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Architecture Business Plan Template

Written by Dave Lavinsky

architecture business plan template

Architecture Business Plan

Over the past 20+ years, we have helped over 1,000 entrepreneurs and business owners create business plans to start and grow their architecture firms. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through an architecture business plan template step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What Is a Business Plan?

A business plan provides a snapshot of your architecture business as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes market research to support your plans.

Why You Need a Business Plan

If you’re looking to start an architecture business, or grow your existing firm, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your firm in order to improve your chances of success. Your business plan is a living document that should be updated annually as your company grows and changes.

Sources of Funding for Architecture Businesses

With regards to funding, the main sources of funding for an architectural firm are personal savings, credit cards, bank loans and angel investors. With regards to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the bank will not only want to confirm that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business. Personal savings and bank loans are the most common funding paths for architecture firms.

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How to write a business plan for an architectural firm.

If you want to start an architecture business or expand your current one, you need a business plan. Below we detail what you should include in each section of your architecture firm business plan template.

Executive Summary

Your executive summary provides an introduction to your architecture firm business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of firm you are operating, and its status. For example, are you a startup, do you have a firm that you would like to grow, or are you operating a firm in multiple markets?

Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the architecture industry. Discuss the type of architecture business you are operating. Detail your direct competitors. Give an overview of your target customers. Provide a snapshot of your marketing plan. Identify the key members of your team. And offer an overview of your financial plan.  

Company Analysis

In your company analysis, you will detail the type of firm you are operating.

For example, you might operate one of the following types of architecture firms:

  • Residential Architecture : this type of architecture business will focus on designing and developing homes. These architects collaborate with homeowners, builders and developers and design various types of houses.
  • Commercial Architecture: this type of architecture specializes in projects for businesses entities. The most common non-residential building projects are office buildings, though hospitals are a close second.
  • Municipal and Historical Architecture: this type of architecture company works on local government buildings or focuses on historic building restorations.

In addition to explaining the type of architectural firm you will operate, the Company Analysis section of your architecture firm business plan needs to provide background on the business.

Include answers to questions such as:

  • When and why did you start your own business?
  • What architectural services will you provide?
  • What milestones have you achieved to date? Milestones could include the number of buildings designed, number of positive reviews, number of projects completed, etc.
  • Your legal structure. Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry analysis, you need to provide an overview of the architecture industry.

While this may seem unnecessary, it serves multiple purposes.

First, researching the architecture industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your strategy, particularly if your research identifies market trends.

The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your business plan:

  • How big is the architecture industry (in dollars)?
  • Is the market declining or increasing?
  • Who are the key competitors in the market?
  • Who are the key suppliers in the market?
  • What trends are affecting the industry?
  • What is the industry’s growth forecast over the next 5 – 10 years?
  • What is the relevant market size? That is, how big is the potential market for your architectural firm? You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your architecture firm business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: homeowners, governments, businesses, contractors, developers, etc.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of architectural firm you operate. Clearly, a homeowner would respond to different marketing promotions than a local government, for example.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, include a discussion of the ages, genders, locations and income levels of the customers you seek to serve. Because most architecture firms primarily serve customers living in the same city or town, such demographic information is easy to find on government websites.

Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers.

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Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other architecture firms.

Indirect competitors are other options that customers have to purchase from that aren’t direct competitors. This includes interior designers, home builders, and construction managers. You need to mention such competition as well.

architecture competitors

  • What types of customers do they serve?
  • What types of architecture services do they specialize in?
  • What is their pricing (premium, low, etc.)?
  • What are they good at?
  • What are their weaknesses?

With regard to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

  • Will you provide a wider variety of architectural services?
  • Will you provide special discounts or perks for customers?
  • Will you provide better customer service?
  • Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.  

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For an architecture firm business plan, your marketing plan should include the following:

Product : In the product section, you should reiterate the type of architecture company that you documented in your Company Analysis. Then, detail the specific products you will be offering. For example, in addition to architectural services or products, will you provide other services such as interior design consultations or landscape planning?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your marketing plan, you are presenting the architectural services you offer and their prices.

Place : Place refers to the location of your architecture company. Document your location and mention how the location will impact your success. For example, is your firm located in a busy commercial district, an upscale office building, etc.? Discuss how your location might be the ideal location for your customers.

Promotions : The final part of your marketing plan is the promotions section. Here you will document how you will drive customers to your location(s). The following are some promotional methods you might consider:

  • Advertising in local papers and magazines
  • Reaching out to local websites
  • Social media marketing
  • Local radio advertising

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your firm, including marketing your business, working on current projects, preparing for upcoming projects, and overseeing the entire project.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to design your 100 th building, or when you hope to reach $X in revenue. It could also be when you expect to expand your firm to a new city or expand your architectural services.  

Management Team

To demonstrate your architecture firm’s ability to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally, you and/or your team members have direct experience in architecture. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act like mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in overseeing construction projects or successfully running their own architecture or engineering businesses.  

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet and cash flow statements.

architecture sales growth

Balance Sheets : Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your architecture business, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a bank writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement : Your cash flow statement will help determine how much money you need to start or grow your business, and make sure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing an architecture business:

  • Location build-out including design fees, construction, etc.
  • Cost of equipment and supplies
  • Payroll or salaries paid to staff
  • Business insurance
  • Taxes and permits
  • Legal expenses

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your office location lease or an overview of upcoming projects.  

Putting together your own business plan for your architecture company is a worthwhile endeavor. If you follow the template above, by the time you are done, you will have an expert architecture firm business plan; download it to PDF to show banks and investors. You will really understand the architecture industry, your competition, and your customers. You will have developed a marketing plan and will really understand what it takes to launch and grow your own business.  

