Design on the Haus
by Steve Whitehorn
The financial success of any firm is built upon its personal relationships. However, many firms often fail to realize this basic truth. The endless pursuit of new clients to expand market share is an outmoded, counterproductive strategy. You can spend an overwhelming proportion of your marketing budget trying to win new clients, but in the process you miss out on the bottom-line benefits that come from nurturing existing connections.
According to Donna Fenn, contributing editor for Inc. Magazine, acquiring new clients can be costly, while existing relationships are more reliable and profitable. In fact, repeat clients spend close to 70% more than new ones. By investing in existing clients, firms earn trust and fortify their alliances. For example, if you need to renegotiate a fee during the design phase of a project, a long-term contact is more likely to approve a higher fee than a first-time client.
Furthermore, adding a new client to make up for those that leave you is actually decreasing your profits and increasing your marketing costs. If you gain a new client, but lose an existing one because you were unable to give them the attention they need, you end up with the same number of clients as before. Except now, your profit margins will suffer because it costs more to get new customers than to nurture the ones you already have.
Sometimes, however, you need to shake off the dead weight. Just as you can benefit greatly from nurturing your best connections, you should let go of those that aren’t working in your favor. Parting ways with a client may seem counterintuitive. However, difficult clients waste resources and diminish profits. Assess your client list and separate them into three categories, identifying your favorite clients, those you like or need to get to know better, and then those that you would rather not have to deal with. Hopefully, you don’t have anyone in the third category but, if you do, take stock of why you don’t like dealing with this client. Do they always pay late? Do they consistently expect you to double your workload without adjusting your fee? Are they constantly eroding your time with incessant e-mails and phone calls for things that can be addressed at your regular meetings? If your answer is yes to any of these questions, it may be time to part ways.
As an architect or other design professional, you can’t afford to spend time on negative client relationships, especially since your business is subject to unique pressures that often result in diminished budgets and strained cash flow. Think of it this way: the Pareto Principle, also known as the “80/20 Rule,” cited here by Forbes contributor Dave Lavinsky, can demonstrate that 80% of a firm’s profits are generated by 20% of its clients. By keeping strong client relationships and discarding unprofitable alliances, firms free up time and energy to devote to their top 20% clients, resulting in greater financial stability overall.
By recognizing that client relationships directly influence your profitability and by nurturing these relationships as your best assets, you can create a solid foundation on which your business can grow.
Steve Whitehorn is the author of the upcoming book, Ensuring Your Firm’s Legacy, and Managing Principal of Whitehorn Financial Group, Inc. The firm is the creator of The A/E Empowerment Program®, a three-step process that helps firms create a more significant legacy and empowers them to achieve greater impact on their projects, relationships, and communities.
I’m an architect with a strong professional network, including over 500+ connections on LinkedIn. I’m also a member of the AIA. But my network is predominately made up of other design professionals and colleagues in the AEC industry. I feel like it’s a new year, and I need to do something different. I’d like to broaden my reach and meet new people. And I was just promoted to associate, so I need to be able to bring new business into the firm. Can you suggest some ways that I can develop a presence beyond my immediate circle of colleagues and get to potential clients?
Off the Radar
Well, Off the Radar, you are certainly asking all the right questions. And you’re in luck, because the Doctor has answers. But, I have to admit, your timing may be off by just a teeny weeny bit, because it’s been a brutally cold winter – at least for those of us who live in the Northeast – and who wants to be running around proverbially knocking on doors to meet people in this cold? However, don’t you worry, because the Doctor has some ideas! And you don’t always have to brave subzero temperatures to make important connections.
Let’s start with LinkedIn. It’s great to have so many connections. But have you tried to take advantage of the people you know? I mean that in the best possible sense! For example, you may find that one of your LinkedIn connections knows someone who you want to meet. Maybe he or she can make an online introduction for you. Or, even better, you can all get together for coffee. Just make sure that you dress warm and wear plenty of warm clothes when you go out. (I know, I know, I’m not THAT kind of doctor, but I still care about you).
Another way to build your influence is to start a conversation about a topic on LinkedIn. If you don’t want to dip your toe in such deep water, at least you can start to post updates on LinkedIn on a regular basis. It’s good to show your network that you’re alive and kicking!
