Why Social Media is Useful to A/E/C Firms

isThese days, just about everyone has jumped onto the social-media bandwagon. Whether through Facebook, Twitter, LinkedIn, or some other medium, millions of people and businesses are constantly connecting and interacting with one another. In fact, social media have become one of the top methods used to collect news, information, or learn about new products and technologies today. But given the significant popularity of these networks and the fact they are virtually all free, why haven’t more businesses in the fields of architecture, engineering, and construction gotten involved in social media?

Perhaps those in the A/E/C industry find it counterintuitive to interact with the general population, given that their firms are tailored to such small niche markets? Also, by socializing with the public online, many believe they may run the risk of letting competitors in on too much information or creating a liability for projects and the company as a whole. Granted, these possibilities could very well be true; but an A/E/C firm’s participation in social media is no different than the firm’s participation in trade shows, industry organizations, or networking events: There’s always the possibility that someone could “say the wrong thing.” And much as anyone involved in the business development or marketing side of A/E/C knows, through training, guidelines, and experience, you will eventually learn what to say, how to say it, and what to avoid. Social media work the exact same way.

In the past, the A/E/C industry was very every-business-for-itself, keeping other firms and competitors in the dark about projects and clients. Now, with the recent economic decline, many firms are reaching out to one another to team up, bolster business, and do their best to weather hard times. More than ever, it is imperative that A/E/C firms constantly network and “get to know their neighbors.” Social media are excellent tools not only for learning about other firms, but also for introducing yourself to and building relationships with potential clients. You would be surprised how many federal organizations, municipalities, and developers are on only a click away on Facebook or LinkedIn.

Read the more about Social Media and it's impact on AEC firms in the upcoming August Edition of the SMPS Atlanta Inspiration Newsletter. To get on our email distribution list for this newsletter and other SMPS Atlanta chapter news, please click HERE.

Sarah Zibanejadrad has worked as a marketing coordinator for Oasis Consulting Services, an engineering firm specializing in landfills, geotechnical, and environmental services. Currently, she is a social-media consultant for Rumor Interactive Media, a company focused on developing business Web presences.

AEC Mega Meeting: Show Me the Money

The 2010 Mega Meeting was focused on a most fitting topic for the current economy: MONEY! The panelists came from a variety of backgrounds to give an overview of the private and public market sectors to discuss about where project opportunities are coming in the short and long term.

Moderator
Gena Evans, Executive Director, Georgia State Road and Tollway Authority

Panelists

• Linda M. Daniels, Vice Chancellor for Facilities, University System of Georgia
• Ryan Gravel, Design Manager, Perkins + Will
• Becca Hardin, Executive Vice President of Economic Development, Greater Columbus, Georgia Chamber of Commerce
• Andrew Scholtens, Dir. of Strategic Marketing and Segmentation, Equifax, Inc.

The last couple of years have proven to be a challenging time for the A/E/C industry, but we all hope the tides are changing. The panelists discussed the lack of public & private funding, opportunities with public-private-partnerships (P3), and future economic growth.

I enjoyed listening to panelists, especially since they all didn't come from the AEC world. They gave some interesting insight (and a little hope!) that a slow recovery has begun.

Here are a few of the main points I took away from the event. Please feel free to comment with your own!

• Andrew (Equifax) discussed that we should be following consumer spending as an idea of how the economy is doing. Rates like unemployment and GDP may not always be the best measuring tools
• Ryan (Perkins+Will) discussed the impact the Beltline project will have on our local economy. Eight miles of the Beltline are currently open as biking and walking trails, and the community has started to get excited about the potential for development around this transit project. Three parks are already under construction with countless more public and private developments planned.
• Linda (Board of Regents) discussed the higher education market sector and how the BOR is looking for qualified design/construction firms that are stable, experienced, and qualified. The BOR wants to create lasting partnerships with the AEC community
• Becca (Columbus Economic Development) discussed the positive impact that the Ft. Benning re-development has had on the Columbus and surrounding area. Columbus has created a "joint-venture" with other local cities and counties to help spur and promote development. Learn more about the Valley Region and its initiatives here.

