We all have limited time, resources and energy. If you only have the ability to develop one management statement for your architectural practice, focus on creating a Position Statement.
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When it comes to building new client relationships, questions trump answers every time. This seems contrary to the old school idea that when we meet with a potential client, we should be ready to tell them about our firm, our projects, and our credentials. Instead, try shifts the focus from you, to them.
New client meetings follow an arc: opening, learning about the client, sharing about your firm (only if asked), and closing. Let’s take a look at each stage.
We think that by being given the opportunity to meet, we’re being given carte blanche to talk about our firm, our projects, and the impressive client list we’ve amassed over the years. Nothing could be farther from the truth.
Concluding the meeting skillfully is essential to determining the course of action. If the prospect has set an appointment time, it’s important to keep an eye on the time and conclude the meeting, or at a minimum note the time a few minutes before the meeting should end.
The traditional “4 P’s of Marketing” we learn about in college (Product, Price, Place, Promotion) don’t address one of the most difficult aspects of marketing an architectural practice: differentiation.