As for meeting new people, well it just means that you need to change up your surroundings and the company you keep. Other architects are great, but you can’t just hang around the same people all the time because, ya know, that just gets BOR-ING. And if you want to meet potential clients, then you need to start stalking professional events where you know those folks might be (ok, I’m not advocating the creepy kind of stalking, of course, just saying that you need to put yourself in the company of people who you want to do business with). When you go to events, make sure you get there early and actually talk to people. The great news about networking events is that…just like you, people are there to network! Imagine that! Even better, if you find an organization that you like, get involved in a committee or seek out a board position. You can attend as many breakfast meetings as you like, but there is no substitute for digging in your heels, really getting involved in an organization and forging strong relationships that really matter.
Remember, too, that you can meet potential clients anywhere. Get involved in a charity or do some pro bono work for a local community group. You never know where your next client may turn up. And you’ll feel gratified by helping others – a double win!
You could also consider writing some articles about your expertise. Many trade journals and other publications are always looking for good content. This can be a great way to start building up your visibility in front of potential clients. And, even better, you don’t have to go out in this freezing weather to do it!
However you decide to begin, Off the Radar, stay warm and try not to get “cold feet”…and remember to have fun!
Dale Walker is the Director of Communications at Francis Cauffman, a Philadelphia and NYC based architecture firm that has supported its clients since 1954 with innovative architecture, planning, and interior design services. With close to three decades of experience in marketing and communications for the AEC industry, Dale’s expertise includes marketing and proposal strategies, positioning, competitor analysis, collateral development, budget development and administration, as well as networking training.
By Dale A. Walker, CPSM, Director of Communications at Francis Cauffman
You made it through the first hurdle and agreed that you need a PR program. Your next big decision involves how to implement the program. There are a couple of different approaches: you can assign the task to an internal staff member and/or hire a new staff member, or you can hire an outside PR firm. Each has pros and cons. I will give you my experience with both.
PR as an internal function
The internal staff member will have access to all the latest and greatest as it relates to the inside information you are hoping to publicize. This includes images, descriptions and direct access to your key team members. The internal staff person can multitask, giving you expanded options, because he or she can also help out with other roles in your communications department. Just a word of caution here: this same pro can be a big con. If the team member is pulled into too many additional duties, then the PR program can wind up taking a back seat and your desired goals will suffer. Remember, if the effort is not consistent, the same will be said for your results.
One other note, most publications know that you want your information to be published. They may dismiss an internal effort on your part as self-promotion versus, say, getting the same information from an expert in the field.
PR as an outsourced service
If you have made a wise selection, the PR firm that you hire will already have solid industry contacts and can help guide you through development of your specific plan. Together, you will create and establish a budget based on the activity level that your plan requires. This can begin small and grow until you feel you have found the right balance between results and desired exposure.
The outside PR firm will be able to make this a consistent effort: this is what they do, and there will be no interruptions or loss of momentum.
Next, you need to make all your resources, images, descriptions, and experts available to your outside team. Your outside consultant will help give you more credibility in the marketplace since their team will work their relationships to promote your firm, and results will usually happen on a more accelerated scale.
In summary, don’t worry about how big or small your budget is. This is just the beginning and, regardless of the direction your take, this will be the starting point. Even if you just have a small budget, I recommend working with an outside consultant. Their energy and effort will maintain a consistent level of exposure and credibility. You will achieve much more in a shorter time frame.
I just started working at an architecture firm, after spending many years in the financial industry. It’s been an exciting career change. As part of my business development activities, I have been attending rehearsals with the partners and project teams as they prepare for interviews. Since I’m a newbie to this industry, I’m struck by the way the architects talk about their work and how they describe it to clients. Most of the time, I have no idea what they’re saying, and I’m concerned that our clients don’t either. Maybe this is the way that architects sell their work, but it seems that there must be a way to communicate that resonates better with potential clients. Any ideas?
Lost in Translation
Dear Lost in Translation,
Well, I certainly relate to your frustration! Don’t worry, the Doctor assures you that what is lost can certainly be found. And it’s not just design professionals who have a hard time communicating their expertise. Believe me, when our IT guy tries to explain what’s wrong with my computer, I think we are talking a different language – and that’s because we actually ARE. I am just glad that he is fluent in Macs, because certainly I am not.
Okay, so back to you, Lost. You are not lost, by the way, you’re on the right track. It’s critical for you, your principals, or indeed anyone in your firm to clearly describe what you do for your clients, how you do it, and why you’re the best at it. Design language isn’t necessarily a bad thing. However, your experts will do themselves a disservice if they can’t speak in a way that clearly explains their vision and value to their clients. So what can you do about it? Keep these things in mind.