I enjoyed the Mega Meeting again this year, and I'm looking forward to a positive and successful 2011!

Malory Hunter, Business Development Manager
Foresite Group, Inc.
SMPS Atlanta, Communications Committee Director

Common Mistakes to Avoid When Marketing Your Firm’s Green Initiatives

“Sustainable” and “green” are the big new buzzwords, and many AEC firms are looking at their own marketing to see how they can better promote their own green or sustainable efforts.

Maybe you’re already pretty green and work with LEED^® consultants on building certification, whether it’s new construction or LEED-EBOM (LEED-Existing Buildings: Operations and Maintenance). Perhaps you are a contracting company that works under a LEED AP project manager. Or possibly you are really just getting started in the world of green. No matter where your firm is on the continuum, your marketing efforts need to reflect your firm’s reality.

Here are a few common mistakes I’ve seen marketers make when promoting their firms’ green efforts, trying to be “more green” in order to jump on that sustainable bandwagon.

Exaggerating your claims of being green
One small project or a single effort (recycling in the break room, anyone?) does not make you green. Don’t get me wrong: You should definitely promote your real, concerted green efforts. But don’t magnify them out of proportion or you will face the

Under-promoting your green efforts
Yes, this also happens a lot. A company that has been quietly “doing the right thing” in many areas all along just doesn’t showcase that on its Web site, in its materials, or even in conversations with prospects and clients. If your firm has a track record in being green, either in its day-to-day operations or with its client projects – or better yet, both – this needs to be promoted across all forms of media you use. It should be easy to find on your firm’s Web site and should be highlighted whenever possible in all materials.

Overlooking the obvious
So you have good green projects to shout about, and they are properly showcased in your materials and on your site. What about your internal operations? DO you have recycling in the break room? Is staff encouraged to ride-share or work from home? Do you reuse, reduce, and recycle everything possible in your office (paper, cardboard, toner cartridges, and so forth)? Do you unplug non-critical equipment when it’s not in use to save energy? (Did you know you can have your Web site hosted with a solar- or wind-powered ISP?) I have worked with many companies selling a green product or service, but not thinking about their daily operations or their own supply chain. Being green is about walking the walk.

Failing to differentiate
With all the other businesses out there clamoring about how green they are, it’s easy for your firm to get lost in the noise. Unless you are strategic in promoting your green efforts, you will come across as just another business trying – or worse, pretending – to be green. Really analyze what you’ve done better or differently, and use that in your marketing efforts. If you are consistent about that, it will pay off.

Copyright 2010, Linda McCulloch, Design That Works Communications Inc
Reproduction permitted with copyright line, author credit and author contact information.
linda@greatdesignthatworks.com http://greatdesignthatworks.com/

About Linda McCulloch and Design That Works Communications Inc.:
With many awards for her work and more than 20 years of experience, Ms. McCulloch helps small and large businesses with their branding and marketing efforts by focusing on their strengths to improve their position in the marketplace. McCulloch, whose green initiative is called Design That’s Green, is an active member of several green organizations, including the U.S. Green Building Council–Atlanta Chapter. She volunteers with these groups, providing marketing and communications advice as well as graphic design services. In addition, she composts and recycles just about everything, maintains her gardens organically, is a Legacy member of the Nature Conservancy, and her yard has been certified as a Wildlife Habitat by the National Wildlife Federation.

Key Business Strategies for Design Firms

The following major points come from the seminar “Maximize Profits/Minimize Risks” given by Ames & Gough:

