Designing an A/E Brand that DRIVES Selections

Brian M. Fraley Fraley AEC Solutions, LLC

1 Demystifying Branding .................................................................... 6

2 Perception is Everything ................................................................7

3 Carve Out a Niche ........................................................................... 10

4 The Aesthetics of Branding ........................................................ 12

5 What is Your Brand Voice? ........................................................ 16

6 Chiefs, Thought Leaders & Brand Champions .................. 17

7 Keeping Your Brand Promise .................................................... 20

1

INTRODUCTIONThe way clients perceive professional services like architecture and engineering has evolved. As an esteemed professional designer, you once stood proudly on a stage as an educated and highly skilled professional. You commanded the ultimate respect. Branding was not something you thought about. Your work and reputation were like a flywheel, generating new business…the lifeblood of your firm.

And then something changed. It was a pendulum shift of sorts. You looked around at a pre-proposal meeting and saw a sea of determined faces. You lost a project and managed to track down the coveted list of firms that submitted proposals. With prices. You cursed in disbelief at the numbers some firms had submitted.

Most importantly, your due diligence on specific projects started to tell you that owners were defaulting to the low price. There was an apparent smugness that they could not hide as they told you about the vast amount of interest in their capital projects. All indicators pointed to a market that was increasingly crowded with viable competitors.

Enter branding. The concept of branding has gotten traction with professional services firms largely because of its potential to keep them viable in a changing marketplace. If it works so well for Procter & Gamble and Coca-Cola, why can’t it affect the same positive change for A/E firms? It’s a fair question with an obvious answer.

This concise e-book will lay out the core components of designing and cultivating a brand that drives selections for A/E firms. There is no panacea for winning work in a crowded marketplace, but branding offers a systemized approach to creating differentiation and emphasizing your key selling points.

Read on for more insight on creating a brand that drives selections.

The concept of branding has gotten traction with professional services firms largely because of its potential to keep them viable in a changing marketplace.

Branding is a way to create an image that will differentiate your firm, decommoditize your services, and influence your client to select, and possibly pay more, for your firm’s expertise.

Demystifying Branding

Some A/E firms hear the term “branding” and mentally shut down. It is a term that is often misunderstood and dismissed as marketing-speak. You know that it applies to product-driven firms like Apple and Ford, but its relevance is every bit as important for professional design firms.

Branding is not just about a group of creative folks opining about how your color scheme will be perceived in the buyer’s mind or what types of text to use for your logo. And it is not just a logo or a color combination that you use consistently in your print and digital marketing materials.

Let’s break it down in a way that makes sense for A/E firms. Branding is a way to create an image that will differentiate your firm, decommoditize your services, and influence your client to select, and possibly pay more, for your firm’s expertise. Stated simply, the intent of branding is to develop profitable business.

So how can you DESIGN a BRAND that will drive SELECTIONS?

1

6

Perception is Everything

How are you positioned in the minds of your customers and prospective clients? In other words, what is their perception of your firm, reputation, and capabilities?

What often happens in the A/E sector is that a brand is defined by the marketplace even if the firm has made no conscious effort. Some firms do not even understand the concept of branding. Others deem it irrelevant. This is a problem because you have lost control of perception.

Some firms disregard perception. On the surface it looks like a gray area. A/E firms can’t measure its impact on the bottom line so they ignore it. The problem is that the perception of your brand will directly influence future selections.

Let’s say you’re a civil engineering firm whose practice has been built around bridge design. With every structure you complete, the perception of your firm as a “bridge designer” is reinforced.

You may decide that you want to expand your practice to include site design because the outlook for transportation funding has deteriorated. Your new clients will likely perceive you as a bridge design firm based on your qualifications, word of mouth, and all other past exposures to your brand. Perception is a tough thing to change. Like a hyperactive dog, you must always keep perception on a tight leash or it will run away.

Expanding into a new discipline is a tough hurdle for even those firms with hands-on, controlled branding efforts, but it’s even more challenging when your audience is left to form its own perception. Good branding should help to influence perception.

2

...the perception of your brand will directly influence future selections.