- First, know your strengths! Call it an elevator pitch or whatever you want. You need to know why you’re the team that the client needs to hire and how your design will make your clients’ businesses soar. You need to be able to articulate your value proposition in a snap. Show how you have done this for other clients in the past. This is why your partners became architects in the first place, so show your expertise to your best advantage.
- Keep it simple! Look, you’re architects, and you’re all about design. That’s a great thing. But you shouldn’t have to bring a translator to a client meeting. It is your goal – and it’s also a great opportunity – to educate your clients and bring them on board. They need you, but they may not understand your industry. They may be anxious about the look of the building – not to mention the process, fees, and schedule. You can navigate them through uncharted territory. Describe the experience that they will have in your new building, not just the architectural details. Talk about your working process. Focus on how you will help them achieve their goals. These are all keys to a winning communications strategy.
- Speak your client’s language! Make sure, above all, that you do your homework and know what’s important to a client. A meeting or interview should not be a monologue; it’s a conversation. For example, do they want to be sustainable? Have big private offices or collaborative workspaces? Look traditional or hip? Find out their priorities and internalize them. They will use the building every day – you won’t – so demonstrate that you have listened to them and can deliver what they need.
Editor’s Note: Introducing a brand new column by our very own Dr. Tami Hausman, where she offers practical integrated communications advice to AEC professionals. If you have questions for the Doctor, don’t hesitate to send them to firstname.lastname@example.org. The Doctor is in!
I am an architect with ten years of experience who recently opened my own architecture firm with three colleagues. Each of us comes from large, well-known firms with very high profiles, so getting press for our projects was relatively easy.
Now that we have our own firm – although we have strong connections – we are relatively unknown. Going forward, how can we best approach the media to get noticed and get more work? While we have set some funds aside for marketing and publicity, as a small firm we do not have unlimited resources for these activities at the moment. Where should we start?
Building from Scratch
Dear Building from Scratch,
Well, the first thing I have to say to you is: Congratulations! Starting your own firm is a big leap, and it’s not always easy. It’s important that you recognize the need for outreach to make a name for yourself. Building your reputation, and your influence, is key to building a healthy practice.
So what is the prescription for success? There are a number of things that you can do immediately. First, make sure that you and your partners are speaking with one voice. That’s critical, because you need to communicate clearly about what kind of projects you want to do and where you want to practice (regionally, nationally, globally). Get that elevator speech down pat so you can explain to a potential client why they should hire you, not your competition. And don’t forget to throw a small party to celebrate your new office and make sure everyone knows about it!
Young start-ups don’t always have a portfolio of built work, but there’s no need to worry: editors are always on the lookout for news stories, so send out those renderings even before a project is complete (make sure you have client approval, of course!). If you have some really good projects in the works, set up a meeting with a design editor and show them what you’ve got. You can also take advantage of social media to build a following for your ideas and projects – it’s free and doesn’t need to monopolize all your time. And, finally, make sure you get out and about by attending events where you may meet potential clients. Even in this digital age, nothing beats the opportunity to connect with people face to face.
The scary truth about using social media is that it’s not as hard as you think. It’s up to you to decide how you want to use it and which platforms suit your firm best. Social media is an essential tool for successful marketing efforts. Design professionals can share their work and ideas in real time, while simultaneously making connections with one another. Once you start to integrate social media, an inactive social media platform will be about the most frightening sight you’ll see. Here are some tips for how to scare away those communications ghosts that may be lurking in your closets.
Don’t be scared, it’s easier than you think. Twitter and basic LinkedIn accounts are free. They are fast and inexpensive ways to open up communication channels with professional peers and potential clients you don’t know and those you already do. It doesn’t cost anything to maintain, so there’s no need for those hairs on the back of your neck to stand up! If you’re nervous about handling multiple social media accounts at once, consider using dashboard applications such as TweetDeck and Hootsuite to help organize your social networks and make posting a little easier.
You can network quickly. A popular social media platform like Twitter allows you to share information about your work and firm in real time to your followers. Use #hashtags to share your tweet information with an entire Twitter network of like-minded people looking to engage on a similar topic. LinkedIn is an interactive way to make those same connections in a more professional online setting. Do you feel like a petrified mummy about sharing information because you fear it could be misinterpreted? Don’t worry. What’s valuable about social media is that it’s more personable and there are fewer formalities than traditional forms of communication, so leave the dark side and come see the light!