Architecture Firm Business Plan FAQs

What is the easiest way to complete my architecture business plan.

Growthink's Ultimate Business Plan Template allows you to quickly and easily complete your Architecture Business Plan.

What is the Goal of a Business Plan's Executive Summary?

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of architecture business you are operating and the status; for example, are you a startup, do you have an architecture business that you would like to grow, or are you operating a chain of architecture businesses?

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Other Helpful Business Plan Articles & Templates

Business Plan Template & Guide For Small Businesses

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Free Download: Architect Business Plan

  • Enoch Sears
  • • June 10, 2013

If someone asked me a few years ago whether as an Architect I ever considered having a business or marketing plan in place, I would be very tempted to snap back saying we are designers and not measly marketers or businessmen.

Well, however true that might sound even today, let me ask you a simple question, how do you get new clients?

shipwreck bow buried sand beach schooner sailing

Let’s look at it this way – say you are thinking of taking a short holiday with your spouse and kids. What if you just step out one fine day without any idea as to where you are going (business plan) & how will you get there (marketing plan)? You will be clueless as to what you’ll need and how much money the trip will cost, it just wouldn’t work. Just as a charted course will keep a ship from the shore, your business plan will help you reach your goals.

Well, this article is not about throwing a bunch of business jargon at you but to give you an overview of some of the useful aspects of a business and marketing plan. You won’t believe how simple yet powerful this small exercise could be for the growth of any business until you do it. Let’s take a quick look at the various elements that I have tailored exclusively for architecture firms.

  • Company Vision, Goals and Objectives – This defines where the company is going in terms of facts and figures e.g. To become a leading architecture firm in town by year 2020 or generate 15% profit on 100 million dollars by 2020.
  • Company Mission – This states what the company does and how they do it. You could identify services you offer and clients you cater to e.g. XYZ firm offers contemporary business interiors for mid sized corporates.
  • Market Overview or Audit – This section helps put together an analysis of the overall market, competition and internal assessment of the company itself. Here you can learn how much business in your niche is available for grabs using various research tools. You will lay the groundwork for marketing your architecture firm .
  • Market Segmentation – Select the segments or niche that your firm can best serve in terms of geographic location, industry or any other measurable e.g.: New corporate interior projects in Northern California.
  • Competitive Advantage – This is an extremely critical aspect of a business plan in any industry as it identifies what are the firm’s strengths and weaknesses compared to that of competition. Why should any customer come knocking to your door and not go to the architecture firm down the street? How are you better or different?
  • Strategies and Tactics – Now that you’ve identified your niche and point of differentiation, its time to list how to get those customers in the door. Lunch meetings, scouting for references, free consultation offers, social media outreach – what is it that will bring in new customers?
  • Budget & Timelines – Here, you can allocate resources to achieve maximum return on investment. It’s better if you can account for the smallest overheads and tentative time frames for each project. This will help you determine realistic fee quotes per project and cut down on unnecessary expenses.
  • Tracking and Monitoring – It is important to keep track of what works, what doesn’t and how much has been allocated to each project. A simple way is to establish quantifiable goals and budgets for each project and review the performance metrics after each big project or at least twice a year.

Free Business Plan Worksheet

To help you get started with your architect business plan, join the Business of Architecture email list for solo architects and small architecture firms and I’ll send you a free business plan worksheet. Just tell me where to send it:

YES! SEND ME THE BUSINESS PLAN TEMPLATE

Just as a ship needs to chart a course to reach it's destination, an architect without a business plan runs the risk of ending up shipwrecked on the shore. Don't feel like you have to make an exhaustive business plan 100 pages thick. That might keep you from ever getting started. The important thing is to answer the 8 questions above, write them down, and review them on a regular basis with your partners and team members.

So what do you say? Do you have a business plan? If you don't, why not? Do you think a business plan is important for a solo architect? Tell me your thoughts in the comments below!

architecture firm business plan ppt

ENOCH SEARS

Enoch Bartlett Sears is the founder of the Architect Business Institute, Business of Architecture and co-founder of the Architect Marketing Institute . He helps architects become category leaders in their market. Enoch hosts the #1 rated interview podcast for architects, the Business of Architecture Show where prominent guests like M. Arthur Gensler, Jr. and Thom Mayne share tips and strategies for success in architecture.

5 Responses

Great, simply put, important advice.

In a business plan, should we mention the strategy including how the business will run? ex: partnership, associates, or other business model, because we know that architect is well known as a self employee, but the other side the business and its services could be as bigger as a big scale corporation with a lot of employee.

Regards, Miphz

Great question! I would definitely consider those factors if they heavily impact my finances. And with a firm as big, the business plan in general will have to much more detailed along with a financial growth plan for next three to five years. The above post is intended to jump start small firms on a thought trail that will help them be on track and potentially grow. Hope this answers your question.

Thanks for this- very simple prompts on subjects requiring thought for successfully development of a growing practice

I agree with you

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Architecture Business Plan

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Starting an architecture business can be a lucrative venture, but the process of starting a business may feel complex and overwhelming to get started.

You should thoroughly understand the legal regulations, client acquisition strategies, and industry and business dynamics before you start crafting designs.

Having a foolproof business plan will not only help you understand your business better but will also play a key role in raising capital for your business.

Need help writing a business plan for your architecture business? You’re at the right place. Our architecture business plan template will help you get started.

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Free Business Plan Template

Download our free business plan template now and pave the way to success. Let’s turn your vision into an actionable strategy!

  • Fill in the blanks – Outline
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How To Write An Architecture Business Plan?

Writing an architecture business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

Introduce your Business:

Start your executive summary by briefly introducing your business to your readers.

