SMPS The Wave 2014 Resources

SMPS The Wave 2014 Resources

Pro Surfing Tips: What the New Wave of Websites Means for AEC Marketers

Surfing Instructors: David Lecours and Josh Miles


 

SESSION OUTLINE

Intro

  1. Introducing today’s surf instructors
  2. Social Handles & Hashtags
  3. CTA ““ where to get the slides, links, downloads, and handouts

Why – Why Have a Website?, Why This Session?

  1. A brief perspective of AEC websites
  2. Why this session? Why have a website?
  3. 4 Functions: Attract, Demonstrate, Connect, Convert
  4. Wipeout: The gnarliest mistakes online today.

What – What Is The New Wave Of Websites?

  1. A new wave is on its way””are you ready to ride?
  2. What’s NEW for AEC websites?
    Examples, and case studies of some of the hottest trends:
    Content Management Systems
    Responsive Design
    Simplified Navigation
    Going Vert (Scrolling), Parallax Scrolling
    CTAs & Lead Generation
    Graphic Design Trends
  3. Marketing Automation
    Cross-channel marketing
  4. Beyond text and photos: content that scores big with prospects, SEO
  5. Respect the environment: Today’s digital ecosystem
  6. Q&A, Comments

How – How To Create Your Next Website

  1. Ding Repair (fix it up) or New Board (whole new website)?
  2. Lifecycle of a website
  3. Assembling your surf team:
    Getting the right team on board
    Selling a new website to your team
    Leading the content charge
  4. Assembling the right surf instructors
    When to go outside for help
  5. Process: Planning, prototyping, design, content, & coding
  6. Measurement: How long? How much $?
    What To Budget, Calculating ROI
  7. After the Surf Session
    Zen and the art of maintenance
  8. Q&A, Comments

Review & Conclusion


Resources at Miles Design
http://milesdesign.com/surf

bestweb_3

Best Practice AEC Websites
http://www.psomas.com
http://www.randalllamb.com
http://www.ktua.com
http://www.mwalleng.com
http://www.geoconinc.com
http://www.moonmayoras.com
http://www.array-architects.com
http://www.tylin.com
http://populous.com
http://www.dpr.com
http://www.arup.com
http://www.sellen.com

Other Sites Shown in Session
http://www.davidlecours.com
http://www.teehanlax.com
http://www.kpf.com
http://coarchitects.com
http://hok.com
http://milwaukeepolicenews.com
http://www.smpssd.org

Content Marketing Articles For AEC Firms
Why AEC Firms Must Use Content Marketing
AEC Content Marketing: How To Get Started

AEC Firm Website Articles
5 Symptoms of an Expired Website
Why Your Next AEC Firm Website Will Use Responsive Design
I’m No Longer Scared of Google Analytics
4 Functions AEC Websites Must Serve
SEO for AEC Firms
The Website Development Process

Other Website Resources
http://moz.com
http://www.smashingmagazine.com
https://typekit.com
http://www.typography.com

Reward for Scrolling This Far: embarrassing photo of David Lecours at 15
David Lecours surfs

SMPS Interview on Rebranding AEC Firms

SMPS Interview on Rebranding AEC Firms

Island Brand ID

I’m deliv­er­ing a national webi­nar on Jan. 21 for Soci­ety for Mar­ket­ing Pro­fes­sional Ser­vices (SMPS) about rebrand­ing A/E/C firms. Below is my pre-webinar inter­view with SMPS on this topic.

How does a com­pany or orga­ni­za­tion know when it’s time for rebrand­ing?
The time to rebrand is when your firm is known for what it used to be, not what it aims to be. Island Archi­tects used to be known for design­ing tra­di­tional homes. In 2008, we designed a brand iden­tity update to reflect their aim to also be known for con­tem­po­rary archi­tec­ture. A brand audit and/or per­cep­tion study can help a firm decide if/when to rebrand.

rebranding evolution of the Island Architects logo

How would you define a “˜tired’ brand?
A tired brand doesn’t rein­vest in itself. A tired brand looks, feels, and sounds dated. A tired brand isn’t aligned with the strate­gic direc­tion of the firm.