• The art of design can coexist with the business of design.
• Conducting a survey of project managers reveals which tasks and responsibilities are viewed as being more important than others. The strengths and weaknesses identified through the survey become the starting point for in-house training and process improvements.
• Identifying the specific causes behind every account receivable write-off provides the project team with the necessary information to avoid those actions or inactions on future projects.
• Succession planning is an integral component of any business plan in that it creates the opportunity for senior firm leaders to redefine responsibilities and roles to evolve the firm. Thoughtful succession structures retain top talent at all levels and actively promote talented individuals into key positions, thus creating a future generation of leaders to support those seeking redefined roles in the firm or retirement.
• Operational processes may include strategies such as aggressively awarding stock bonuses to identified key future leaders to facilitate the accumulation of stock in their hands.
• Succession parameters can be incorporated into bylaws to provide a defined process and, thereby, a sense of continuity in the firm and its future.
• Externally led confidential 360 reviews allow a firm to identify misalignments and to reorganize when necessary to play to individual strengths, rather than focus on weaknesses.
• Consider dividing your firm into project teams that function as mini-firms, each supported by corporate infrastructure.
• Evaluate employees based on what the organization needs and how employee abilities meet those needs.
• Balance technical abilities with client-relationship abilities.
• Use Web-based training to replace more costly seminars.
• Keep up with industry software, such as building information modeling (BIM).
• Stay visible to clients and potential clients. One method is to offer “Lunch-‘n’-Learn” programs.
• Tune up your business-development strategy by trying to identify hot markets.
• Establish budgets, and stick to them.

Moderator: Gregg Bundschuh, JD, Ames & Gough
Presenters: Susan Baker, AIA, LEED AP, LS3P
Greer J. (“Pete”) Pruitt, P.E., S.E., Pruitt Eberly Stone Inc.

Social Media: New Wave or Tsunami?

Blogs, Twitter, Skype, YouTube, Facebook, LinkedIn…. Social media are unavoidable. But whether and how you use them can either enhance your firm’s success or land you and your firm in court.

Many firms have a presence on Facebook and LinkedIn. Some include buttons for Facebook and Twitter on their homepages. To the extent that you use these and other social media for interactive communications with clients and prospects, your firm may be exposed to claims for libel, copyright infringement, invasion of privacy, and other causes of action.

For example, what if a client writes on your Facebook wall that your services make your competition look incompetent—and names those competitors? That compliment could have a downside. How long can that disparaging comment stay there before your firm “owns” it? And how soon after that will your competitor sue you for libel?

What if you tweet that you’ve just landed a big contract, and the information was supposed to be kept confidential for a while? What if the other party to the contract sues your firm for releasing the information prematurely?

The problem with social media is that they are so easy to use. There’s often not time, in a busy day, to think before you pull the trigger. And sometimes that can mean shooting yourself in the foot.

The other problem is that coverage for these and other gaffes is somewhere between slim and none under many insurance policies. For example, the standard commercial general liability policy excludes libel suits that result from an electronic bulletin board or chatroom if your firm hosts, owns, or controls the site. Unfortunately, the policy does not define either “bulletin board” or “chatroom,” but it’s not too much of a stretch to see your Facebook page as qualifying. While your firm clearly does not host or own Facebook, it certainly controls the content on the firm’s page. And if that’s the way your insurer sees it, any claim will most likely be denied.

There are other liability policies available. Some are specifically designed to cover such technology-related risks, and some professional liability (errors and omissions) insurance policies may provide some coverage as well. To be sure that your firm is adequately protected against claims arising out of social media, you need to raise the issue with your insurance broker and get answers specific to your insurance program. An insurance broker who specializes in risk management for design and construction firms can provide meaningful advice on identifying your social media risks, pointing out insurance coverage gaps, and procuring appropriate insurance coverage.

In the meantime, your firm should have a formal policy for using social media, including who is and is not authorized to make any changes to your Facebook and/or LinkedIn page, who is responsible for monitoring such sites to be sure no negative information is posted, who can and cannot tweet on behalf of the company, and so on. And the policy should include real penalties for disregarding the rules. The same insurance broker who helps you identify your firm’s risks should also be able to provide your firm with sample policies and procedures.

