engaged. People are smiling. You know we’re we’re very cautious about the people that we put in our renderings again, it’s you’re telling the story about why someone wants to be there. Why should you should travel there? Then you show the worst representation of the project. So again you can have your noir renderings and your photography for a developer.

You can have them for an editor. You know certain Edie, you have to know your audience and who you’re creating collateral for awesome. What haven’t we talked about in terms of what you’re doing now, Arianna that you think you’re excited about, or you think that we should be talking about. I’m excited about launching this creative services and really helping our clients craft and execute on a brand positioning strategy for each of their assets.

You know it’s great to work with them in that sort of pre development feasibility stage, where a lot of times we’re in there helping them introduce be introduced to brand partners development partners. You know we’re helping them move the project into a phase where we can do the architecture, but then helping them bring that project to market in both the literal sense and the built form, but also in the story helping them craft, their press releases their collateral.

The articles it’s great to see a project article online we’ve created them articles for clients to show planning departments, so they can get approval for a project we’ve seen it on. You know the clients website, so they can actually sell a product, but for us carrying the vision from the beginning. All the way through the end is important to us and we’re excited. Sometimes we work with brand partners that clients bring on, but we very much like to be part of the entire nuts to bolts process all right.

Well, thank you, Ariane. It’s been fantastic, having you back here on the business of architecture. Thank you, and that is a wrap to discover more about the process for creating a better firm with less buyers and more fun. Go to business of architecture. Comm forward slash freedom webinar on that page you’ll be able to register for a free online training on how to create a firm that empowers your staff and is set to scale without chaining you to your desk to discover how to market your firm to win better Projects and clients you can sign up for my upcoming design, firm marketing training at architect, webinar comm.

Today’s podcast is sponsored by BQE core that all-in-one firm management software core helps. You manage your projects and your finances to create a profitable and impactful firm, get a free trial at business of architecture. Comm forward, slash demo. The views expressed on the show by my guests do not represent those of the host, and I make no representation. Promise guarantee pledge warranty, contract bond or commitment, except to help you conquer the world.

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Got Products To Sell On Amazon But No Business? How Business Development Coaches Can Help

This Airbnb, it’s beautiful, super excited about it. We got a ton of to do today, they’re going heavy on filming making that content for y’all, because it’s important to us this cars pretty dope, I would buy it to maserati ghibli. I would definitely not buy it. I think it’s definitely overpriced it’s. It’s got just crazy pick up like crazy pick up, but the inside it’s like, like a low-end dodge model like a Dodge Dart like the like the window mechanism.

Just like it’s definitely it doesn’t feel like an $ 80,000 car. I would not purchase this car for myself, but right for a few days absolutely so Sebastian went for a run to the beach. It’s about thirty five blocks I slept in. I had some crazy dreams. Last night yo Terry right, I just don’t know what I’m talking like it. I don’t listen. I I have a. I can lucid dream so, for anybody does know featuring lips, lucid dreams where you can actually you’d actually control your dreams so, like I can be in the middle of a good dream.

Wake up, I’m 200 feet, get a dream. Go back to sleep finish that dream! It’s pretty cool, but I also have the ability to finish terrible dreams as well, which is an asshole, but I usually choose not to finish them by staying up, but last night I had some terrible dreams. That’s like it’s! Alright, you know dreams make me really think about life and like where what I was thinking about before I went to sleep where my head’s at because I have a firm belief that I can.

I have some control over my dreams. Well, yeah. The meetup is tonight crazy, crazy excited about the meetup we’re all going to at least it’s tons of people show um. I kind of feel that doesn’t people show up just by the overwhelming response that we’ve had so that’s exciting. We love to be with you. I’ve been hanging out with you. It’s really why we do this stuff. That’s why we’re out here so the meetups, probably around 6 7 p.

M. Tonight Pacific Standard Time or go to just hang out talk business. I’m talking Amazon growth. What we teach is how to build a viable Amazon business, because anybody can sell on Amazon. I’m talking anybody, you can go to your local book sale purchase some books start selling those on Amazon. You go to your local of discounted store, Marshalls TJ man thanks Ross, buy some stuff to sell on Amazon or Ebay I’m.

So anybody can do that right but like what we teach is how to build a viable business around selling on Amazon. So you can get to a point where you have dozens of employees. A large warehouse and like selling on Amazon goes from a side hustle to a full-time muscle. That is the name of the game for us: how to teach you to build a successful business around selling on Amazon. Now, if Amazon is just something you want to do as a side hustle that absolutely we we teach that as well, but our specialty is building Amazon businesses.

We analyze profits right, we’re warehouse, optimization the whole nine. It’s so in-depth! It’s it’s so exciting! I love it! You know sometimes I get overwhelmed when we take on a bunch of new clients, because it’s very time consuming a lot of time with these clients you know, but then, like after our one, I’m just so amped up. It’s like anything in my life like even going to the gym or starting a new blog.

The first couple minutes. First, 10-15 minutes: oh man, another one of these or another day at the gym, and then you know after I’m into it, I’m ready to rock ready to roll. I’m just feeling it to see myself living out here. My brother used to live in San Diego. So I spent a lot of time in California love it out here. It’s beautiful just the whole feeling damn bro, you went to the triathlon run over here check this one out the money.

Another amazing business trip in the RAF’s thousands of dollars spent on travel those dozens of relationships. Just amazing meetup was good, sober consultations right really good, really good, and here we are at the LAX airport about to miss our flight. That’s how much I love you willing to this looks like for you now. If that’s not love that I don’t know it is good. Annie. You

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Shifting From Project Manager to Business Development Manager

I have with me Miranda Patton, a Civil Engineer, turned Business Development Director Miranda have had an interesting career to date. I Want to ask you what has been the biggest shift or career jump for you in Your progression so for me I would say the biggest shift has been from being a Designer and project manager and then moving into a marketing and business Development role in engineering I felt very comfortable.

I was secure. I knew how To deliver projects, I knew how to communicate with a client, maybe on a One-On-One an interface, an interaction and shifting over to business. Development, that was that was sort of an the opening where I saw how the process From finding work, winning work and then delivering the work, how that all came Together and for me, I think that was the the biggest shift.

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