What com­pa­nies and orga­ni­za­tions have you helped when it comes to rebrand­ing?
Our firm, Lecours­De­sign has a nar­row focus of brand con­sult­ing for the Architecture/Engineering indus­try. A few brand­ing clients have included Tucker Sadler Architects, International Park­ing Design, Vasquez Mar­shall Archi­tects, MA Engi­neers, Schmidt Design Group, Kirk­patrick Archi­tects,BSE Engi­neer­ing, Island Archi­tects, SMPS San Diego and USGBC San Diego. Some of these are view­able here.Sustainable Nametags for USGBC-SD

Can you describe a suc­cess­ful rebrand­ing project you were part of?
I sat next to Glen Schmidt, Prin­ci­pal of Schmidt Design Group at the firstSMPS lun­cheon I attended. He men­tioned an impend­ing 20th anniver­sary and rebrand for the firm. After being hired, I first helped refine a new brand posi­tion­ing of “bal­anc­ing artis­tic expres­sion in design with envi­ron­men­tal sensitivity.”

After pre­sent­ing new logo design explo­rations, Glen asked me to dupli­cate my pre­sen­ta­tion to the entire firm. This was a smart move because rebrand­ing requires change, which employ­ees and stake­hold­ers often resist. By shar­ing the think­ing behind the new logo explo­rations, the entire firm felt part of the process. Employ­ees shared their opin­ions, but the Prin­ci­pals made the final deci­sion on which logo to refine. The new logo led to a new color and typog­ra­phy palette as part of a brand style guide.

I sug­gested a 6″ square gift book for atten­dees at their 20th anniver­sary party, and to have a mar­ket­ing life beyond the party. I designed a 48-page book titled 20 Years of Ser­vice, 20 Lessons Learned. The lessons fell into one of three themes: life, work, and design. A Schmidt Design Group client told Glen that she keeps the book on her desk. If she’s hav­ing a bad day, she looks through it for inspi­ra­tion. This is when I knew the project was successful.

schmidt_ext_book_54020th Anniversary Book

What do you like most about work­ing on brand­ing projects?
I tell clients “Don’t try to be dif­fer­ent. Sim­ply acknowl­edge that you already are (dif­fer­ent).” It’s grat­i­fy­ing to help firms clar­ify who they are and what makes them most rel­e­vant to prospec­tive clients. Mar­ry­ing this strat­egy with cre­ative expres­sion becomes real when a client is incred­i­bly proud to hand out their new busi­ness card.

How involved is the client dur­ing a brand­ing project?
Clients involve­ment in brand research and plan­ning is essen­tial because they know their busi­ness best. A good brand­ing con­sul­tant asks the right ques­tions, gains con­sen­sus on the prob­lem to solve, and guides the client in deci­sion mak­ing. After research and plan­ning, the best clients trust their brand­ing con­sul­tant to present great cre­ative solutions.

How is rebrand­ing dif­fer­ent with A/E/C firms than with other pro­fes­sional ser­vices or product-based com­pa­nies? And, will you pro­vide insight into this dur­ing your webi­nar?
Rebrand­ing A/E/C firms and other pro­fes­sional ser­vices firms is sim­i­lar if the firms are business-to-business (B2B). Product-based com­pa­nies are often business-to-consumer (B2C) and the process is dif­fer­ent. We’ll dis­cuss this in the webinar.

What would be the biggest take­away for peo­ple attend­ing your webi­nar?
Atten­dees will learn WHY to rebrand, WHAT a rebrand project really involves, and HOW to man­age a suc­cess­ful rebrand.


Rebrand­ing Your Firm: Why, What and How Webi­nar
Jan­u­ary 21, 2014 at 2:00 PM EST, 1:00 PM CST, 12:00 PM MST, 11:00 AM PST

Your firm should con­tin­u­ally grow its exper­tise and capa­bil­i­ties. In the last 5″“10 years, you prob­a­bly added new mar­kets and new ser­vices. You may have an entirely new strate­gic direc­tion. Is the pub­lic per­cep­tion of your firm keep­ing up, or is it stuck in the past? It could be time for a rebrand.