Meike Olin, CPCU, CIC, CRM
Director of Marketing
Ames & Gough

Senior Roundtable: Thought Leaders Share Perspective

While in the midst of economic uncertainty and firms trying their best to stay ahead of their competition, it was refreshing to see firms sharing information to help fellow A/E/C members survive in today’s market at SMPS Atlanta’s Senior Roundtable event. With more than 60 people attending, Steve Setzer, Senior Correspondent with ENR Magazine moderated a panel of esteemed professionals which included:

• Monica Bell - Senior Vice President and Global Director of Marketing and Business Development with HDR CUH2A
• Pete Kienle, FSMPS, CPSM - Business Development Director with McDonough Bolyard Peck, Inc.
• Bruce Lea - Senior Business Development Manager with Gilbane Building Company
• Bill Viehman - Chief Marketing Officer with Perkins + Will

Although the panel discussed some of the negative impacts of the economy, Peter Kienle posed the question, “If marketing professionals aren’t positive then who is?” Reflecting on the event, Beth Harris, President of SMPS Atlanta and Regional Business Development & Marketing Manager with McDonough Bolyard Peck (MBP) commented, “We had great questions and comments from the audience. The panel was totally willing to open up and share ideas and activities that set them apart. They encouraged us to think outside-of-the-box, now a requirement for survival in these times.” The panel discussion revolved around three questions:

• What are your thoughts about the existing market?
• Where do we go from here with a difficult economy? What outside of the box and provocative ideas can you share?
• What should your firm be doing to cope?

Firms tend to have amnesia and forget the key fundamentals when things get desperate and fear steps in. The panel focused on the do’s and don’ts to be successful. Bruce Lea stated firms should “focus on how to come out stronger”. For example, is your firm maximizing time in front of clients? Do you have a focused, aggressive business behavior, identifying a champion for key clients? Are you reducing the proposal mill versus increasing the number of proposals?

This is a great time to be out in front of your clients, so spend your time wisely by getting involved with clients. Don’t forget the top three things you can do in marketing: hold a seminar/training session, volunteer for a speaking engagement, and write an article or white paper. Always follow the money trail and make sure your client has funds to pay for the project. Lastly, the panel strongly discouraged firms from buying work, as that practice tends to delay the inevitable. Firms buying work now, will ultimately be hurting later leading to reduced staff levels, and clients ultimately pay the price in the end.

All panel members shared some out-of-the-box examples. Monica Bell mentioned her passion for measuring accountability which led to developing a system for measuring face time. Additionally, they are conducting Post Occupancy Evaluations (POE) for work done by their firm and other firms, to identify areas that could be more efficient. Bill Viehman suggested not waiting until a client comes to you with a problem, but rather identifying an area that could help people in a certain industry.

Several panel members discussed how marketing plans are becoming less about the company’s business approach and more about developing an action plan for each individual. Additionally, panel members mentioned that their firms are also focusing on more robust personnel programs by developing staff and taking advantage of down time. There was some concern that a “brain-drain” would occur once things return to normal and firms will be scrambling to find good people.

If you have any additions or out-of-the-box ideas, please add a comment to this blog.

Sarah C. Mackley
Innovative Solutions Group, Ltd. (ISG)
SMPS Atlanta, Director of Communications

International Business Program Synopsis

The SMPS Atlanta Chapter’s November program focused on international business and local A/E/C firms working abroad. The Panelists were Bill Griffin, Chairman of the Board, Rosser International; Helen Davis Hatch, FAIA, Principal and Vice President of Client Relations with Thompson, Ventulett, Stainback & Associates; Richard Taylor, a Partner with HLB Gross Collins, an accounting firm; and Danielle Fernandes, Project Manager of Business Engagement with the Atlanta Development Authority. The panel was moderated by Andrew Schutt, a Partner with Arnall Golden Gregory law firm.

What is attractive about Atlanta? What makes our city easy to sell?
Richard Taylor responded that our people are friendly. Other responses included:

• A good labor supply particularly of technically savvy people aged 25-35
• Having the largest airport in the work in our back yard is very appealing to CEOs
• Top notch colleges and universities that actively partner with private industries

What would you change about Atlanta?
The response was unanimous…our highway system. While the city has a state-of-the-art system, it’s obviously too crowded, and the only solution would be to have a metro system that actually goes somewhere. Danielle Fernandes added that the only other negative she has heard recently about Atlanta is that there should be more focus on the public middle school and high school systems because they’re not as competitive as they should be.