Market Opportunity:

Architecture services:.

Highlight the architecture services you offer your clients. The USPs and differentiators you offer are always a plus.

Marketing & Sales Strategies:

Financial highlights:, call to action:.

Ensure your executive summary is clear, concise, easy to understand, and jargon-free.

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architecture firm business plan ppt

2. Business Overview

The business overview section of your business plan offers detailed information about your company. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

Business Description:

  • Residential Architecture
  • Commercial Architecture
  • Landscape Architecture
  • Interior Designing
  • Industrial Architecture

Describe the legal structure of your architecture company, whether it is a sole proprietorship, LLC, partnership, or others.

Mission Statement:

Business history:.

If you’re an established architecture service provider, briefly describe your business history, like—when it was founded, how it evolved over time, etc.

Future Goals:

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

Target market:

Start this section by describing your target market. Define your ideal customer and explain what types of services they prefer. Creating a buyer persona will help you easily define your target market to your readers.

Market size and growth potential:

Competitive analysis:, market trends:.

Analyze emerging trends in the industry, such as technology disruptions, changes in customer behavior or preferences, etc. Explain how your business will cope with all the trends.

Regulatory Environment:

Here are a few tips for writing the market analysis section of your architect business plan:

  • Conduct market research, industry reports, and surveys to gather data.
  • Provide specific and detailed information whenever possible.
  • Illustrate your points with charts and graphs.
  • Write your business plan keeping your target audience in mind.

4. Products And Services

The product and services section should describe the specific services and products that will be offered to customers. To write this section should include the following:

Describe your services:

Mention the architecture services your business will offer. This list may include services like,

  • Architectural design
  • Site analysis and planning
  • Construction documentation
  • Interior design
  • Sustainable design and green building
  • Urban design

Describe each service:

Quality measures.

: This section should explain how you maintain quality standards and consistently provide the highest quality service.

Additional Services

In short, this section of your architecture plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

Unique Selling Proposition (USP):

Define your business’s USPs depending on the market you serve, the equipment you use, and the unique services you provide. Identifying USPs will help you plan your marketing strategies.

Pricing Strategy:

Marketing strategies:, sales strategies:, customer retention:.

Overall, this section of your architecture firm business plan should focus on customer acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your architecture business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

Staffing & Training:

Operational process:, equipment & machinery:.

Include the list of equipment and machinery required for architecture, such as computer hardware and CAD/BIM software, large format printers, presentation equipment, measuring tools, etc.

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your architecture business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

Founders/CEO:

Key managers:.

Introduce your management and key members of your team, and explain their roles and responsibilities.

Organizational structure:

Compensation plan:, advisors/consultants:.

Mentioning advisors or consultants in your business plans adds credibility to your business idea.

This section should describe the key personnel for your architecture services, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should provide a summary of your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

Profit & loss statement:

Cash flow statement:, balance sheet:, break-even point:.

Determine and mention your business’s break-even point—the point at which your business costs and revenue will be equal.

Financing Needs:

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

  • Add a table of contents for the appendix section to help readers easily find specific information or sections.
  • In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more.These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
  • Provide data derived from market research, including stats about the architecture industry, user demographics, and industry trends.
  • Include any legal documents such as permits, licenses, and contracts.
  • Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your architectural firm business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

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This sample architecture business plan will provide an idea for writing a successful architecture plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our architecture business plan pdf .

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Frequently asked questions, why do you need an architecture business plan.

A business plan is an essential tool for anyone looking to start or run a successful architecture business. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your architecture company.

How to get funding for your architecture business?

There are several ways to get funding for your architecture business, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

Small Business Administration (SBA) loan

Crowdfunding, angel investors.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your architecture business?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your architecture business plan and outline your vision as you have in your mind.

What is the easiest way to write your drone business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any architecture business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software .

About the Author

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Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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How to Write a Killer Business Plan: Your Step-by-Step Guide

By Danine Alati

All products featured on Architectural Digest are independently selected by our editors. However, when you buy something through our retail links, we may earn an affiliate commission.

How to write a business plan illustration

If you're wondering how to write a business plan, you’ve likely been considering launching your own design firm for quite a while. You have a ton of ideas—you’ve seen how others have done it, and you’re ready to take a crack at striking out on your own. But where to begin? When getting your new business off the ground, one of your initial steps should be learning how to write a business plan. It’s crucial to structure your ideas formally into a road map for your firm’s success. If you plan to seek funding for your company, you’ll need to draft a traditional business plan; if you’re self-funding, a simple outline will suffice. Scroll on to find AD PRO’s guide, filled with strategies and details on what to include.

Typically, business plans fall into one of three categories:

1. A one-page business plan

This document summarizes your business goals in a simplified format. It’s ideal for introducing your concept to potential investors, who may not have time to peruse a lengthy document. This easy-to-read format, viewable at a glance, is perfect for initial meetings, and it offers a substantial jumping-off point—though you may need a more detailed plan in the future.

2. A lean startup plan

Slightly longer than the one-page plan, this one includes a summary and a bulleted list that contains your firm’s financial information, business strategies, metrics, and forecasts. Since this type of business plan mainly functions as an internal tool, it’s not necessary to include all the sections and information of a formal traditional business plan (see below). This simple-to-navigate five- to 10-page document should contain your strategy, the tasks you need to complete to achieve your goals and their due dates, projected sales, spending, and cash flow. It’s advisable to update this plan regularly (at least twice a year), as it is intended to guide the growth of your company—and help keep all internal members of your team in the loop. As such, it should evolve organically as your business does.