Rebrand­ing is not a panacea. But done well, it can ener­gize a tired brand. All A/E/C firm brands go through a life cycle. So it’s nearly guar­an­teed that, at some point in your career as a firm owner or mar­keter, your firm will go through a rebrand. From gain­ing Board of Direc­tors’ approval, to bud­get­ing, man­ag­ing the process, man­ag­ing expec­ta­tions, and rolling it out, this is a del­i­cate process. Just ask Yahoo, The Gap, and UPS.

This webi­nar will help you nav­i­gate the process of why (or why not), what, and how to com­plete a suc­cess­ful A/E/C firm rebranding.

Dur­ing this Webi­nar, you will learn to:

  • Assess why and when a firm should con­sider rebranding
  • Clar­ify the con­fu­sion among rebrand­ing, refresh­ing, and sim­ply design­ing an anniver­sary logo
  • Nav­i­gate the process and allo­cate the resources (time and bud­get) required for a suc­cess­ful rebrand
  • Eval­u­ate the pros and cons of hir­ing an out­side consultant
  • Gain a real­is­tic expec­ta­tion of the ROI of a rebrand
To Sell Is Human Book Review

To Sell Is Human Book Review

To Sell is Human by Daniel Pink

I rec­om­mend To Sell Is Human by Daniel Pink to any­one in the A/E/C industry because, as the book says, “we’re all in sales now.” Many A/E/C firms claim that “every­one in the firm sells,” but they rarely offer sales train­ing. This book fills that knowl­edge gap, even for those that don’t think of them­selves as salespeople.

This sum­mary high­lights the why, what, and how to apply the core con­cepts of the book.

WHY
1) Like it or not, we’re all in sales now.
2) Sales has changed more in the last 10 years than in the pre­vi­ous 100.

WHAT
ABC used to stand for Always Be Clos­ing. Accord­ing to Pink, ABC now refers to Attune­ment, Buoy­ancy, and Clar­ity.

Attune­ment “” The capac­ity to take someone’s view and cal­i­brate your words and actions to match. Pro­pos­als and Pre­sen­ta­tion Inter­views need to be attuned to our buyer’s chal­lenges. If the RFP is writ­ten using spe­cific lan­guage, then selec­tively adopt that lan­guage in your response to demon­strate an under­stand­ing of their challenges.

Buoy­ancy “” The capac­ity to stay afloat in “an ocean of rejec­tion.” After pur­suit losses, Pink rec­om­mends inter­rog­a­tive self-talk. Dur­ing your next go/no go delib­er­a­tion, inter­ro­gate your­self. Ask “can we deliver this project with excel­lence? If yes, then list the top 5 rea­sons why. Use these 5 rea­sons inspire your pro­posal and presentation.

Clar­ity “” Mak­ing sense in murky sit­u­a­tions. Pink defines this as prob­lem find­ing, then prob­lem solv­ing. Teams that win fre­quently make rec­om­men­da­tions about poten­tial project prob­lems that the client hadn’t even considered.

HOW
Pitch, Impro­vise and Serve are how to apply the new ABCs of sales.

Pitch “” Sum­ma­riz­ing the essence of your project pur­suit into a mem­o­rable tagline or phrase can help your mes­sage stick. Accord­ing to Pink, rhyming “taste great and goes down eas­ily.” A great resource to help with rhymes isrhymezone”‹.com.

Story is another bril­liant way to pitch. Story is mem­o­rable, pow­er­ful, and emo­tional. Big deci­sions are made on emo­tion, then later jus­ti­fied with fact.

Impro­vise “” To Sell is Human reminds us that there are three main rules in Improv. Hear offers, say “yes and,” and make your part­ner look good. Being a great mar­keter means being a great lis­tener. Mak­ing your part­ner look good can be directly applied to pre­sen­ta­tion inter­views. Not only are selec­tion pan­els lis­ten­ing for what you say, but they also observe how your team inter­acts. Mak­ing fel­low team mem­bers look good com­mu­ni­cates that you will make your client look good.

