I subscribe to a lot (I mean a lot!) of online newsletters. It seems businesses are all struggling/grappling with similar conceptual issues. One post I read recently at www.ConstructionDeal.com was along the lines of how to maintain your business; not “maintenance” like change the air filters but how to keep the steady supply of projects. The article, titled “When to Be Blunt,” essentially believes we can all be nice guys and wait and wait and wait for the word “go” but while we’re waiting, the bills aren’t necessarily getting paid. The article advocates when to be blunt (of course after initial meetings, describing how you can assist, preparing/presenting your proposal, then how to close the deal). Ask open-ended questions, then narrow down until you can ascertain when they may be ready to go. At some point the article advocates asking, “What is stopping you for putting us under contract today?” or “Does my firm have any chance of getting this project?” or the uncomfortable-zone maker, “Can you afford to build this project?”—a nudge like that might be helpful. In my house (with three dogs and three kids) it’s very easy to be blunt; they all know when it’s time to “finish their business and get off the potty” (or go outside, depending on if they use two or four legs). Anyway, in the past month, I have spent my [nonbillable] time preparing 12 proposals, to have only two proceed to contract. Of those that didn’t “go,” two have not returned phone calls (nice karma to you too buddy, thanks for wasting my time!), four are on hold pending better economic conditions, three were generic noncommittal responses, and one went to “another architect who is cheaper” but at least that owner was honest! After that analysis, I’m not surprised at the how they panned out. Realistically, I knew which ones were wasting my time; I just didn’t want to be blunt for starters (hmmm, maybe I should change that).
Comments (5)
Stu Rose (The Mandeville Techniques) can be reached at 757-868-5500, or through his web site www.pdrinfo.com. He does in house seminars for firms or will work with SMPS or AIA chapters to do seminiars to get the Mandeville Techniques skills to a profession he loves. He also helps firms with marketing strategic planning--matching the marketplace to a firm--so you have work, even during difficult times such as these. Hope this helps--I am a little biased I'm his partner. I've seen the techniques be really helpful to a lot of people over many years. It was designed for architects, since as a profession we have no models for how to get work.
Posted by Trina C. Duncan | January 22, 2009 5:23 PM
Posted on January 22, 2009 17:23
What are the Mandeville Techniques? A quick google search only led me to Stuart Rose's web page to buy his book. I'd consider it; I just need to know a little more.
Since my original posting on 7/23, three more proposals have become projects with signed contracts so the "hit" rate has increased to 5:12, or 41%, which is a little better. Apparently the folks out there are really waiting for the right reason or time to hit the "go" button.
Posted by Lisa Stacholy, AIA, NCARB | July 30, 2008 12:53 PM
Posted on July 30, 2008 12:53
After 3 1/2 decades of practice, I address red flags when they come up and part amicably when I get the wrong vibe.
Stuart Rose gave a wonderful seminar about managing the interview and a logical order of questions using Mandeville techniques.
Two out of 12 is too low a hit rate for sanity. Half should have been weeded out by phone. Four should have been marketed better before making a proposal.
Try charging for a consultation to see who values your time. It really doesn't matter if others don't charge.
You never want to be the cheapest provider of services.
Posted by Jay Bright | July 28, 2008 12:22 PM
Posted on July 28, 2008 12:22
Agreed, but notice I'm advocating "when all else FAILS... be blunt." I would never advocate being hardnosed just for starters (unless you're a world-renowned "household name architect," then maybe you can get away with... See Kohler commercial (google Kohler Architect- let's not all be this: http://www.youtube.com/watch?v=9hTteyEKWNo).
What I think I'm really wondering is how can an architect's services not be considered just a commodity to be bought and sold? I believe it is not only the "permit drawings" that are prepared but the brain power that goes into the design and execution of the construction documents. Too many "clients" don't get it. They call and ask, "How much for a set of blueprints...?".
I've got my standard 15-second infomercial on what I do and how I can help and how the process works. Some folks listen and engage. Others are only looking for the bottom line. Hard part is coming up with a "criteria listing" which helps me determine which potential clients are the ones worth spending the time for a true shot at getting a project versus those who are just out kicking tires or, worse, using my fee to weasel someone else down lower. A few of my best clients didn't not accept my first proposal. Rather they debated, waited, and months afterwards, decided to move forward with a variation of the original concept. I've gone on to do subsequent project for folks when the initial "analysis" may not have been favorable.
This blog has discussed this "value of architect" issue before. See blog http://blog.aia.org/smallfirms/2008/04/selling_the_true_value_of_usin.html
Also available is also a real good metal checklist for working in a small-firm/sole practitioner environment that Robert Aho wrote for the SPP Journal #43 http://www.aia.org/nwsltr_spf.cfm?pagename=spf_a_200803_Aho. His article talks about "red flags" and his suggestion is to not accept a new client who presents 3 or more "red flags." Maybe the "red flags" are both standard across firms and unique to region, project type, firm culture, etc.
Posted by Lisa Stacholy, AIA, NCARB | July 25, 2008 9:49 AM
Posted on July 25, 2008 09:49
The problem is that you would have to be a serious pessimist to not do some of those questionable proposals. We all have found clients who needed education on how to be a good client but were not inherently evil.
If you refused to do proposals for all but the best circumstances, then you would have no work at all or very little. The question is really how do you identify yellow card as opposed to red card clients. I don't want them thrown out of the game. I just want a bit of sportsmanship. Life is not fair but it doesn't have to be evil either.
Posted by Louis Smith, AIA, NOMA | July 24, 2008 3:10 PM
Posted on July 24, 2008 15:10