Social Marketing Requires An Integrated Approach

A recent article posted by MarketingShepra indicates reinforces the point that use of specific social media tactics must be a result of an overall approach to social media. As I've stressed in previous posts, specific tools such as Twitter, Facebook and LinkedIn must be part of your overall marketing communications strategy.

MarketingShepra has been running a series of articles regarding a the development of a Social Media ROAD Map. This chart below shows the average percentage of organizations using each of the social platforms listed above for tactical purposes. As MarketingShepra advocates, social media tactics should be social brand agnostic when creating your organization’s social marketing plan.

An example of an enduring tactic would be to "build and participate in a network populated by our targeted audience," not "build and participate in a Facebook fan page." To take this even further, defining participation and engagement goals will help in aligning social media efforts with specific goals and objectives.

While social media is still an emerging medium in the AEC industry, many firms lack a cohesive and integrated approach to social media. Social media requires a well-planned approach to achieve social marketing goals and truly deliver a return on marketing investment. An Executive Summary of MarketingShepra's Social Media Benchmarking report is available for download.

Industry Veterans Author "Leading With Marketing"

Brian Gallagher and Kimberly Kayler, CPSM, both long-time architecture/engineering/construction (AEC) industry veterans, have announced the publication of their book entitled Leading with Marketing.

Published by AuthorHouse and available from amazon.com, the American Concrete Institute as well as through Hanley Wood at the World of Concrete, to be held Feb. 1-4 in Las Vegas, the book is a comprehensive resource for creating, building and managing successful AEC marketing programs.

According to Gallagher, investing in marketing initiatives can be a key driver for profitable growth for AEC firms. These marketing initiatives ultimately lead to a constant flow of new business opportunities.

“We have seen first-hand the impact marketing can have on growing AEC firms,” said Gallagher. “This book is designed to provide an overview and a roadmap for all involved in marketing and sales in the AEC industry.”

According to Kayler, Leading With Marketing embodies how a company approaches their business, their marketplace, and their customers.

“Whether it is handled by a department or an individual, marketing is a leadership function in every AEC firm,” said Kayler. “When companies lead with marketing, they choose which markets to target, what services to offer, how to differentiate, how to communicate, and how to win.”

Based on years of actual experience with a diverse variety of companies and associations in the AEC industry, the authors wrote this book with the intent of bridging the gap between traditional marketing concepts and emerging marketing trends, while providing a contextual link to the construction business. The authors note that this is not another book about how to write a marketing plan. Rather, the mission of this book is to help change the way those in the industry think about marketing, so firms can select the right target audiences, communicate with them effectively, and create profitable opportunities. It is designed specifically as a tool for professionals in the AEC fields that are providing leadership to the marketing efforts, with a complete overview of marketing process, tools, systems and best practices. Companies that market services such as architecture, engineering and construction services; as well as companies that sell products, such as materials, systems, and other products used in construction, will find the marketing principles outlined in this book to be beneficial.

Gallagher has served in executive level marketing positions with industry leading engineering, construction and manufacturing organizations. In his roles with O’Neal, Inc, Structural Group and Williams Scotsman, he has provided strategic leadership to the sales and marketing teams. His extensive background and knowledge of the construction industry enables innovative and effective marketing programs. He frequently writes and speaks on marketing topics. In addition, he has co-founded a marketing and sales consultancy, GBM Marketing, and launched several industry-specific web portals.

Gallagher holds a bachelor’s degree in Marketing from Towson University and an M.B.A. from Loyola College. He also has served as an Adjunct Assistant Professor of Marketing at Loyola College. He has served in leadership roles for various committees with the American Concrete Institute, the Post-Tensioning Institute, the Concrete Industry Management Program, and other organizations. He also is a member of the Society of Marketing Professional Services.

With a journalism degree and a decade of high-level experience serving engineering, architecture and construction firms as a corporate marketing executive, as well as experience working for a full-service advertising/marketing communications agency, Kayler started Constructive Communication, Inc. in 2001 to serve the needs of technical and professional service firms. Clients include five international concrete associations; a variety of general contractors, engineers and architects from around the country; as well as firms in the aerospace, chemical and industrial sectors. Services provided by the growing Constructive Communication, Inc. team include technical writing, proposal development, public and media relations, social media and marketing/communications.

The author of more than 1,250 published articles on a variety of concrete, construction, design, marketing and other technical subjects, Kayler was the first to earn the Certified Professional Services Marketer designation in the state of Ohio from the Society of Marketing Professional Services. She is a frequent speaker on technical marketing and public relations and is a registered provider through the American Institute of Architects. Although she is a graduate of the University of Arizona, she now calls Columbus, Ohio home. She has a M.S. in Organizational Management with an emphasis in Leadership from Capella University and she is a member of the Society for Marketing Professional Services, the Construction Specifications Institute and the Women Construction Owners & Executives. Her firm is a Certified Women’s Business Enterprise as well as a certified participant in Ohio’s Encouraging Diversity, Growth and Equity (EDGE) program through the Equal Opportunity Division of the Ohio Department of Administrative Services. She is a volunteer with the Junior Achievement program and she serves on the Board of Director for the Dublin Foundation, the Dublin Convention & Visitors Bureau, as well as the Small Business Council of the Columbus Chamber of Commerce.