Serve “” Pink reminds us to make our work both per­sonal and pur­pose­ful while serv­ing oth­ers. By under­stand­ing your client’s per­sonal hopes, dreams. fears and inse­cu­ri­ties, you will offer bet­ter solu­tions. Also, ask why a pur­suit mat­ters to you and your team. Then share your answers in pro­pos­als and inter­views. If your pur­pose for pur­su­ing a project improves qual­ity of life or improves the world, then your team now has an inspired mission.

What’s your reac­tion when you think of a sales per­son? The terms most often used are “pushy, slimy, slick, obnox­ious, etc.” This is the old model of sales, try­ing to con­vince buy­ers. Nobody likes to feel manip­u­lated. To Sell is Human offers a new model. A model based on emo­tional intel­li­gence, pur­pose and ser­vice. Since we’re all in sales now, it’s nice to know we can use our pow­ers for good

AEC Content Marketing: How To Get Started

AEC Content Marketing: How To Get Started

Chicken vs. Egg, Plan First or Get Approval First

Note: This is part 2 in a series. Part 1 is Why AEC Firms Must Use Content Marketing

I see a lot of firms dabbling with content marketing “when they have time for it.” With sporadic content sharing, firms see sporadic results, if any, and then abandon this valuable marketing channel. Content marketing can’t be a luxury for when you have free time. Nobody has free time. Content marketing requires a plan and commitment. This post will help you get started.

Buy-In From the Top
In order for a marketing initiative like content marketing to work, you must have support from the C-Suite.You need this buy-in because content creation will only occur when the C-Suite makes content creation part of technical staff job descriptions. There is a chicken-and-egg conundrum of needing a content marketing plan to persuade the C-Suite, while needing support of the C-Suite to spend your time creating a plan. This post is a short-cut to help you create your content marketing plan before, or after, you have C-Suite buy-in.

Creating content (start with writing for your blog) is alien to technical staff and thus outside their comfort zone. Knowledge is the antidote to fear, so I recommend getting C-Suite approval for training technical staff to become better writers and speakers (see Resources at the end of this post).

Those in the C-suite often ask, “what firms are using content marketing successfully?” Peer pressure can be persuasive, so here are a few examples:
Array Architects
HOK
Gensler
Populous
Brown & Caldwell
DPR
American Express


“Content is an important piece in all of our marketing efforts…extending our messaging through content is a great way for us to continue to convert our customers from simply seeing a message to considering our brand.”

““ Walter Frye, Director of Entertainment Marketing & Sponsorships at American Express


Venn Diagram: Intersection of client pain and your expertise = your next blog post

Start With Strategy
Like any marketing channel under consideration, start with strategy. Determine who you are trying to reach, and what is the intersection of their pain points and your expertise. This intersection will answer the question of what to write/speak about. For example, I wrote this post in response to several Marketing Directors expressing interest in content marketing, but needing to develop a plan to get buy-in from their C-Suite.

Commit to at least a year. Part of what makes content marketing work is putting your audience on a regular drip of valuable content. You never know when buyers, in the sales process, cross the threshold from the research stage to the intent to hire stage. So it’s key to keep your firm front of mind with consistent publishing of content.


No single piece of content, no matter how excellent, will be as successful as a steady, long term flow of quality content.

““Chris Butler, author of The Strategic Web Designer


Define Personas
It’s always more effective to write with a single reader in mind rather than an amorphous group. Therefore, I recommend that you clarify your target audience by creating 3 personas for ideal clients. Personas are short fictitious biographies for those you wish to influence. At minimum, include the following in your personas:
• name
• age
• sex
• job title and responsibilities
• dreams and goals at work
Find a photo and post a cut-out of this “person” to keep your target audience front of mind when creating content. Consider creating one persona for each stage of the buying process (research, evaluation, decision) for your 3 personas.