3. An external business plan (a.k.a. a traditional standard plan)

You'll need to create a more formal business plan if you intend to share company information with key players: potential investors to fund your endeavor, banks to support loan applications, or even future employees. Since you’ll be using this document to explain your strategies for your business with those who may finance or join your company, you’ll want to clearly delineate your plan in detailed sections.

Where to begin?

Your business plan is a living document that will evolve with your business. It should plot out how your business will operate, state your goals, and precisely express your vision for your company. Regardless of the type of plan you opt to create, check out these solid tips before you begin drafting the document.

1. Keep it simple

No need to complicate the already stressful process of starting your own business by constructing a convoluted plan. Create a simple bulleted plan that cites goals and your strategies for achieving them, then update it as your company grows. If you choose to draft a traditional business plan, keep it to less than 40 pages. If you’re having trouble distilling the essence of your company down to 30-35 pages, consider hiring an expert to help you write it. Fit Small Business lists Wise Business Plans as its top-choice service, but keep in mind this argument about why it’s often better to do the writing yourself.

Even if you go with a traditional, external business plan, keep it concise. Cut to the chase as quickly and efficiently as possible—you don’t want to lose a potential investor out of boredom! And don’t spend too much time making your business plan pretty. As a designer, your instinct may be to focus on stunning graphics, and while they can indeed enhance the appearance of the document, the actual content is what’s most important. Use graphs, charts, and photos to break up the text and illustrate your message without obscuring it.

2. Know your audience

Tailor your business plan to suit your needs, and craft it so that the intended audience can clearly understand it. Avoid using lingo only an A&D professional would understand—especially if you intend to use the plan as a pitch to investors or for a loan application. Use straightforward rather than insider-y language to avoid alienating your target audience.

3. Know your competition

Never speak disparagingly about your competitors. Get familiar with who they are, know what they are doing well (and poorly), and make it evident in your business plan how you will distinguish your brand from the rest. What makes your company stand out against the competition? Perhaps your firm offers online design services, specializes in custom millwork, or provides clients with assistance from a personal account director. Highlight whatever sets you apart transparently in your business plan.

4. Keep it real

Keep your expectations in check and never inflate your financials. While we encourage you to think positively and believe that your business will succeed financially, do not overestimate your earning potential and revenue forecast. What services will you offer, and how much will you bill for them? What do comparable companies bill for similar services? Make your projections realistic, particularly if you are seeking funding. Explain your business model and how you plan to earn money, as well as the reasoning behind your figures. And be certain to root all financial information in solid facts.

5. Work backward

Figure out what you want to accomplish and by what date, and then backtrack from there. Consider: Where would you like your company to be financially one year from now? What revenue goals would you like to achieve by that time? Then determine what you must do in 12 months, six months, and three months to arrive at your objective in a timely fashion. Work these milestones into your business plan. You'll be pleased as you see results accumulate throughout the year—even more so when you realize your objective by your firm’s one-year anniversary.

6. Just get it started

Don’t let the task of drafting your business plan paralyze you. If you sit down to write and come up empty, start jotting down your ideas—remembering what inspired you to launch your company in the first place—and worry about shaping your formal business plan later.

If it helps you to get started, begin with a simple one-page plan; you can always use that document as an outline and go back and fill in more details later. Remember: No one knows your business better than you do. Let your passion for starting your new company motivate you as you begin writing and don’t be afraid to let that emotion to come through in the final document. It will better convey your vision and help your readers understand what your small business is all about.

The essential components of a business plan

Now that you have an idea of what type of business plan will be right for your company and understand how to approach the task, the question remains: What do you need to include in your business plan? Entrepreneurs have varying ideas on what’s essential and what you can skip. But when starting your first-ever business, consider following the advice of the U.S. Small Business Administration, and make sure that your business plan contains these nine recommended sections.

1. Executive summary

As the single most important part of your business plan, the executive summary should pique the curiosity of your audience. It should be a brief synopsis of your company’s mission, your immediate as well as long-term goals, and your strategies for attaining these goals. Make it evident what exactly your business is: What’s the product or service? Why will your company be successful? What sets it apart from the competition? What do you plan to do differently? Get this information out there immediately. Also, include basic facts about your employees, leadership team, location, and financial statistics.

Sometimes investors will ask to see only your executive summary as they consider whether or not to grant you funding. If they are intrigued by what they read, they will ask for your entire business plan. So be sure to hit the highlights in the executive summary. And while this summary appears first in the document, it’s actually smart to write it last, since it encompasses all components of your plan, whittled down to a brief synopsis. Think of it as the whole document in a nutshell. Don’t let it exceed a page or two.

2. Company overview

Here’s where you go into detail about the concept behind your business, what you do, and what you plan to accomplish. What problem does your firm address? And what are your solutions? What target audience will your small business serve? Name specific businesses, design firms, organizations, and/or clients. Explain what you have to offer and what you’re selling. Be sure to use concrete examples and eliminate superfluous language. Outline what makes your company distinct from the competition. You’ve touched on this point in the executive summary, but go into specific detail in this section. It’s the place where you can toot your own horn—tastefully and succinctly, of course—so take advantage of the opportunity, play up your strengths, and sell your company.

3. Market research

Demonstrate that you understand your industry by doing comprehensive market analysis. Look for emerging trends and themes in the marketplace. Have a crystal-clear picture of who your customer is. Research your potential competitors, see what their strengths and weaknesses are, and determine how you can create more effective solutions. It’s critical that you stay on top of what the competition is offering.

When attempting to discern who your target audience is and who your ideal consumers are, a strong small business plan will identify market segments, the size of each, and additional segments that could be interested in your business. The typical way to distinguish market segments is to use a method called the TAM, SAM, and SOM approach, defined as:

• TAM: Your Total Available or Addressable Market. This group includes everyone you wish to reach with your product/service.