Your brand must be like an amoeba. Think of the nucleus as the core of your brand, which is not subject to change. It includes things like your history, your team, and the way you do business. The surrounding cell membrane is the part of your brand that evolves to suit the needs of your firm. It allows your brand to support new disciplines, territories, and mergers and acquisitions.

Perception is integral to the selection process. And it’s a complicated concept. It takes time, persistence, and consistency to mold perception. Some A/E firms think that a great proposal, statement of qualifications, or interview is the answer. None of these items, regardless of their effectiveness, can change perception quickly. You must be deliberate and consistent with your branding efforts to change it over time.

You must be deliberate and consistent with your branding efforts to change perception over time.

8

Generalization is also intrinsically tied to value in the mind of the buyer. It has everything to do with how you’re perceived by the client and what they’re willing to pay.

Carve out a Niche

Are you a general civil engineering firm? Are you a general architecture firm? There’s nothing wrong with that, but you’re running within a large herd. As human beings, we only single out the members of the herd that stand out. Your job as a firm is to establish differentiation. The best way to do that is to design your brand around a niche.

Picture this scenario. A client is faced with five proposals from general civil engineers. All have registered engineers and licensed surveyors; project-specific qualifications; an attractive proposal; a local office; and relationships with the client. When the competing firms stack up evenly, what other option does the client have than to base the decision on price?

Generalization is also intrinsically tied to value in the mind of the buyer. It has everything to do with how you’re perceived by the client and what they’re willing to pay.

Imagine that you are a facilities manager at a local college. You have just issued an RFP for a cafeteria expansion. Your administrative assistant informs you that, based on the amount of registrations for the pre-proposal meeting, you will need to move to a larger room. On the day of the pre-proposal meeting, you walk into a room and look out over a sea of architects and engineers that goes back 10 rows deep.

Every firm in that room has just been commoditized in your mind. In reality, that room contains both generalists and specialists, but the selection committee can’t make that distinction until the submissions are made.

Clients know that they can set the value of the project like a limbo stick, and one or more of those firms, will find a way to get under it. A/E firms have no pricing power when packed into a room full of competent, well-regarded, connected competitors. Specializing is the answer.

3

10

Become the architecture firm that specializes in adaptive reuse. Become the engineering firm that dominates residential subdivisions. Become the surveying firm that offers High-Definition 3D Laser Scanning. Become the planner known for its focus on New Urbanism.

There are many ways to carve out a niche. You can hone in on a specific discipline, project type, geography, or even adopt a unique technology. Narrowing your focus is the key to differentiation.

Some firms prefer to become a pure play within a certain niche. Tightening your niche to that extent can be risky and you may not be able to generate enough business to justify that approach. It is very powerful, but not essential.

Most firms will find that the safest approach is to develop a niche within a general practice. This does not mean that you can’t provide additional services. It simply means that your brand must be associated with its niche within the marketplace you serve.

Reinforce your niche on your website, social media, e-mail marketing, and through public relations and advertising campaigns. Most importantly, make sure your entire team is aware of your intentions so they can enforce the messaging at all communication points. Both external and internal perception are critical. Make sure that you truly own your niche.

Clients know that they can set the value of the project like a limbo stick, and one or more of those firms will find a way to get under it. A /E firms have no pricing power when packed into a room full of competent, well-regarded, connected competitors. Specializing is the answer.

The Aesthetics of Branding

The power of your A/E brand starts with appearance. Start by assessing your firm name and logo. Do they reflect your brand? Do they enforce your positioning in the markets you serve? In other words, are they reflective of the services you offer?

Your name and logo should complement each other and effectively position you within a marketplace. Having the word “architecture” or “engineering” is powerful. These words brand you more effectively than generic terms such as “Group” or “Associates.”

Many engineering firms have names that sound more like law firms, while some architects use creative names that sound catchy but have nothing to do with architecture. The wrong name can detract from the power of the brand, as well as your firm’s positioning.

Your logo symbolizes your brand, yet too many A/E firms take it for granted. You fret over a bad haircut that lasts for a few weeks, but pay no mind to the symbol of your team’s livelihood. Isn’t that ludicrous?

Think about your logo. How was it formulated? Did you hire a high school student that knew graphic design software? Did you pay an online service for a mass produced design? Did you scrap it together in house?

