3
OPINION
Navigating the fine line
The line between persuasive marketing and over-promising can be particularly fine and fraught with potential hazards.
I n an industry as dynamic and multifaceted as ours, the power of marketing cannot be overstated. However, with this power comes a significant responsibility: to adhere to ethical marketing practices. In a sector where projects don’t just shape landscapes but also impact communities and economies, the line between persuasive marketing and over-promising can be particularly fine and fraught with potential hazards.
Kraig Kern, CPSM
Ethical marketing in the AEC industry is not just about avoiding false claims or exaggerated capabilities; it’s about fostering trust, transparency, and long- term relationships. Our clients entrust AEC firms with significant financial resources, their ambitions, and, often, their community’s well-being. This trust, once broken, can be challenging to regain. We’ve all been there. Additionally, the consequences of unethical marketing can extend beyond client relationships. They can affect a firm’s reputation, employee morale, and even its legal standing. Therefore, navigating the ethics of marketing is not just a legal obligation; it’s a strategic imperative.
TRANSPARENCY AND REALISTIC PROMISES. I believe transparency is the cornerstone of ethical marketing. This means being honest about capabilities, timelines, costs, and potential risks. In the world of AEC, over-promising in marketing materials and proposals can lead to under-delivering in reality, and it often does. Such discrepancies can result in cost overruns, project delays, and legal disputes. WK Dickson has benefited from many such claims – mainly from unrealistic schedules, where competitors cut corners, ultimately leading to their release from the contract. To maintain transparency, firms should ensure their
See KRAIG KERN , page 4
THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529
Made with FlippingBook flipbook maker