• SAM: Your Segmented Addressable Market or Served Available Market. This is the portion of the total available market you will target.

• SOM: Your Share of the Market. This is a category within your SAM that you will realistically reach in the early days of your business.

Once you establish your market segments, figure out who your ideal customer, or “buyer persona,” is within each segment. In this exercise, you should attribute specific demographics to your buyer persona—for example, a name, gender, income level, and preferences in the marketplace. This fictitious persona of your ideal customer will help you to better understand your consumer base, create stronger marketing and sales tools targeted to your consumer, and be able to attract the right type of client to your business.

4. Organization and management

Delineate your company’s business structure—whether it’s set up as a sole proprietorship, partnership, LLC, C-corp, or S-corp. Explain who is in charge, list your employees by job function, and elaborate on each person’s responsibilities. If you already have staff in place, include employees’ names and experiences, describe what each of your workers is contributing to your small firm, and how each will help it succeed. This is your opportunity to demonstrate how you’ve amassed a stellar team or explain your strategy for attracting and retaining one.

You know the old axiom: A company is only as good as its employees. Kathryn Minshew, CEO and cofounder of career-planning platform The Muse, elaborates on this tenet in a widely circulated piece of advice that was published in Colleen DeBaise's book, Inc.: Start a Successful Business : “The hard part is actually building the team that will embody your company culture and propel you forward.” This is a critical point: You must hire good people who understand your vision and who are dedicated to helping your small business flourish.

5. Description of products or services

Outline the products or services your company offers as specifically as possible. Focus first on what you will initially bring to market, rather than long-term plans. Though it’s exciting to speculate on just how big your company can become—after all, it’s that type of guts, vision, and big thinking that enabled you to launch your own business in the first place—there's no point in focusing too heavily on the distant future in the initial business plan.

You do, however, need to illustrate exactly what your company is offering, so spend a few paragraphs expanding on your concept for products and services. Discuss your service or product’s life cycle, be very specific about how it will impact consumers, and divulge whether you plan to file for copyrights or patents. Also, describe the research and development you plan to do to enhance your offerings in the near future.

6. Marketing and sales

Spelling out your complete sales and marketing strategy will provide you with a point of reference for the future. You’ll likely refer to this section and continue to tweak and update it as your company grows. Here, discuss how you plan to reach your target audience. Be sure that you have your buyer persona explicitly defined before doing this (see number 3 above).

Within the marketing strategy portion of your business plan, delineate how you plan to position your company to consumers and how you will deliver the goods and/or services you will offer. Include a positioning statement that expresses your essential value proposition and distinguishes your competitive edge. According to Bplans , a free online resource for entrepreneurs, your positioning statement needn’t be lengthy; Bplans recommends using this simple formula to construct your statement: “For [target market description] who [target market need], [this product] [how it meets the need]. Unlike [key competition], it [most important distinguishing feature].”

This sales and marketing section is the place to address product and service pricing. Although there is no exact science to setting your pricing, consider the following:

• You must break even. Plan to charge customers enough to cover your costs in creating and delivering goods or services.

• Plan for primary and secondary profit center pricing. You may decide to sell your product or services at cost or less-than-cost to offer an appealing price— but then require support or maintenance that would push the price over the amount that would make it profitable for you.

• Adhere to market rate. Your pricing should be aligned with what your audience expects. You’ll walk a fine line here: You don’t want to alienate potential customers with high pricing, yet you shouldn’t devalue your offerings with pricing that’s too low.

How you will promote and advertise your business should also be addressed in this section. Do you plan to rely on traditional advertising avenues, such as print media? Would an online platform better suit your business and reach your target audience? How about public relations? Outline how you'll get the word out about your new company.

You can also market yourself online through social media channels. It’s a business necessity to have an online presence, and deciding which social media platform will serve you best depends on your target audience. Consider your consumer demographic when deciding on where to focus your time and efforts. You’ll want to make sure to keep your brand message and voice consistent across all marketing, advertising, and promotional materials—in print and online.

7. Funding request

If you’re using your plan to seek funding, this section is where you clearly express how much you need and how you will use it. Will you opt for debt or equity? This is a question you should ponder ahead of time: Are you willing to relinquish equity in your company for the funds to get your business off the ground? What are the terms you’re seeking? What is the length of time in business that your request will cover? Make note of collateral you have to put against loans, if any. Be prepared to explain to potential investors in depth how you will use their funds. Paint them a picture in broad strokes, and highlight the major areas that need funding (for example, purchasing an inventory, funding a marketing budget, etc.).

8. Financial projections

Follow up your funding request with a detailed explanation of future financial plans. Investors want to believe they’re making a sound decision by supporting your business. When do you plan to pay off debt? Do you intend to build up your business and then sell it? Include projections for the next five years.

Don’t fret if you do not have a solid foundation in finance. It’s not as complex to create these financial projections as you might assume. This section is where you might employ some of your design savvy to create visuals such as charts and graphs to spice up otherwise dull financial details.

Your financial forecast should include the following (this information can be projected if your business is not yet established enough to have the actual documents):

• Income statement (a.k.a., profit and loss or P&L): This document essentially shows whether you’re making money. It includes a compilation of all your numbers and data, and shows your expenses deducted from your earnings to reveal whether you’re poised to be profitable.

• Cash flow statement: This statement differs from your P&L in that it’s the record of how much money you have in the bank at any given moment. In this document, you’ll calculate cash you have plus cash you receive minus cash you pay out, which equals your total cash flow. This cash flow statement helps you to understand at what points you may be low on cash (for example, while you’re waiting for a client to pay a bill), indicating that it may not be the optimal time to spend on non-urgent expenses. This document can help you determine how much funding you may need to get your small business up and running.