Start Small and Then Scale
I see a lot of firms get excited about all the channels at the content marketing buffet: podcasts, blogs, newsletters, speaking, white papers, etc. Firms fail because they bite off more than they can chew. I recommend starting with a blog, and committing to one post per month for an entire year. Posts about new hires, project wins, and awards do not count. True content marketing must be original content that your audience can use to be better at their jobs. Aim for 500″“1000 words per month. Once you’ve mastered a year of blog posts, and have resources to scale, then take on new content marketing channels, while increasing to 2k”“3k words of new content on your blog per month.

Considering Outsourcing Writing
Since your technical staff are under pressure to maintain billable efficiency, consider hiring professional writers to write compelling content. Technical staff should brief the writer on the article, provide key terminology, and fact check. The Bloom Group conducted research last year with 50 consulting firms and found that those whose website thought leadership content generated the greatest number of client leads on average used ghostwriters for more than 50% of their articles. Consulting firms with the fewest number of leads from their website content on average had 22% of their online articles ghostwritten.

Your Website Is The Hub or Home Base
All your brilliant content needs to have a home. That home should be your website and the content must be indexable by search engines. Within your website, the content must live under a button listed in your main navigation. This button could be titled Blog, News, Thinking, Thought Leadership, Thoughts, etc. Avoid creating a separate blog with a separate URL because you then dilute your SEO.

All your outbound channels (Twitter, Email Marketing, Pinterest, Linked-In, Direct Mail) for promoting your content should pull your audience back to your website to read the entire story. Hence the term “inbound marketing.”

Remember: Your Content Must Be Searchable
Whatever form your content takes, be sure that at least part of it is posted on your website in searchable form. In other words, don’t just post PDFs or videos. If you do, search engines won’t pick them up, and you lose the opportunity the unaware finding you through a google search. Be sure to include a summary of the PDF, video, or podcast in your blog.

Conclusion
Content Marketing is difficult, so few firms do it well. This is why it’s an opportunity for your firm to stand out. By following the steps outlined above, you’ll create a “scalable plan for regularly adding high quality, educational content to your website that will attract prospects, inform them of your expertise, and engage them in a helpful and conversion focused process that transitions visitors to qualified and viable leads.” ““Mark O’Brien, author of A Website That Works

When your firm’s content and expertise becomes archived, and accessible to everyone in your firm, you begin to build a Core Brilliance Culture. This is also known as knowledge management. This adds significant value to your firm as a marketing, recruiting, and ownership transition asset. Maybe this is how you get your C-Suite to approve your content marketing plan?

For Discussion
How did you get your content marketing initiative started?
How do you motivate technical staff to write and speak?

Resources
Writing Training – Copyblogger
Speaking Training – Toastmasters
Firms Doing Conttent Marketing Well: Array Architects, Populous, DPR
More on Personas: The User is Always Right by Steve Mulder
Bloom Group Research – State of Online Publishing in Consulting

Better Group Brainstorming

Better Group Brainstorming

illustration showing individual brainstorming is better than in group brainstorming.

I’ve always hated group brainstorming sessions. What seems like a good idea; harnessing the collective brainpower of a group while team building, is usually a colossal waste of time. Working individually to generate ideas is more efficient for me. Turns out, science supports my preference. I feel so validated. This post will examine why group brainstorming fails, and then offer proven techniques for boosting creativity in groups.

Yes, there is actually a scientific way to measure creativity in groups. Leigh Thompson, who directs the Kellogg Team and Group Research Center at Northwestern University has done extensive research on this topic. She uses Guilford’s 3 Factor to measure fluency (quantity of ideas), flexibility (idea shifts), and originality (rarity of ideas).


Ms. Thompson discovered that individuals who brainstorm alone generate 21% more ideas than groups. Those ideas are 42% more original than those that originated from groups.

Why Group Brainstorming Fails
I recently heard a great analogy on the Accidental Creative Podcast. Group brainstorming is like that playground game where an entire class holds a parachute with a red rubber ball in the middle. Any time someone makes a bold movement, the rest of the group compensates to keep the ball in the middle. There seems to be a gravitational pull of the ball back to the center. The ball in the center is equal to safe, expected, unoriginal solutions. But with brainstorming, the edges are where real breakthroughs take place. In group brainstorming, participants avoid looking silly in front of the group. Or, individuals in the group slack off because someone starts to dominate the group. Or, the group focuses on quality, rather than quantity, stunting the flow of ideas. All are creativity killers.

