PROCEDIMIENTO MODIFICACIÓN PRESUPUESTARIA DE LA UNIDAD EJECUTORA 205

The most successful businesses are often based on a few long-term key accounts. The effort put into serving these key clients generally includes a high level of liaison, continued service and above all a good depth of understanding about a client’s business and plans. A strong personal relationship can help enormously and it is wise to ensure there are a number of personal links throughout the businesses.

Creating a key client list requires careful research to identify likely clients, preferably by building up a database of information, including relevant people, their current and future projects, and contact details. There have been many changes to the Data Protection Act in recent years which restrict the use of unsolicited marketing for selling purposes (see www. ico.gov.uk/ for_organisations/topic_specific_guides/marketing.aspx for further advice). Lists can either be purchased, or built from individuals and organisations met at networking events, by referral, etc.

When approaching clients it is important to use their language, or at least a universal one, and to work out their approach to value. CABE has identified six ‘value types’ and any client or any project will lean more towards some than others. These are:

• exchange value • use value • image value • social value • environmental value • cultural value.

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The RIBA has produced a Value Toolkit which is free to members and helps when using the value types to pitch appropriate skills and identify the best projects from a portfolio of work to use as examples. The toolkit can be found at www.architecture.com/RIBAMembership/LoginToMembers- onlyArea/MemberServices/ProfessionalSupport/ValueToolkit.aspx. Approach can be by telephone, fax, email or letter. Mailshots and e-shots are ideally targeted at a particular individual or group of individuals, and it should be clear to the client that the practice is aware of their background and that they have been approached for specific reasons. Such a move might spring from a casual introduction or social conversation, or be generated by reliable intelligence reports, or simply be a routine follow-up to earlier commissions. A practice brochure, regularly updated and capable of being assembled with a particular interest in mind, is an indispensable marketing tool in such situations (see Section 5.5.4).

An alternative method is to identify a potential project, for example to prepare proposals for developing derelict or under-used land, or finding new uses for redundant buildings, etc. and then to target specific clients on the strength of the proposed scheme. This could be a speculative move, which would create interest from firms known to have sympathy with such initiatives (e.g. contractors, developers, conservation bodies). It might be a loss leader and would need to be kept under tight control, but it could generate some welcome publicity and spin-off benefits.

If the practice has invested in the development of specific expertise in areas of topical concern, this will be a great help in directing the approach. This could be in an operational respect (e.g. as sustainability/energy consultants, planning supervisors, specialists in upgrading premises to health and safety requirements, specialists in adapting buildings for disabled access). It could also be in respect of building types (e.g. health centres, housing association work, building conservation, community architecture), particularly where these respond to current political strategy or seem likely to feature in funding programmes.

The architect may no longer be the first point of contact for a client considering investing in a building project. Bearing this in mind, it may well be wise to broaden the catchment from commissioners of building projects to include other members of the procurement team.

The architect could approach a contracting organisation, perhaps offering a package approach – preferably design-led. Such a partnering could broaden the client base, but needs close control. It could also extend to working with construction management contractors. Many contractors are the lead organisation in putting together bids for PFI projects, and may

consider approaches from practices that can demonstrate special skills or a track record in particular building types. Careful research, particularly on the internet, will identify contractors that are likely candidates.

Another method is to approach other construction professionals, lead consultants or project managers, to secure a sub-consultant’s role. This could result in longer-term relationships. Simply working as sub-consultants to another firm of architects might be expedient, but the work is likely to be unpredictable, needed at short notice, and accompanied by considerable pressures.

Alternatively, many consultants group together to put in joint bids for projects. Careful research will pay dividends as it will enable the practice to demonstrate a clear need for the specific contribution the practice can make to the team. Before making any approach it is important for the practice to become familiar with new forms of procurement used for larger projects, and to be clear as to what terms of appointment it is prepared to accept. If in any doubt as to the proposed arrangements the practice should take legal advice.

5.5.3 Advertising

One of the initial promotional tools to consider is to become accredited as an RIBA Chartered Practice. This gold standard accreditation is a mark of quality which assures potential clients of a practice’s business effectiveness and service quality. RIBA Client Services maintains the UK Directory of RIBA Chartered Practices as a fully searchable web directory and uses it to match the client enquiries it receives to a suitable practice (www.architecture.com/ UseAnArchitect/Directories.aspx). The criteria for RIBA Chartered Practice accreditation are listed in Section 2.9.2.

The UK Directory of RIBA Chartered Practices is also published annually in hard copy format and is sent to some 5,000 clients or potential client bodies. It is also the first port of call for potential clients seeking architects’ services.

Information on becoming an RIBA Chartered Practice can be found at www.architecture.com/JoinTheRIBA/Practices/WhyJoin.aspx or by contacting the RIBA Membership Services Team on 020 7307 3800 or emailing [email protected].

In addition, some RIBA regions publish regional directories, and if practices wish to be listed they should contact their regional office. The print and online editions can include expanded entries which, for a fee, can include images and descriptions of a practice’s work.

RIBA Client Services helps clients to find an architect by providing a shortlist of practices suitable for the type, size and location of the project under consideration. The practice should be prepared to respond immediately to any enquiries from clients, and should develop a practice policy for dealing with such enquiries as part of their marketing plan.

Advertising can also be placed in trade magazines such as Architects’ Journal,

Architectural Review, Building Design and Building, or more sector- or region-

specific titles depending upon the nature of the work and what potential clients might read, i.e. for developers in the commercial and private sectors,

Estates Gazette and Property Week are the key publications.

Investment in advertising needs to be carefully considered. It is generally costly and measuring its effectiveness is difficult. Points to consider when assessing an advertising opportunity are:

• If you have been contacted by a publisher to advertise, it is generally in their interest that you advertise, not yours.

• Most publications are now ABC audited, meaning they must state what their circulation is.

• Make sure the audience is appropriate to your objectives.

• Make sure your message/images are appropriate to the publication and your audience.

• Always make sure there is a response opportunity (i.e. your website/ telephone or email address).

• Ensure the image quality is as high as you can get. Print production is of a very high quality and will highlight poor quality photographs. Most publishers will have specific guidelines for image/graphic quality. • Do you have the skills in-house to design an advert? Print advertising in a

popular journal is a different animal from designing buildings, yet many architects attempt home-grown adverts. If you are investing in the space, make the most of it by getting the best imagery, copy and layout available. Good advertising follows four simple principles:

• Attract attention by standing out from other adverts within the publication through strong imagery. This needs to be instantaneous.

• Interest – maintain that initial attraction through clear copywriting and more detailed content.

• Create desire by how you portray your skills and services.

• Always leave a ‘call to action’ – contact details that interested parties can use to follow up on what you have promised.

A note on photography: often in the rush to get a project completed and handed over, taking photographs can be overlooked. But good-quality

photography is essential to future marketing, as not much can be done to promote the work of a practice without it. Like advertising, photography can be costly, but considering the investment made in a project, one single high-quality image can be used in adverts, brochures, websites and press releases and will more than pay for itself. It is also worth discussing whether a client or other involved consultant will either provide their images or split the cost.

If a photographer is to be appointed, they need to be briefed well on the shots required, and given specific design details. A good architectural photographer will know their way around a building, arrange the shots and remove unwanted clutter. Most also offer a post-production and artworking service that can clean up shots and remove unwanted objects that often occur as photographs are often taken pre-practical completion when landscaping is incomplete or plant and contractors are still on site. Good architectural photographers can be found in the magazines noted above or online. Always review their portfolio before commissioning as it is important to ensure their photographic style meets the needs and expectations of the practice.