• Balance sheet: This statement helps determine the net worth of your company. It subtracts your assets and equity from your liabilities to arrive at your company’s net worth. From this balance sheet, investors can see the overall financial picture of your endeavor.

9. Appendix

Here you’ll include any requested documentation, such as résumés, reference letters, credit reports, permits, licenses, contracts, patents, or other legal paperwork. It’s also where you can add any supplemental information that an investor might want or need when considering whether or not to help you with funding.

Keeping these strategies in mind, you should be ready to get started on your business plan. This documentation is essential to plotting the future of your company, so it's important to spend time on it and make sure it represents you and your business in the best way possible.

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Architecture Firm Business Plan Template

SEPT.06, 2013

Architecture Firm Business Plan

Architecture Firm Business Plan for Starting Your Business

Do you want to start an architectural firm? An architecture firm provides interior and exterior designing services varying from small works like designing a room, to larger projects such as designing a complex structure. Whereas, several tasks can also require expertise in the latest architectural software. So, if you have decided to enter this venture, you are required to make a business plan for architecture firm . By doing so you can avoid certain problems that can come up with the initiation. In case you are confused about how to start an architecture business , read the following sample business plan for a startup named, Michael Architects, based in New York.

Executive Summary

To give you a summarized view on how to start a business architecture and take the decisions appropriately we are sharing details about Michael Architects startup. So, if you want to know how to run an architecture firm efficiently, you can get a lot of help from here.

2.1 The Business

Michael Architects will be a registered and insured architectural firm based in Buffalo, New York. The company will work for improving and enhancing the structures and communities in which we live – utilizing proper technical approach to plan and design big and small structures

2.2 Management of Architectural Firm

Michael Architects will be owned by Michael Craig. Craig will be managing the firm by himself. Craig wants to use his skills to run his business as he acknowledges that starting an architectural firm is a much easier task than running it.

2.3 Customers of Architectural Firm

Target customers of Michael Architects will be the homeowners, government agencies, construction company business , and contractors. Knowing the importance of marketing for architectural firms to attract the desired community, our company will be taking effective steps to attract these target groups.

2.4 Business Target

Before you even think about how to start an architecture firm , set your goals for your business as it can help you a lot in taking major decisions. Michael Architects aims at providing the best experience to both its customers and workers. Moreover, becoming a renowned company and recovering the investments within one year of the launch is the company’s main goal.

Architecture Firm Business Plan - 3 Years Profit Forecast

Company Summary

3.1 company owner.

Michael Craig will be the owner of Michael Architects. Craig has an MBA degree from Stanford University. Besides just a degree, Craig has exceptional managing skills along with 6-year experience of working as a manager in a famous architecture agency , Perkins and Will.

3.2 Why the Architectural Firm Business is being started

Based on his experience in an architectural firm, Craig had realized that the architecture business is a business which had a never-ending scope. From the small task of deigning a corridor – to a larger one such as planning a road, people will always need the services of architects. So, to invest his and his employee’s energies into a work that the world needed frequently and to make a profit in this domain, Craig had decided to start a business in the architecture domain.

3.3 How the Architectural Firm Business will be started

Architecture Firm Business Plan - Startup Cost

Services for Customers

Before starting your own architectural practice , it is essential to know how does an architecture firm work . Deciding your services even before the launch can help you in exploring the ways through which you can facilitate your customers. Moreover, it can help you in devising an effective architecture marketing plan for marketing architectural services . To give you a notion of services that an architectural firm provide, we are enlisting some from the plan of Michael Architects.

  • Interior Design: Our architects will be using their brainstorming ideas to add beauty and value to your roofs, floors, doors, windows, corridors any other space interior design business to your building.
  • Restoration of old buildings: Our workers will repair the defects and will do more than just ‘restoration’. We know which antique structures, doors, and windows have to be replaced to modernize your existing property.
  • Modern Architecture Design: We will be using innovative techniques to design your buildings according to the modern world. Using the high-quality glass, steel, wood and reinforced concrete we can give your property a view that you had only imagined.
  • Landscape Designing: To give your property a complete, natural, look, our architects will be working on any outdoor area. Our workers can transform any piece of land for environmental or aesthetic purposes.

Along with these services, we will also open a small store for selling pet-related products like shampoos, foods, medicines, ties, chains, and clothes for the dogs.

Marketing Analysis of Architecture Firm Business

A common component of all successful business plans for architects is an accurate marketing analysis. Analyzing your market before the actual launch can help you in making major decisions such as what quality you will have to provide to your customers to make them come again – and which sort of architectural design ideas you have to offer to keep pace with the demands of your community. Though for a fresh architecture startup , it is hard to recognize the things which must be noticed to analyze the market properly. So, to give you an idea about which things should be under your vigilant observation, we are providing a detailed sample of the marketing plan of Michael Architects.

5.1 Market Trends

According to a report by IBISWorld, more than 71 thousand architecture firms are currently operating in the United States. The outlet also revealed the exact stats showing the revenue generated by architecture firms on an annual basis in the United States this year – which is $46 billion. The amount is no doubt, more than that anybody could expect because this is the sort of business which can earn great profit even from a single project if done properly Though more than 233 thousand people are servicing in architectural firms, there is still demand for many. IBISWorld has reported a 4.1 percent growth rate in the business of architecture firms this year, which means more people can still enter the domain. These satisfying stats and figures demonstrate that one cannot be at a loss if they prepare well before starting their firm.