Although only just introduced to the marketplace, the book has already been well received.

“Leading With Marketing should become a basic primer for anyone or any organization marketing products and/or services in the AEC market arena. Construction management, architecture and engineering programs could use this book as a text or guide. It should be a lesson to us that marketing should and must be a vital part of our overall strategies for success going forward. My compliments to the authors for their well thought out and explicit thoughts on how to create viable and successful marketing programs in the AEC marketplace. This book is a great read,” said Jack Wyatt, Vice President, Chief Marketing Officer, Acton Mobile Industries.

"Having worked with Brian and Kimberly for many years and seeing the direct results of their wisdom help Structural Group grow to over 500-million in sales, now having their wisdom detailed in this great book will allow more of us to apply marketing strategies to our everyday business. I highly recommend this book to every architectural, engineering and contracting company that desires a profitable growth strategy," said Peter Emmons, CEO and Founder of Structural Group (Hanover, Md.).

The cost of the book is $49.95. More information about the book, its contents and how to order can be found at http://www.leadingwithmarketing.com/.

Crisis Creates Opportunities For AEC Firms

"When written in Chinese, the word "crisis" is composed of two characters. One represents danger and the other represents opportunity." -John F. Kennedy

The prognosis for the economy in the AEC Industry remains unclear. Uncertainty remains the biggest concern for the construction industry. However, when there's crisis and uncertainty, there's opportunity.

-Government stimulus package legislation is likely to be introduced and passed early in Obama’s administration. Infrastructure, institutional and community projects are likely to benefit the most. States are preparing “Ready To Go” Lists for projects.

-The credit market remains tight, which makes is difficult for companies to access capital for new construction, expansion and development projects.

-Prices for construction materials and commodities have plunges after a rapid rise in prices. As demand has dried-up, prices have fallen.

-Consumers spending is still tepid due to uncertainty, specifically a drop in there personal wealth, plunging housing values, and fear about job loss.

-Talent will become available from solid AEC firms.

While there is considerable uncertainty, there are several approaches and strategies AEC firms can take to weather the economic situation and be positioned for opportunities when the economy improves.

Focus on Key Customers- Continue to maintaining and developing customer relationships. Focus business development efforts on key clients and building loyalty. Also protect your key clients from competitors. Communicate regularly with your clients and convey a message of strength and stability. Customers want to work with a vendor they can trust and rely on in difficult times. Also consider offering more services and handling different projects for your key customers.

Communication- Communicate regularly and clearly with your employees. Your employees are barraged with negative media messages about the economy. You have an important role to communicate with your employees candidly about your business and marketplace. Consider engaging them in finding cost-saving strategies.

Change Your BD Strategy- Many companies have cancelled or delayed large capital and maintenance projects. Demand is shrinking. While your customers or prospective customers have financial constraints, this does not mean all projects will be cancelled. Your job is to understand their financial condition, verify funding sources, and understand how you can tap their budgets. Consider breaking a large project into smaller projects, offering some incentives or bundling work. Be flexible by working with your customer to create win-win solutions. Also seek to build diversity and consider other types of projects your firm may not have considered in the past.

Modify Your Marketing Messaging- The financial crisis has turned the business world upside down. Several long standing and trust financial companies are gone or have been acquired. Stability can no longer be assumed. If your company is fortunate to have a long history, focus on your stability in your marketing messages.

Focus on Effective Marketing- Many companies decrease marketing investments during tough economic times. In fact, marketing is one of the first things to get cut. This is a great time to invest in marketing. Publishers are typically willing to negotiate favorable terms. Fewer people are advertising so your ads and messages have a better chance to cut through the clutter. Also consider shifting dollars to web marketing initiatives such as SEO and Web 2.0 efforts.

Focus on Niches- Identify key niches or market segments where you have a strategic or competitive advantage. The reality of challenging economic situation is that there are more bidders on projects and prices typically go lower. Offering value-added services and having a clear focus on markets that are not solely price driven will help you weather the storm.

Upgrade Your Talent- For the first time in many years, talent supply exceeds demand in the construction industry. Talent, including engineers, project managers, and business development people, is available. This is a key time and opportunity to add key resources that will strengthen your firm.

Marketing In The Concrete Industry

Interview Originally Appeared in Modern Contrator Solutions Magazine (August 2007)

Marketing is a bit of mystery to many in the concrete industry. For some, marketing is a distinct corporate division charged with the branding and promotion of a company. Still others task company owners or project managers with sales activities and marketing activities including proposals and cost estimates. Regardless of the approach, today’s successful companies recognize the importance of having an integrated marketing plan.