There are design-specific platforms. If it feels like you’re stepping into a house of mirrors and you don’t which way to turn, don’t be afraid! There’s no reason to fear that social media is not geared to the AEC industry because online platforms exist specifically FOR the industry. Useful AEC-centric social media sites include Architizer, Houzz, and Honest Buildings. Each of these web platforms is user-friendly and many have guides to walk you step-by-step through the sites. Their large online communities allow firms and professionals to showcase their projects, and many offer easy-to-navigate forums for exchanging ideas and making connections.
What frightens you most? Creepy crawlers in the night, werewolves howling at full moons, haunted houses, or skeletons in the closet? Well, we’re scared of all those things, too, but what really frightens us is how some people communicate.
You may laugh, but it’s true! We have so many ways to communicate these days (some may say that we have a lot of ways to communicate badly) that it can seem like you’re always walking the plank over the treacherous and deep waters of messages and meanings.
Let’s take just the easiest example – and we’ve all done it. Did you hit “reply all” when you wrote a message that was just intended for one person? Did you send the right e-mail to the wrong contact? Or, just after you tossed off that angry e-mail to your (fill in the blank) boss/ex-boyfriend/brother, did dread and fear of the future consequences start to invade your body like a quick poison? For more on that topic, see this recent Wall Street Journal article here.
There are many frightening examples of the scary ways that people communicate. And, in many instances, you can’t blame it on e-mail or digital technologies. In fact, the following examples are downright terrifying.
Take these examples from The Toronto News of July 26, 1977. Keep in mind that they are actual statements from insurance claim forms where drivers attempted to summarize the details of their accidents:
“I thought my window was down, but I found out it was up when I put my head through it.”
“I pulled away from the side of the road, glanced at my mother-in-law, and headed over the embankment.”
“I saw a slow-moving, sad-faced old gentleman as he bounced off the hood of my car.”
If these sentences make your blood turn to ice, check out these examples and figure out what the author is trying to say:
“I urge you to waste no time making this candidate an offer of employment.” (Are you urging the person to hire the candidate or are you saying the candidate is not worth further consideration?)
“You will be fortunate to get this person to work for you.” (Is this person a great job candidate, or is this person extremely lazy?)
So, now that we’ve discussed the perils of communication, here are some ways to get the spook out of your spin:
- Chase away the miscommunication. It’s great that you can send an e-mail from a smart phone, but you need to remember that that e-mail is still a professional document. Make sure that you are being very clear and concise. If you’re not sure if you’re getting your message across, ask someone to take a look at your e-mail before you send it. By all means, don’t put a tagline on your e-mails that says “please excuse typos” – that’s for goblins and ghosts. Read over your e-mails thoroughly before you send them. There’s no excuse.
- Don’t be scared to pick up the phone. E-mail can be a terrific communications tool – it’s easy, it’s fast, and you can send an e-mail almost anywhere. At the same time, it’s not always the perfect way to get your point across, and your tone in an e-mail can be easily misconstrued. Don’t send an e-mail to someone sitting three feet away from you. And don’t send a four-paragraph e-mail to your printer to clarify how many business cards you need. Before you send a dozen e-mails back and forth in the same e-mail chain, do yourself a favor and pick up the phone. It will be a treat, not a trick!
- Bury the jargon. When you’re in a profession like architecture, you’re going to use a lot of words and phrases that help you communicate with your colleagues. Unfortunately, when you use this jargon around other people, they’re going to think you’re Frankenstein. If you really want to talk to potential clients and other audiences – and get them to understand you – then go to the cemetery at 2 a.m. and bury that jargon in a deep grave (full moon optional). Going forward, make sure you use plain language to convey your ideas and messages. You’ll be amazed at how clearly you’ll be able to communicate.
Image courtesy Platt College
This month we’ve heard from guest bloggers Brad Feinknopf on investing in good photography and Jessica Wyman on tips for designing an effective website. Now that you’ve got a great website with gorgeous photography, how do you actually get visitors? The answer is SEO.
Search engine optimization (SEO) improves a website’s visibility in online search results in order to increase the number of visitors to that website. Search engines like Google match users with the businesses and services they are looking for. In order to do this, they employ “crawlers,” special algorithms that read through the Internet, index each website, and rank it for different search terms. These search terms are known as key words (a single word, like “architecture,”) and key phrases (a group of keywords, like “architecture design firm”).
