Week 5 arch22
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Karachi Adventist College of Health Sciences Karachi *
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Information Systems
Date
Nov 24, 2024
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docx
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Uploaded by kiambik
Week 5:
Lesson 1: Know What You Are Selling
Summarize the most important principle in selling architecture services. What do architects sell at the
“point of sale” – when clients say “I want to hire you?” Two responses total: .5 points for each
The most important principle in selling architecture services is developing a relationship of trust with the
client. The architects must understand what clients expect them to deliver. At the “point of sale”,
architects do sell there promises that they will do their job which is normally written in the form of a
contract.
Lesson 3: Networking – The Path to New Business
How much time should a principal dedicate each week to developing new business (as recommended
by Karen Compton)?
Karen Compton recommends that 20% of a principal’s time which is at least one day of a week should be
dedicated to business development.
What are three key principles of networking you “took away” from viewing the Compton interview
and reading either the “Meaningful Networking” or “Seller-Doer Tools” articles?
Making a connection
Gathering information
Conducting a follow up.
Four responses total: .25 points for each
Lesson 4: List the contents of a business development plan
Upload your response to the exercise in Lesson 4: Compare the ten sections of the one-page
“marketing plan” (assigned reading pages 182 to 184 of the Handbook article) to the way in which
Steinberg Architects went about penetrating the community college market in the Case Study 2.
What specific market did Steinberg want to pursue?
Steinberg wanted to pursue on K- 12 schools and housing projects which was the area they had
experience in architect.
What specific goal did the firm want to accomplish within that market?
The firms’ specific goal was to secure two new classrooms building with a minimal fee from within the
largest community college district within southern California.
What was the firm’s current position in that market?
Based on the case, Steinberg had a good market base on K-12 projects.
What was the market size and trend Steinberg was interested in?
The market size was small and Steinberg decide to set out a defined client specific plan for community
college.
What competitors did Steinberg face in the market?
Given the community college location, it seems that there was high competition
What was the firm’s current position in relation to its competitors
The firm was growing and Steinberg wanted to be on top of there competitors.
What specific objectives and tasks did the firm’s business development consultant and its principals
carry out to achieve the stated goal?
The specific objective was to set out a client specific plan to understand the clients core business to offer
specific solutions. They specifically aimed at delivering classroom building and some services.
What responsibilities did the individuals in the firm assume to accomplish specific tasks?
The principals were required to develop, establish and leverage relationship with college presidents and
user groups. The business development consultants were required to develop relationship with facilities
managers, O & M directors and business managers in order to develop an understanding of the facility
issues.
Were deadlines set for completing these tasks?
The deadlines are not clearly stated but from the case, Steinberg secured its first classroom building
project in the year 2005.
Did the principals establish a budget to carry out the plan?
The principals understood the governance strategy and the financial process which created a way for the
firm to set its first project in 2005.
Exercise value: 2 points
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