An effective A/E logo should be built on strategy. It’s not as simple as picking a color scheme and a fancy design. The logo must reflect your brand.

4

12

Treat your branded content like your blueprints and plans…with the utmost care and professionalism.

Here are some questions to ask…

■ Does the design properly reflect a professional services firm?

■ Do the logo, font, and tagline work together?

■ Do you have tagline, or slogan? If so, does it enforce your brand?

■ Is the logo original in its design?

■ Does the logo make use of a subtle creative visual feature to engage viewers?

Your brand should be reflected in all of your proposals, statements of qualifications, project profiles, and resumes. A client must see consistent branding reflected across your documentation, or you run the risk of losing the project to a client with more consistent branded content. Treat your branded content like your plans…with the utmost professionalism.

?Your logo symbolizes your brand, yet too many A/E firms take it for granted. You fret over a bad haircut that lasts for a few weeks, but pay no mind to the symbol of your team’s livelihood

14

A/E firms that focus on the quality of written communication have an incredible opportunity to achieve brand differentiation because so many firms are lacking in this area. You must create separation in a marketplace crowded with strong competitors.

What is Your Brand Voice?

You often hear about brand consistency as it applies to visual materials, but don’t forget about written communications such as public relations campaigns, proposals, SOQs, newsletters, social media, and even website content. Powerful brands must be seen and heard.

What is your brand voice? In other words, is your communication style formal, informal, direct, or passive? The fact that you have a consistent style is more important than the style itself.

If you produce written content in house, establish a single person to write, edit, and proofread all outbound or online documents. This individual should serve as a funnel for all external communications. Many firms compromise their brand by allowing project managers to send out flawed documents to clients and prospects. Firms that outsource work to a marketing agency or consultant should make sure that those parties adhere to your brand voice as well.

Technical professionals often struggle with verbal communication because their core proficiency is numerically based. The written word gets de-emphasized as a result. This is a problem because your brand is built on both visual and literal elements. More importantly, the various publics evaluating your firm are comingled with right- and left-brain dominant folks.

A/E firms that focus on the quality of written communication have an incredible opportunity to achieve brand differentiation because so many firms are lacking in this area. You must create separation in a marketplace crowded with strong competitors. This seems like an obvious concept, yet so few are capitalizing on it.

You emphasize quality control on the preparation of plans, the accuracy of surveys, and the quality of drawings. Why not practice that diligence when it comes to how you communicate? Written communications, like the design work you produce, either enforce or detract from your brand. Every document that leaves your office and ends up in front of a client must be scrutinized in order to design a powerful A/E brand.

5

16

Chiefs, Thought Leaders & Brand Champions

We have discussed the visual and written aspects of your brand. Now let us discuss your staff. There are three critical members of a team that can harness the power of your A/E brand.

Let’s start with your brand champions. Who are they? Are you cultivating, encouraging, and empowering them? These employees build your brand through their actions and positive word of mouth because they believe in your mission. They are the lynchpin that holds your business together.

Your brand champions are easy to identify. They are not clock watchers. They don’t hide in a cubicle. And they don’t limit their efforts to what they’re paid to do.

Brand champions go the extra mile. They are usually die-hard team players. They show passion for your firm and its brand. And their enthusiasm is evident in their communications with current and prospective clients.

Chiefs are the most powerful members of your team. Some call them Rainmakers. They’ve achieved an elevated position in your industry based on strong technical skills, business development prowess, and a well-known personal brand.

Chiefs are essential to your A/E branding efforts. Not only are they linked to much of your existing business, but they’re a magnet for new clients. Chiefs are coveted because they’re so rare.

Understand that these members of your team are intrinsically tied to your brand. Don’t make the mistake of viewing them as payroll or overhead expenses. Losing them can literally destroy your brand overnight.

Thought leaders are priceless. They occupy the same level as your Chiefs, but they bring a different element because of their ability to evangelize. Thought leaders, like Chiefs, are rare. They may not offer the rainmaking talents of the Chiefs, but they can spread the word of your brand to the masses.

6

Thought leaders are sought after because of their deep expertise and communication abilities. They write white papers and articles, present at industry trade shows, and attract media attention. Thought leaders are essential to your public relations efforts.

