MMarketing - Revision history

Designing Buildings: Redirected page to Marketing planning in the construction industry

2016-05-17T11:12:25Z

Redirected page to Marketing planning in the construction industry

← Older revision		Revision as of 11:12, 17 May 2016
Line 1:		Line 1:
−	* The link between the practice and the outside world	+	#redirect:[[Marketing_planning_in_the_construction_industry\|Marketing planning in the construction industry]]
−	* Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those demands	+
−		+
−	~~= The~~ Marketing ~~Plan =~~	+
−		+
−	~~# Where are we? - Whats happening~~ in the industry ~~+ how does it affect us.~~	+
−	~~# Where do we want to be? - Goals?~~	+
−	~~# How do we get there? - Activities to achieve goals~~	+
−	~~# Did we achieve our goals? - If not why not? Lessons learnt.~~	+
−		+
−	~~-----~~	+
−	~~== 1. Where are we? ==~~	+
−		+
−	* Can be desktop/ internet studies.	+
−	* RIBA benchmarking to place our performances against others.	+
−	* Client surveys/ post occupancy feedback etc...	+
−		+
−	~~Key Market Analysis~~	+
−		+
−	* Good to establish where the business is in relation to key markets.	+
−		+
−	~~SWOT~~	+
−		+
−	~~Strengths - internally focused. What we think we are strong at~~	+
−		+
−	~~Weaknesses - internally focused - what we think needs improving~~	+
−		+
−	~~Opportunities - Externally focused - market prospects for growth in certain sectors~~	+
−		+
−	~~Threats - external, outside of our control. plan to be flexible to respond to threats.~~	+
−		+
−	~~External Analysis~~	+
−		+
−	* Position of the business in relation to external factors affecting long term business	+
−		+
−	~~PESTLE~~	+
−		+
−	~~Political - change of gov~~	+
−		+
−	~~Economical - Cut in government spending may impact public sector~~	+
−		+
−	~~Sociological - eg. ageing population & divorce = increase in single occupancy homes~~	+
−		+
−	~~Technological - Advances in change in way/ where we work~~	+
−		+
−	~~Legal - Effect from legislation on our sectors eg. Planning legislation~~	+
−		+
−	~~Environmental - impact on gov target to cut emissions~~	+
−		+
−	~~-----~~	+
−	~~== 2. Where do we want to be? ==~~	+
−		+
−	~~== ==~~	+
−		+
−	* Setting clear & concise goals or objectives for the practice	+
−	* Must be agreed by partners as correct way forward.	+
−	* Distribute the marketing plan to all employees so all engaged and working in the right direction.	+
−		+
−	~~Objectives must be SMART~~	+
−		+
−	~~Specific - so can determine if goal achieved e.g. 20% profit increase~~	+
−		+
−	~~Measurable - Numberical based so can measure achievement~~	+
−		+
−	~~Achievable~~	+
−		+
−	~~Realistic - Disheartening failing repeatedly due to unrealistic targets~~	+
−		+
−	~~Timed - Set timeframe to achieve objective~~	+
−		+
−	~~-----~~	+
−	~~== 3. How do we get there? ==~~	+
−		+
−	* Ensure there is the resource to accommodate the time required for marketing	+
−		+
−	~~New Business~~	+
−		+
−	* Engage new clients & new markets/ sectors/ services through:	+
−	* Competitions - open or invited	+
−	* Competetive tendering - often for public projects	+
−	* Networking - events, clubs, exhibitions. Meet as many people as possible, strengthen relationships that may bring future work.	+
−		+
−	~~Client relationship management~~	+
−		+
−	* Important to maintain long term key clients through high level of liason, continued service , good depth of understanding about clients business plan.	+
−	* Create key client list to identify likely potential clients	+
−	* Approach clients by working out their approach to value e.g. use/ image/ social/ environmental/ cultural.	+
−		+
−	~~Advertising - ARB code 3~~	+
−		+
−	* RIBA chartered practice - mark of quality assurance - used to match clients with suitable practices	+
−	* Industry magazines	+
−	* Good photography is vital at selling your services	+
−		+
−	~~Branding~~	+
−		+
−	* Corporate personality - Built from reputation	+
−	* Can be closely associated with key individuals (e.g. Ken) or renowned projects	+
−		+
−	~~Vital branding tools:~~	+
−		+
−	* Practice brochure	+
−	* sector/service oriented brochure	+
−	* capability statement tailored to client requirements	+
−	* simple stationary	+
−	* digital presentations	+
−	* website	+
−	* regular project updates + PR cuttings for internal and external use	+
−		+
−	* Database of clients + potential clients for distribution of material.	+
−		+
−	~~Press coverage~~	+
−		+
−	* More likely potential clients read the business magazines/ technical journals/ local press.	+
−		+
−	~~-----~~	+
−	~~== 4. Did we achieve our goals? ==~~	+
−		+
−	* Important to measure activity success or failure.	+
−	* Learn from decisions	+
−	* Shorter time frame goals may be more beneficial to keep plan fresh and relevant	+