But don’t disband your brainstorming group. All groups can boost their creative output if they work individually first, then come together as a group. I’ll explain this better approach next, and then offer creative catalysts for better group brainstorming.

New and Improved Group Brainstorming
The first step is to define the creative problem. For example, “generate ideas for a holiday promotion.” Then give the problem to individuals with a clear performance expectation. Something like, “bring 50 ideas to the group meeting tomorrow.” Encourage individuals to bring their 50 ideas (1 idea written on a 3 x 5 card) to the group meeting tomorrow. This step could also happen at the beginning of a meeting with everyone in the same room. But the key is that participants must work individually and write down ideas on the 3×5 cards, not delivery them verbally.

Then, the facilitator collects and posts all the cards on the wall. Individuals are discouraged from guessing or confessing ownership of ideas. Each individual is given 5 post-it notes, and votes for the best ideas by silently placing a post-it directly on the 3×5 card. After voting, the facilitator leads an open group discussion about the ideas that received the most votes. The facilitator then chooses the top five ideas. The facilitator divides the overall group into five smaller groups (2″“4 people) and gives each small group one of the top five ideas. The small groups then work together to make that idea better.

6 Creative Catalysts For Group Brainstorming

1. Work in Small Groups
Thompson’s research shows the smaller the group, the higher the creative output. Nobody can hide in a small group. Members take individual responsibility for generating ideas. Plus, members of smaller groups feel like their individual contribution has higher value.

2. Go For Quantity, Not Quality
In beginning brainstorming phases, generate as many ideas as possible. The more ideas, the more likely you’ll have a great idea. To keep ideas flowing, and avoid judgement, which kills a safe environment. The editing or critique phase must happen later.

3. Set a Timer
A little pressure helps the brain rise to the occasion. Set a timer for 10 minute brainstorming sessions. Thompson’s research shows that 70% of ideas come in the first ten minutes. After a break, examine the problem in a new way with subsequent sessions until you reach your idea quota.

4. Mix It Up
By mixing things up, we access new creative possibilities. This may mean changing locations, catalysts, or people. Thompson’s research shows that by adding a new member to the group, legacy members become more creative: 22% increase in quantity, 31% increase in originality. Teams made up of diverse individuals generate new perspectives. Agitation, as long as participants feel safe to fail, creates friction to heat up creative output.

5. Try Speedstorming
Think of this as speed dating meets brainstorming. You work with another individual on a creative problem for 3″“5 minutes, then once the timer sounds, that person gets up and moves to the right. You get a new creative “date” and begin anew.

6. Hire a Professional Facilitator
Invest in a trained facilitator to keep your group on track and to harness the brain power of all those in the group. The facilitator will take notes or record ideas to allow all members of the group to contribute ideas. Ideation needs to be democratic as great ideas can come from anyone. An objective outside facilitator is immune to bullying or office politics.

Conclusion
I thought that my aversion to group brainstorming was because I am an introvert preferring to work alone, rather than in a group. It’s validating to know that science supports ideating individually first. With a third of us identifying as introvert on the spectrum, it’s good to know that there is a way for us to contribute to groups. I’m biased, but I think introverts are more creative than extroverts. Unfortunately, in traditional group brainstorming, introverts often get silenced by the loudest extroverts in the group. This method described in this post, where everyone works individually first, encourages equal creative contribution. Then the team can come together and do what teams to best: discuss, edit, and then iterate the best ideas.


Further Reading
Leigh Thompson, author of Creative Conspiracy: The New Rules of Breakthrough Collaboration
The Accidental Creative
Guilford’s 3 Factor

What Has Worked For You?
Have you had success or failure with brainstorming? Why?

* A / E / C = Architecture, Engineering, & Construction (but you already knew that)
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