Make sure your thought leaders are supporting your firm’s brand. The nature of their outreach efforts inherently builds their personal brand. Go beyond having them associated with your firm. You must ensure that they are reinforcing your brand during every external exposure. Selfish or uncontrolled thought leaders will build their personal brands at the expense of your firm’s brand.

Understand that these members of your team are intrinsically tied to your brand. Don’t make the mistake of viewing them as payroll or overhead expenses. Losing them can literally destroy your brand overnight.

18

Your branding is in vein if it doesn’t connect with the needs of your customers. No logo, slogan, or advertising campaign can help you if you violate your brand promise.

Keeping Your Brand Promise

It is important to remember that branding is not just about your firm and its offerings. You can’t just create a powerful brand and go back to business as usual.

Your branding is in vein if it doesn’t connect with the needs of your customers. No logo, slogan, or advertising campaign can help you if you violate your brand promise.

What is your firm’s brand promise? In other words, what is it that customers can expect when dealing with your firm before, during, and after a project?

Consider this definition from renowned marketing expert Seth Godin: “A brand is the set of expectations, memories, stories and relationships that, taken together, account for a consumer’s decision to choose one product or service over another. If the consumer (whether it’s a business, a buyer, a voter or a donor) doesn’t pay a premium, make a selection or spread the word, then no brand value exists for that consumer.”

Your brand must be enforced at every touch point with a client or prospect from your CEO down to the administrative assistant. Too many A/E firms create a bulletproof brand, but erode its value when employees break the brand promise.

The brand promise is violated because the team has not been properly informed of the brand promise and how it translates to your firm’s official code of conduct. Sometimes it is caused by a disenfranchised employee with malicious intentions. Usually it’s about failed leadership and communication.

The brand must be enforced from the top. That means the firm’s CEO must explain and enforce it from his or her bully pulpit regardless of whether the brand originates in an internal marketing department or an agency.

The organizational chart has flattened out, but the concept of leadership remains unchanged. Your team will not empower the brand unless the firm’s leadership conveys passionate commitment and continual support. Treat your brand like an investment. Don’t just make a deposit and ignore it. The most powerful brands are cultivated over time. Do this and you will design an A/E brand that drives selections.

7

20

About BRIAN M. FRALEYManager, Founder, and Chief Strategist

Brian has been on the front lines of the architecture, engineering, and construction (AEC) industry for more than 20 years from the jobsite to the board room. His expertise includes marketing, public relations, editorial, and business development. The product of a multi-generational Philadelphia-based excavation contractor, Brian’s experience began during junior high school while working part-time at a niche construction advertising and communications agency.

He was responsible for writing and editing project stories, on-site photography, graphic design direction, printing coordination, video production, and virtually all aspects of running a small business. His knowledge of the construction and design sector was built over the next two decades at a civil engineering and surveying firm, regional trade publication, and statewide transportation construction trade association.

A former editor of Constructioneer Magazine and Highway Builder Magazine, Brian’s work is regularly featured in numerous local and national publications including Professional Services Management Journal (PSMJ), A/E Marketing Journal, The Zweig Letter, SMPS Marketer, Construction Equipment Guide, Design and Construction Blueprint and Site-K Construction Zone. His entrepreneurial spirit, focused experience, and lifetime passion for the built environment ultimately drove the formation of Fraley AEC Solutions. Brian authors The AEC Straight Talker Blog and AEC Marketing InSITE Newsletter. He can be found on LinkedIn, Twitter, and Google+ or via e-mail at bmfraley@fraleysolutions.com.

About FRALEY AEC SOLUTIONS, LLC

Fraley AEC Solutions, LLC, is a niche marketing communications agency providing solutions to the architecture, engineering, and construction (AEC) industry. The firm provides marketing strategy, branding, public relations, social media marketing, video marketing, advertising, digital marketing, website services, graphic design, and photography.

Please visit fraleysolutions.com to learn more about our AEC marketing capabilities.

Copyright © 2015 by Brian M. Fraley, Fraley AEC Solutions, LLCAll rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, write to the publisher, addressed “Attention: Permissions Coordinator,” at the address below.

Fraley AEC Solutions, LLC P.O. Box 716

Morgantown, PA 19543610.906.7275

fraleysolutions.com