PROCEDIMIENTO REPROGRAMACIONES FINANCIERAS INSTITUCIONALES

Press coverage can be a very useful way of obtaining publicity for the practice. The first step is to obtain the client’s agreement to publishing the project. They usually have no objection, and may even contribute if they feel the publicity would benefit their business. The next stage is to identify a possible publication. Architects tend to focus mainly on the architectural journals, as coverage in such journals carries status among their peers. Articles about specific projects or about the practice in general are, of course, a useful marketing tool, as offprints or good-quality copies can be sent to existing or prospective clients. However, it is worth considering other publications, such as local press, technical journals or business journals, as these may reach a larger number of potential clients than the architectural press.

Any approach to the press has to bear in mind the agenda and needs of the publication targeted. It may be that the scheme is of particular interest locally, or that it exploits new technology that would interest a particular trade journal. It helps to have a specific ‘angle’ to interest the editor, and it is essential to have a clear summary of the key information readily to hand that can be submitted at very short notice. Practices might also wish to access the RIBA membership service ‘Media Matters Toolkit’ on www. architecture. com/NewsAndPress/PressOffice/PressOffice.aspx.

5.5.8 Resources

Layered across the marketing plan are the resources that are required to implement it and run the business efficiently and effectively. Things to be considered are:

• who will do it;

• how much money can be spent.

If the strategy has highlighted the key objectives and approach to achieving them, then this will give an idea of the necessary investment required to help obtain it. This is the marketing budget. A marketing budget should take into account the hard costs (material production/advertising costs, etc.) and, if appropriate, the time input of salaries of any full-time staff or the agencies involved. If it is not possible to achieve everything in the plan, it can be adjusted to suit the budget. As a general rule, most practices spend between 1.5% and 3% of turnover on their marketing budget.

5.6

Did we achieve our goals?

The final stage of any marketing plan should be the measurement of activity, reviewing success and failure of the plan as a whole, and building in a response for the future.

Provided that SMART objectives with specific deadlines and time frames have been set, and that the plan had a one-, two- or five-year lifespan, there should come an obvious point by which time actions are completed and objectives either achieved or not. If the practice failed to meet some objectives, it may be that circumstances changed during the life of the plan, or that they were too ambitious initially.

The point of this phase is not to be critical, but to refine future plans and actions and to learn which actions were successful and which were not. However, it is worth noting that a marketing plan is not a piece of paper but a live series of actions and events and whoever is responsible for delivering the plan should be maintaining supervision on its success throughout the year. Consider therefore quarterly updates to tie in with Partner or Board meetings to demonstrate success and also warning signs of areas that are not progressing as planned so that responsive action can be taken there and then.

Questions that need to be asked include: • Is the overall programme being maintained?

• Are the right staff, in the right numbers, being used? • Are they performing their tasks effectively?

• Is the budget set at the right level?

• Are the promotional aids sufficient and of the right quality? • Are presentations well prepared and executed?

• Have the right targets been identified? • Is action being taken to address future needs?

• How effective are the marketing tools and techniques? • What are the quantifiable results so far?

The long-term implications of the results will need to be evaluated to allow forecasts of:

• future workload and staffing;

• any change in financial commitment; • the kind of marketing required in the future.

The results of this control phase can then be re-applied to the subsequent marketing plan, informing actions required and feedback regarding opportunities and market trends.

5.7

Pitching to clients

Once your marketing and PR activities have brought you a potential commission you will undoubtedly at some point need to make a presentation, either on your practice and its experience or to communicate your ideas for the project. The following five pointers will help you secure the commission:

1. Prepare

It is critical to prepare thoroughly. Some experienced presenters reckon on one hour of preparation for every minute of presentation time. Also, you need to know as much about the background to the project and the building type as the client does. Other than having the right experience, you must demonstrate to the client that you have the right attitude and care enough to deliver them value and creativity. The project must be as important to you as it is to them. Ask questions and centre the pitch around their needs, keeping it relevant. Don’t focus too much on you – other than the project itself, show them you know about their business, competitors, history and goals and what is important to them.

2. Preconceptions count

By the time you stand up to speak you have already missed your greatest opportunities to influence the outcome. These include correspondence before the meeting, the way you walk into the room and introduce yourself and what you say while you set up for the presentation. Take care to remember people’s names and use them when you say goodbye at the end. Don’t repeat them too often during the pitch as this can appear patronising. Consider what sort of organisation you are pitching to and act (and possibly dress) accordingly. Research shows that perceptions are enormously influenced by tone of voice and appearance, as well as visual imagery. Only a small proportion of the words spoken word are actually remembered in detail.