The goal of your SEO plan should be to make your expertise more evident to Google and other search engines, in order to increase its exposure and number of visitors. Once you place focused keywords strategically within the website’s text, the website’s ranking in search results will improve. The higher the website’s ranking, the more visitors will find it. In fact, a 2013 study found that 83.6% of searchers visit one of the top seven Google results in a given search.
In order to achieve this goal, you will want to select keywords that closely align with your firm’s signature services. Then, integrate these focused keywords throughout the text of your website in order to maximize your SEO. An effective SEO strategy encompasses several steps:
First, identify the terms that best represent your firm’s identity and services. Identify three or four key words and phrases that concisely convey your firm’s identity and services. These should be general search terms that someone might use to search for you such as “landscape architect” or “interior designer” or “project management.” It may seem like you’re stating the obvious, but for search purposes that’s exactly what you want to do. Once the user visits your website, you can demonstrate how you are different from all of the other landscape architects, interior designers, or project managers out there.
Next, research your chosen key words and phrases. Using a suite of SEO tools like Google Analytics, explore how often your chosen keys words and phrases are searched for. You should also determine if other, similar terms are more popular search terms – such as “corporate interior designer” or “workplace interior designer”. Further, you need to find out the level of competition for your chosen terms, i.e. how often a phrase appears on other websites. Google Analytics can help you find all of this data.
Then, evaluate your research and develop a plan. Once you’ve done your research using Google Analytics, take a look at the resulting data for each word and phrase you’ve chosen and prioritize a targeted number of final SEO keywords or phrases. Determining the most effective SEO keywords and phrases is a qualitative, not a quantitative process. In evaluating each key word and key phrase, you should take into account the following:
- Value to your firm: All of the keywords and phrases you choose should reflect your firm’s principal services
- Search volume: A higher number of monthly searches for a term brings more exposure to your website
- Specificity: Being specific when choosing key phrases ensures that visitors who discover your site through a search will find what they are looking for
- Competition: The fewer competitors there are for a key phrase, the higher your website will rank
Finally, optimize your website. Place your SEO keywords and phrases frequently and prominently within your website’s text. The “crawler” algorithms that Google uses to scan websites during searches take not only the keywords into account, but how often the keywords appear and even their proximity to one another. Be sure to work these keywords into your text as much as possible without overdoing it or ruining the overall narrative.
A top priority for every business is to direct the right kind of traffic to its website. A well-defined, effective SEO strategy will augment your online presence and ensure that more potential clients find your firm online.
This month, we’re giving AEC industry professionals tips on the best ways to improve their websites. In our first installment, nationally recognized architectural photographer Brad Feinknopf offers insight on investing in good photography. The Columbus-based photographer has been shooting architecture and commercial related images for over 25 years. His images have been published worldwide and over his career has done a wide variety of work for many of the world’s well-known architects and designers. Brad was recently selected by ArchDaily as one of the Top 13 Architectural Photographers in the World to Follow.
By Brad Feinknopf
We live in a visual society. People gravitate to the image. In Eric Bricker’s 2008 documentary film, Visual Acoustics: The Modernism of Julius Shulman, narrator Dustin Hoffman quotes the renowned architectural photographer saying,
“Architects live and die by the images taken of their work; as these images alone are what people see. For every one person who visits a private house, there may be ten thousand who only view it as a photo.”
This quote – which I’ve proudly attached to my e-mail signature – was made before the advent of the Internet and those “ten thousand” people to which Shulman refers could now easily number in the hundreds of thousands or even millions when one considers the multitude of Design and Architectural blogs that publish imagery.
Digital newsletters and alerts from top architectural blogs like ArchDaily or Architizer show up in your inbox, largely as a series of images, and only when you click on them do you get the words. Instagram, Flickr, Tumblr, Stumbledupon and other image-driven social media platforms are growing exponentially. Even Twitter, which is a text-based platform, has become a popular vehicle for disseminating links to videos and images.
Would you maintain a subscription to Architect, Architectural Record, Interior Design or Contract if there were no photography? How many periodicals do you read that contain mere pontifications on design and present no images? Obviously, imagery is important and it’s not just important, it’s paramount.
I am an architectural photographer and I should know. When someone visits my website, I have one chance to grab their attention. I have tirelessly gone through my galleries to make certain that each one shows depth. I constantly update my online portfolios so they maintain their freshness, and I try to make sure my descriptions are strong, cohesive and grammatically correct. But in the end, it is the first handful of images – and these images alone – that will either compel the viewer to delve deeper into my website or move on.