5.2 Marketing Segmentation

Architecture Firm Business Plan - Startup Cost

The detailed marketing segmentation comprising the company’s target audience is as follows:

5.2.1 Real Estate Owners

The people who own any sort of building for public and personal use will be our topmost target. Such as a person running a restaurant will need our constant services to make their place attractive for their customers. Several homeowners also require architecture firm services for implementing a new staircase or installing modern flooring.

5.2.2 Contractors & Construction Companies

The second group of our target customers will comprise of the construction companies and contractors who will need our services whenever they get some project. A constructor just builds the idea of an architect, so in collaboration with our architecture firm they can build the designs which can amaze everyone.

5.2.3 Government Agencies

To maintain and preserve the art in old historic buildings, government agencies will be needing our services of restoration. Moreover, our services will be a permanent requirement for them to keep the city’s structures appearing as maintained architecture models. The detailed market analysis of our potential customers is given in the following table:

5.3 Business Target

Michael Architects aims at providing the best services to its customers and the best environment for its workers. Within the next three years, we want to be a renowned figure in the world of architecture firms.

Our financial goals are:

  • To balance the startup costs with earned profits by the end of the first year
  • To get the net profit margin of $10k per month by the end of the first year, $15k per month by the end of the second year, and $25k per month by the end of the third year

5.4 Product Pricing

Although the market demands for new architecture firms is high, we still have priced our services low for the first eight months of our launch. Our pricing will also be used as a tactic for marketing architecture firm and it will also be helping our startup to get introduced to the people who can become our potential clients in future.

Architecture Marketing Strategy

If you are passionate for creating an architecture firm, the part you must focus on is the sales strategy. In define a strategic plan , you have to look up for architectural marketing ideas and decide which would suit your startup the most.

From this sample business development plan for an architecture firm, you can get the idea of how others are publicizing their architectural services.

6.1 Competitive Analysis

Under the extensive experience of our staff and architects and managing skills of our firm owner, we will be ensuring top quality work even in limited resources.

Our workers are highly collaborative and will keep in touch with you during the project so that you can get exactly the work which you want. Moreover, using design software like AutoCAD, Revit, etc. we can give you a view before implementing your idea so that you can introduce any changes.

Lastly, our prices are extremely low in the first year providing a golden chance for you to try our services even if you require small works like modernizing a corridor or a balcony.

6.2 Sales Strategy

To get introduced to our target customers, we will:

  • Keep our prices low in the first year
  • Advertise our services through local newspapers, magazines, and social media
  • Display various views of our own-designed firm as proof of our experience and skills
  • Use SEO techniques to ensure a strong web presence

6.3 Sales Monthly

Architecture Firm Business Plan - Sales Monthly

6.4 Sales Yearly

Architecture Firm Business Plan - Sales Yearly

6.5 Sales Forecast

Architecture Firm Business Plan - Unit Sales

If you are thinking about how to set up an architectural practice which will not end up as a failure you must focus on the staff you hire.

Personnel plan

After all, it is the personnel that decided the future of a startup.

The same can be applied for if you are worrying about how to manage an architecture business because the construction management business can be effective only if you hire the right person for the right job.

7.1 Company Staff

Michael will be the owner and manager by himself, however, he will hire the following people:

  • 1 Accountant to keep financial records
  • 3 Architects to work on the projects
  • 5 Field Employees to work as laborers
  • 1 Technician to upkeep the machinery
  • 1 Structure Engineer to help in providing sustainable solutions
  • 2 Drivers for transportation works
  • 1 IT Expert to manage the company’s online record, website and social sites

7.2 Average Salary of Employees

Financial plan.

The final part in developing your <strong>architecture firm business plan<strong> is to make a financial plan. A financial plan must cover the details about how much money will be spent by you in certain situations and on which portion of your startup you will be spending the most. It must also contain the details about your plans to balance your investments with the earned profits.

Though, Michael himself was a person of this domain, yet, he had decided to have this task done by a person who was a professional financial expert and had much more experience than him. The sample financial plan of Michael Architects is given here for help.

8.1 Important Assumptions

8.2 brake-even analysis.

Architecture Firm Business Plan - Brake-even Analysis

8.3 Projected Profit and Loss

8.3.1 profit monthly.

Architecture Firm Business Plan - Profit Monthly

8.3.2 Profit Yearly

Architecture Firm Business Plan - Profit Yearly

8.3.3 Gross Margin Monthly

Architecture Firm Business Plan - Gross Margin Monthly

8.3.4 Gross Margin Yearly

Architecture Firm Business Plan - Gross Margin Yearly

8.4 Projected Cash Flow

Architecture Firm Business Plan - Projected Cash Flow

8.5 Projected Balance Sheet

8.6 business ratios.

Download Architecture Firm Business Plan Sample in pdf

OGSCapital’s team has assisted thousands of entrepreneurs with top-rate business plan development, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.

architecture firm business plan ppt

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Architects have a unique set of circumstances that make their businesses different from many others. That’s why you’ll find these specific sample business plans for architecture firms so helpful.

If you’re looking to develop a more modern business plan, we recommend you try LivePlan . It contains the same templates and information you see here, but with additional guidance to help you develop the perfect plan.

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Architecture business plan template ppt

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ProfitableVenture

Architectural Company Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business Plans » Construction & Engineering

Architectural Design Business

Are you about starting an architectural company? If YES, here’s a complete sample architectural firm business plan template & feasibility report you can use for FREE to raise money .

Okay, so we have considered all the requirements for starting an architectural business . We also took it further by analyzing and drafting a sample architectural service marketing plan template backed up by actionable guerrilla marketing ideas for architectural firms. So let’s proceed to the business planning section.

All over the word the real estate business is such that have done so well in terms of patronage and it isn’t a news that those in the architectural line are one of the people who makes erecting buildings possible. It is for this reason that a lot of people are known to throng into the trade from all parts of the world. It is indeed a great business to delve into as well as live on.