How do you learn, early on, about business opportunities interested in moving into Georgia?
Danielle says that they partner with the state chamber and with Georgia Power, and also have connections within the booming life sciences industry. Richard says that the local chambers of commerce and the Georgia Economic Development office are good sources of information.

Have you been asked in recent years about water resources in Georgia in light of our recent drought conditions?
Neither one of them have been asked about it. They said they tend to focus on business services issues. Plus the city of Atlanta just bought the Vulcan quarry which will function as a water reservoir for the area.

What do you focus on when trying to bring business into the city?
Responses included:

• Understanding your client’s needs
• Maintaining confidentiality
• Learning to connect with the people
• Learn to adapt to cultural differences (the book “Kiss, Bow, or Shake Hands” was referenced)

What are some of the current and near future challenges?
Richard responded that the financial markets are certainly tight and there is definitely lower than normal activity. Danielle added that there are several domestic projects that are on hold until at least January. They both agreed that internationally, Europe is more affected than the Asian markets, and overall there is more activity in China and India.

Where should companies open offices?
Helen Hatch said that she feels the days of US companies working in China and the Middle East are numbered. Right now they need our expertise but that won’t last forever. China needs it more than Dubai for example. She stated that she thinks the Dubai bubble could burst at any moment. Bill Griffin added that India will keep going for a while, but overall it won’t be as strong as it has been.

What are some of the challenges working internationally?
Helen said that the most challenging place to work has been China and a large part of that has been because of cultural differences. First of all it’s not a democracy and it’s an insult to say no. As a result, most often they will tell you what you want to hear, which is not what is actually going to happen in the end. She also said that design competitions are really expensive and it’s a major investment you have to be prepared to make.

How did you enter the international markets?
Bill said that Rosser had employees on staff from the Middle East and wanted to work there, so the company made a commitment to put people on the ground there. Helen said that TVS’ work began with a retail client in Chile that they met through ICSC in the early 1990s. They are still doing work with that client, although they don’t have an office in Chile. Conversely, they wanted to sell their convention center expertise in China, and took one of their employees in Atlanta, who was of Chinese decent and wanted to go to back to China, specifically for that purpose. It took them 3-4 years of consistently selling to finally get work. With Dubai and India, they also had architects on staff that wanted to go to those countries to develop relationships. Additionally they also had contacts in the US through ULI that took them to the Middle East to work.

Some of the challenges that TVS and Rosser face working internationally include:

• Cultural differences
• Knowledge of the legal system (or lack thereof)
• Civil codes
• Local labor laws/labor pool
• Taxes and tariff issues (for instance there are double taxes in India)

Richard offered that he had assisted clients in both Russia and Algeria and found that official in those countries were, for the most part, corrupt. There were bribes required at every turn for one company that was trying to export a product out of the country.

Helen said the common denominator is relationships and it’s all about who you know. She said that TVS would never enter a design competition if they don’t know the owner and if the owner didn’t think highly of them. She also said they only decided to open international offices when clients demanded it, and that sometimes they still debate whether some offices should be representative offices or fully staffed offices, but it’s all based on what the client wants. She said they’re a very culturally diverse firm: there are 22 languages spoken by members of their Atlanta office.

How much time did it take for your firm to see a payoff for your efforts?
Helen said about 4 years in China and about 2-1/2 in Dubai. Rosser said it took about 3 years in the Middle East. Both agreed that firms should plan on about 4 or 5 years.

Take-aways from the panel members:

• There will be manufacturing and distribution centers moving into areas outside the city. Within the city, business services/human capital jobs will continue to move in, primarily those in the life sciences, telecom, engineering, and other high tech industries, because of opportunities to partner with local universities.
• A global economy is here to stay, and countries where there is still work, should you chose to open and office there, include Brazil, India, China, Mexico, and parts of the Middle East.
• One area that may see a lot of attention is the upgrading of infrastructure. Governments may pump money into infrastructure to get the economy moving again.

Lisa B. Roberson, CPSM
Newcomb & Boyd
EAC Member, SMPS Atlanta

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