G1001 at 14:13, 8 May 2016

2016-05-08T14:13:55Z

← Older revision		Revision as of 14:13, 8 May 2016
Line 2:		Line 2:
	* Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those demands		* Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those demands

−	~~-----~~	+	= The Marketing Plan =
−	The Marketing Plan	+
−		+
−		+

	# Where are we? - Whats happening in the industry + how does it affect us.		# Where are we? - Whats happening in the industry + how does it affect us.
Line 13:		Line 10:

	-----		-----
−	1. Where are we?	+	== 1. Where are we? ==
−		+
−		+

	* Can be desktop/ internet studies.		* Can be desktop/ internet studies.
	* RIBA benchmarking to place our performances against others.		* RIBA benchmarking to place our performances against others.
	* Client surveys/ post occupancy feedback etc...		* Client surveys/ post occupancy feedback etc...
−
−

	Key Market Analysis		Key Market Analysis

	* Good to establish where the business is in relation to key markets.		* Good to establish where the business is in relation to key markets.
−
−

	SWOT		SWOT
−
−

	Strengths - internally focused. What we think we are strong at		Strengths - internally focused. What we think we are strong at
Line 40:		Line 29:

	Threats - external, outside of our control. plan to be flexible to respond to threats.		Threats - external, outside of our control. plan to be flexible to respond to threats.
−
−
−
−

	External Analysis		External Analysis

	* Position of the business in relation to external factors affecting long term business		* Position of the business in relation to external factors affecting long term business
−
−

	PESTLE		PESTLE
−
−

	Political - change of gov		Political - change of gov
Line 68:		Line 49:

	-----		-----
−	2. Where do we want to be?	+	== 2. Where do we want to be? ==
−		+

		+	== ==

	* Setting clear & concise goals or objectives for the practice		* Setting clear & concise goals or objectives for the practice
	* Must be agreed by partners as correct way forward.		* Must be agreed by partners as correct way forward.
	* Distribute the marketing plan to all employees so all engaged and working in the right direction.		* Distribute the marketing plan to all employees so all engaged and working in the right direction.
−
−

	Objectives must be SMART		Objectives must be SMART
−
−

	Specific - so can determine if goal achieved e.g. 20% profit increase		Specific - so can determine if goal achieved e.g. 20% profit increase
Line 93:		Line 70:

	-----		-----
−	3. How do we get there?	+	== 3. How do we get there? ==
−		+
−		+

	* Ensure there is the resource to accommodate the time required for marketing		* Ensure there is the resource to accommodate the time required for marketing
−
−

	New Business		New Business
Line 107:		Line 80:
	* Competetive tendering - often for public projects		* Competetive tendering - often for public projects
	* Networking - events, clubs, exhibitions. Meet as many people as possible, strengthen relationships that may bring future work.		* Networking - events, clubs, exhibitions. Meet as many people as possible, strengthen relationships that may bring future work.
−
−

	Client relationship management		Client relationship management
−
−

	* Important to maintain long term key clients through high level of liason, continued service , good depth of understanding about clients business plan.		* Important to maintain long term key clients through high level of liason, continued service , good depth of understanding about clients business plan.
Line 118:		Line 87:
	* Approach clients by working out their approach to value e.g. use/ image/ social/ environmental/ cultural.		* Approach clients by working out their approach to value e.g. use/ image/ social/ environmental/ cultural.

