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OPINION
To succeed in disruption, AEC firms must refine client focus, target markets, and go/ no-go processes. Winning work during uncertain times
D isruptions are constant. Inflation, interest rates, politics, tariffs, funding cycles, and demographic changes – these are all areas that can cause uncertainty in the built environment, as owners consider holding back on design and construction projects.
This disruption is happening everywhere. Uncertainty over tariffs has resulted in projects going on hold. Cuts to governmental funding are being experienced throughout the country. Economists are now projecting a 50/50 chance of economic retraction, and first- quarter 2025 results demonstrate current economic challenges. When facing uncertainty, AEC firms in the past have embraced a reactionary approach to the potential challenges, often rushing to cut overhead, including marketing and business development staff, and proactive efforts. But this is the opposite approach of what firms should be doing. While it is important to ensure you have the right people in the right roles, focus is critical when facing economic uncertainty or the potential of a downturn. During busy times, inefficiencies may remain largely unexposed, whether in firm management, project delivery and operations, human resources, or BD and
marketing. To build and sustain a resilient business, we must identify inefficiencies and become more focused with our strategies and tactics. Where do you start in BD and marketing? With the low-hanging fruit. Understanding your existing clients and focusing on the highest-value, highest-opportunity existing clients will help you to weather any downturn. But what about landing new clients? By focusing more on three specific areas, you will improve your efforts and the probability of success. These include developing ideal client profiles (ICP), refining your target markets, and making sound go/no-go decisions. UNDERSTANDING YOUR IDEAL CLIENTS. Every AEC firm understands that some clients are better than others. Ideal clients tend to value your services, pay on time, utilize multiple services, and come back to you. In the realm of marketing, the term “customer persona” is thrown around a lot, and it allows marketers to
Scott D. Butcher, FSMPS, CPSM
See SCOTT BUTCHER , page 4
THE ZWEIG LETTER JULY 7, 2025, ISSUE 1592
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