As the Vice President of Structural Group, a $320 million Baltimore-based specialty-contracting firm that delivers services, systems and technologies that build, repair, protect, strengthen and reinforce concrete, steel, masonry, timber and soils. Brian Gallagher has led marketing efforts that have helped the company experience growth in excess of $200 million in 3 years. He also holds positions on the marketing committees for several industry associations including the American Concrete Institute, Post-Tensioning Institute, Concrete Industry Management Program and others. We’ve asked him to share his insights as well as some advice about marketing in the concrete industry.

What actions does your firm take to market yourself to the industry?
Gallagher: We have taken an integrated approach to marketing communications that focuses on identifying key market segments, addressing their concerns, developing relevant messages and then using different marketing vehicles to reach their individual needs.

How has marketing changed in the concrete industry in recent years?
Gallagher: Customers have become more sophisticated, more demanding and price sensitive. Marketing has had to become much more sophisticated in recent years. This sophistication is mostly correlated with the increased use and reliance on technology. As the construction industry-and concrete industry- change, marketers need to improve their customer knowledge, understanding of customer economics and focus on customer communication and connection opportunities.

How do you think the Internet has changed marketing?
Gallagher: The Internet has created a sense of immediacy. In regard to these immediate transactions we now experience, consumers have more product information at the tips of their fingers, which encourages quicker and more frequent communication between parties. This immediacy of information gathering has dramatically shortened the lifecycle of sales.

Has your firm done anything to meet this change?
Gallagher: Our firm has definitely made changes to meet the growth and change in technology. We now work harder to assess how people want to research and receive their information as well as the best methods for communicating with our target audience. To create a balance between our traditional marketing activities and integrating Web based email marketing, we have implemented an extremely integrated marketing approach. For example, we leverage marketing tactics in new ways. Articles we’ve authored that are published in trade magazines then can be posted on our Website and then be pulled from a search engine which brings interest from potential clients and even employees.

What is one sales technique you can’t live without?
Gallagher: Although there are new technologies and new mediums being introduced daily, ultimately the thing I cannot live without are the people and the relationships I’ve created and maintained. I believe marketing conditions an environment for a sale, but in most cases, the transaction ultimately relies on people, and they are a very important part of the sales and marketing process.

What is the most important marketing strategy your firm uses?
Gallagher: The most important characteristic to our strategy is taking an integrated approach to marketing communications. We work to balance the right frequency, reaching the right people at the right time and with the right message. Then we focus on implementing, tracking and measuring the results.

What topics and article titles catch your eye when you flip through a magazine?
Gallagher: Anything related to industry trends catches my attention. I also really love to read articles about other companies and other industries and learn about their success. There is a lot to learn from those companies that are willing to share their lessons learned from challenges they’ve encountered.

Why do you think many firms lack a marketing plan?
Gallagher: Many firms do not see the ultimate long-term value of marketing. Because marketing does not typically generate immediate results, some people may look past it and believe it does not produce business.

How has marketing helped your firm?
Gallagher: Marketing has definitely helped contribute to the growth of our firm. Our marketing programs have helped us identify and penetrate markets, create awareness, differentiate us from the competition as well as allow us to consistently deliver our message which has created a position for us in the marketplace. Internally, marketing has created a sense of community and accomplishment. When my co-workers and teammates see our name in a magazine or in an ad on the Web, it evokes a great feeling of pride in the company. I also think it helps in attracting new employees to the company.

What is one recent trend in the concrete industry which you love?
Gallagher: One trend that is becoming a staple in the construction industry is green building and sustainability. The green trend is interesting on the concrete side – you look at an industry that is well established and the green trend has provoked consideration for change. It is becoming a catalyst for many modifications in the industry and has challenged people and the industry as a whole to find better ways of producing products and completing projects.

What is one recent trend in the marketing industry which you love?
Gallagher: The way technology has affected our product research and buying patterns is remarkable. Tools now available to track return on investment are incredible – they are what everyone has wanted and needed over the years but never existed. It allows marketers to better track results and demonstrate an ROI.

What is one recent trend in the marketing industry we can live without?
Gallagher: With the advancements in technology, there has been a real saturation of information -- almost an overload. There is so much going on with email, newsletters and Websites that it makes it challenging as a firm to innovate, differentiate and get out of that clutter.

The term marketing is often used as a catch-all for all things non-billable and sales related. What does marketing mean to you?
Gallagher: At the root of it, effective marketing is consistently developing new ways of understanding, creating, communicating and delivering value. Whether it is through branding or creating a message to generate an opportunity, marketing can be used as a strategic advantage and a competitive asset. However on the same level, that strategic advantage and message you are sending must really match up with your company. You cannot promise something you won’t deliver.

What is one marketing/PR tip you have learned over the years that you would like to share?
Gallagher: In any marketing program there has to be a certain degree of flexibility. I’ve always had the belief that you have to try new things and not be adverse to risk. With that mindset, the best advice I can offer is that marketing is employing an integrated marketing communications approach to be consistent with your message and hitting the right targets at the right time.