		+	Advertising - ARB code 3

−		+	* RIBA chartered practice - mark of quality assurance - used to match clients with suitable practices
−	~~Advertising~~	+	* Industry magazines
−		+	* Good photography is vital at selling your services
−	~~ARB code 3~~	+
−		+
−	RIBA chartered practice - mark of quality assurance - used to match clients with suitable practices	+
−		+
−	Industry magazines	+
−		+
−	Good photography is vital at selling your services	+
−		+
−		+
−		+
−		+

	Branding		Branding
Line 138:		Line 97:
	* Corporate personality - Built from reputation		* Corporate personality - Built from reputation
	* Can be closely associated with key individuals (e.g. Ken) or renowned projects		* Can be closely associated with key individuals (e.g. Ken) or renowned projects
−
−

	Vital branding tools:		Vital branding tools:
Line 150:		Line 107:
	* website		* website
	* regular project updates + PR cuttings for internal and external use		* regular project updates + PR cuttings for internal and external use
−
−

	* Database of clients + potential clients for distribution of material.		* Database of clients + potential clients for distribution of material.
−
−

	Press coverage		Press coverage
Line 162:		Line 115:

	-----		-----
−	4. Did we achieve our goals?	+	== 4. Did we achieve our goals? ==
−		+
−		+

	* Important to measure activity success or failure.		* Important to measure activity success or failure.
	* Learn from decisions		* Learn from decisions
	* Shorter time frame goals may be more beneficial to keep plan fresh and relevant		* Shorter time frame goals may be more beneficial to keep plan fresh and relevant

G1001: Created page with "* The link between the practice and the outside world * Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those de..."

2016-05-08T12:23:56Z

Created page with "* The link between the practice and the outside world * Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those de..."

New page

* The link between the practice and the outside world
* Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those demands

-----
The Marketing Plan

# Where are we? - Whats happening in the industry + how does it affect us.
# Where do we want to be? - Goals?
# How do we get there? - Activities to achieve goals
# Did we achieve our goals? - If not why not? Lessons learnt.

-----
1. Where are we?

* Can be desktop/ internet studies.
* RIBA benchmarking to place our performances against others.
* Client surveys/ post occupancy feedback etc...

Key Market Analysis

* Good to establish where the business is in relation to key markets.

SWOT

Strengths - internally focused. What we think we are strong at

Weaknesses - internally focused - what we think needs improving

Opportunities - Externally focused - market prospects for growth in certain sectors

Threats - external, outside of our control. plan to be flexible to respond to threats.

External Analysis

* Position of the business in relation to external factors affecting long term business

PESTLE

Political - change of gov

Economical - Cut in government spending may impact public sector

Sociological - eg. ageing population & divorce = increase in single occupancy homes

Technological - Advances in change in way/ where we work

Legal - Effect from legislation on our sectors eg. Planning legislation

Environmental - impact on gov target to cut emissions

-----
2. Where do we want to be?

* Setting clear & concise goals or objectives for the practice
* Must be agreed by partners as correct way forward.
* Distribute the marketing plan to all employees so all engaged and working in the right direction.

Objectives must be SMART

Specific - so can determine if goal achieved e.g. 20% profit increase

Measurable - Numberical based so can measure achievement

Achievable

Realistic - Disheartening failing repeatedly due to unrealistic targets

Timed - Set timeframe to achieve objective

-----
3. How do we get there?

* Ensure there is the resource to accommodate the time required for marketing

New Business

* Engage new clients & new markets/ sectors/ services through:
* Competitions - open or invited
* Competetive tendering - often for public projects
* Networking - events, clubs, exhibitions. Meet as many people as possible, strengthen relationships that may bring future work.

Client relationship management

* Important to maintain long term key clients through high level of liason, continued service , good depth of understanding about clients business plan.
* Create key client list to identify likely potential clients
* Approach clients by working out their approach to value e.g. use/ image/ social/ environmental/ cultural.

Advertising

ARB code 3

RIBA chartered practice - mark of quality assurance - used to match clients with suitable practices

Industry magazines

Good photography is vital at selling your services

Branding

* Corporate personality - Built from reputation
* Can be closely associated with key individuals (e.g. Ken) or renowned projects

Vital branding tools:

* Practice brochure
* sector/service oriented brochure
* capability statement tailored to client requirements
* simple stationary
* digital presentations
* website
* regular project updates + PR cuttings for internal and external use

* Database of clients + potential clients for distribution of material.

Press coverage

* More likely potential clients read the business magazines/ technical journals/ local press.

-----
4. Did we achieve our goals?

* Important to measure activity success or failure.
* Learn from decisions
* Shorter time frame goals may be more beneficial to keep plan fresh and relevant