As you market your projects, your challenge is exactly the same as mine. When a visitor lands on your website, you need the right photography to draw the viewer in or they will click away to someone else’s homepage.
The same is true for competitions and the press. I’ve spoken about the importance of imagery to numerous editors for prominent architecture and design publications, as well as jurors for AIA and other major competitions at every level. They all say the same thing: “The first cut is made entirely based upon photography. If the photography isn’t good, we move on. If the photography is good and the project looks interesting, we look deeper.”
Regardless, whether the material is your website, an awards submittal or a package for a print or online publication, it is the photography you are using that will ultimately move you beyond the first pass.
In light of this, try viewing photography not as an expense but as an investment. Like any investment, good photography should provide a return: it should garner you new work, help you win awards, and, hopefully, even get your firm and your projects published.
The way I see it, if my clients get new commissions, win awards, or get published, I have, in some small capacity, helped them to succeed through my photography. I’m not so arrogant as to believe that their success is solely due to my work and my images, but I will say that a good project with great photography will often go much farther than a great project with poor photography. Likewise, if you have a great project with equally great photography, the possibilities may be endless.
So, when you’re looking at your website and thinking, “How can we do things better? How can we win that next commission, or that next award? How can we get ourselves published?” You will almost always find the answer by looking to your imagery. Is it up to snuff? Could it be better? Investing in the right photography could very likely be one of the most critical factors in determining the level of success your firm may enjoy in the years ahead.
In this month’s series of posts, we’re exploring the effectiveness of materials outside of photography. We’ll give you tips on how to increase your outreach using materials from different mediums ranging from visual to printed. Take a look in the following post to see how investing the time to write a book can improve your integrated communications program and help you to build influence.
By Dr. Tami Hausman
So you’re an architect, and you design buildings, but you want to…write a book? Well, you’re in good company. Throughout history, architects have a rich tradition of writing and publishing. Think of The Ten Books of Architecture by Vitruvius or The Four Books of Architecture by Andrea Palladio. In more recent times, some of the busiest architects have been the most prolific – such as Le Corbusier or even Rem Koolhaas.
Writing a book is, admittedly, a big undertaking. In a world of texts and tweets, it can seem a bit anachronistic (you might be asking: does anyone actually buy books anymore, much less read them?). Well, they do, and the time that you put into writing a book can be well worth the payoff.
Books make a great part of your integrated communications program and help you to build influence by establishing your firm’s position in the marketplace. They can also increase your brand awareness, be a strong sales and marketing tool that generates new prospects, and set you apart from your competition – through your design, ideas, approach, people, etc.
We at Hausman LLC are big advocates for the printed page. We also believe that – for greatest effect – you must be strategic. So, before you get started, here are some of the things that you’ll want to have in place:
Your reason for writing the book. A book is a big investment in time, money and resources. So you need to be clear about why you’re doing it: do you want to celebrate a milestone, such as an anniversary, highlight an area of specialty, or talk about a proprietary approach or process? These are all good reasons, but you need to pick one, and then stick to that decision.
Your topic and format. Many books by or about architects are monographs. Monographs are extremely useful, as they can put you on the proverbial map. They are good ways to demonstrate that you have a strong portfolio of work, or that you have been in business for a specific length of time. But consider this: you also write a book about a particular project type in which you excel; one standalone, great project; or even an industry trend. You’ll also want to think about the size of the book and its format.
Your timeframe. Books can take a long time to write, design, edit, print and publish. So be sure that you plan ahead. Even if you assign one person to the project, you will invariably need a good, concentrated team of people to get the job done. You’ll also need to factor in a lot of principals’ time. Before you start, make sure you clear the decks.
Your authors. A book can be written by one person or many people. You may already have some content on hand but, in most cases, you’ll need to generate a lot of new text. Someone will have to fill in the gaps. You can enlist a team of people on your staff, write it yourself, or hire a ghostwriter.
Visual material, including – but not limited to – photography. Whatever kind of book you write, you’ll need visual material. It is best to have this on hand before you start. So, if you need to dig through your archives and scan old images, then don’t delay. If you need to create new presentation materials or new renderings, get them started before you set the wheels in motion. You don’t want the images to hold up production.
Your publisher. There are a number of different publishers from which you can choose. Some of the most common include: Images Publishing Group, Oro Editions, Princeton Architectural Press, The Monacelli Press, and Wiley. They all have different fee structures and conditions, so take the time and do your research to find which one is the best fit.