One of the first steps to take in starting the business is to first of all be sure that you are conversant with the trade. You may want to consider studying an architectural related course in school so that you can learn all the basic ropes that have to be learnt.

Thereafter, you will need other researches to pull through. Run a feasibility research on the industry in general; speak with experts and what have you. As you plan to launch out in trade, you will also need to write a good and detailed business plan.

This might pose a threat especially if you do not know a thing about drawing up a plan. This is where working with a template comes to play Here is a sample Architectural business plan for your use:

A Sample Architectural Firm Business Plan Template

1. industry overview.

Architects play a major role in the construction industry, as a matter of fact, architects are responsible for the planning and designing of residential, institutional, recreational, commercial and industrial buildings and structures by applying their knowledge of design, construction procedures, zoning regulations, building codes and building materials et al.

Hence, the architectural services industry is made up of firms who primarily engaged in planning and designing residential, institutional, leisure, commercial and industrial buildings and structures by applying knowledge of design, construction procedures, zoning regulations, building codes and building materials.

A close watch shows that he Architectural Services industry has finally begun to experience steady recovery from the economic downturn, although revenue remains below the industry’s 2007 peak due to the prolonged effects of the market crash of the real estate industry.

On the other hand, the construction market has recently shown sign of recovery, with the values of both residential and nonresidential construction rising over the last five years. Furthermore, firms’ cost-cutting efforts during the economic downturn have improved profit margins, even as the industry’s workforce has once again begun to expand.

Going forward, environmentally friendly design will increase in importance to architecture firms as downstream construction markets continue to improve and the industry proceeds with its recovery. The Architectural Services industry is indeed a large industry and pretty much active in countries such as United States of America, United Kingdom, France, Italy, Holland, Switzerland, Japan, China, Germany, and Canada et al.

Statistics has it that in the united states of America alone, there are about 80,948 registered and licensed Architectural Services firm responsible for employing about 217,640 and the industry rakes in a whooping sum of $38 billion annually.

The industry is projected to enjoy 2.9 percent annual growth. It is important to state that there is no establishment in this industry that has a lion market share. Over and above, the Architectural Services industry is characterized by many small-scale consultants, often individual proprietors and partners who operate in narrow geographic markets.

Although a majority of industry establishments do not have a payroll, non – employers generate only about 10.0 percent of the industry revenue. The fragmented nature of this industry is also evident when comparing the size of enterprises that have employees.

IBISWORLD projected that in 2016, an estimated 67.4 percent of firms with a payroll have fewer than five employees and only 1.0 percent of firms have more than 100 workers. The industry’s low level of concentration means that no firm holds a dominant position in the market.

It was also estimated that the four largest players in this industry account for less than 5.0 percent of the total revenue to be generated in the industry in 2016

One thing is certain about starting an architectural firm, if you are able to conduct your market research and feasibility studies , you are more likely not going to struggle to secure clients because there are always individuals, constructions companies  and corporate organization who would want to hire your services from time to time.

Lastly, as an architectural firm, you can afford to partner with other firms that are into construction and building services. You can partner with construction companies, you can partner with real estate firms and you can partner with the government et al.

The bottom line is that, if you have a robust network and you are well positioned, you can indeed maximize your architectural services business.

2. Executive Summary

Kent De Clark® Architectural Firm, LLP is a registered and licensed architectural services firm that will be based in New York City – New York.

The firm will handle all aspect of architectural design related services; services such as planning and designing residential, institutional, leisure, commercial and industrial buildings and structures by applying knowledge of design, construction procedures, zoning regulations, building codes and building materials and other related tax return preparation services.

We are aware that to run a standard architectural services firm can be demanding which is why we are well trained, certified and equipped to perform excellently well. Kent De Clark® Architectural Firm, LLP is a client – focused and result driven architectural services firm that provides broad- based services at an affordable fee that won’t in any way put a hole in the pockets of our clients.

We will offer a standard and professional architectural design services to all to our individual clients, and corporate clients at local, state, national, and international level. We will ensure that we work hard to meet and surpass our clients’ expectations whenever they hire our services.

At Kent De Clark® Architectural Firm, LLP, our client’s best interest would always come first, and everything we do is guided by our values and professional ethics. We will ensure that we hire professionals who are well experienced in the architectural services industry

Kent De Clark® Architectural Firm, LLP will at all times demonstrate her commitment to sustainability, both individually and as a firm, by actively participating in our communities and integrating sustainable business practices wherever possible.

We will ensure that we hold ourselves accountable to the highest standards by meeting our client’s needs precisely and completely. We will cultivate a working environment that provides a human, sustainable approach to earning a living, and living in our world, for our partners, employees and for our clients.

Our plan is to position the business to become the leading brand in the architectural services industry in the whole of New York City – New York, and also to be amongst the top 20 architectural firm services businesses in the United States of America within the first 10 years of operations.

This might look too tall a dream but we are optimistic that this will surely be realized because we have done our research and feasibility studies and we are enthusiastic and confident that New York City – New York is the right place to launch our architectural services firm before sourcing for clients from other cities in The United States of America.

Kent De Clark® Architectural Firm, LLP is founded by Kent De Clark and Willy Brian, his business partner for many years. The organization will be managed by both of them since they have adequate working experience to manage such business.

Kent De Clark has well over 5 years of experience working at various capacity within the architectural services industry in the United States of America.

Kent De Clark is a graduate of Columbia Graduate School of Architecture, Planning, and Preservation Columbia University and Willy Brain graduated from Yale School of Architecture, Yale University. They both have the required experience and qualifications to build a world class architectural firm.

3. Our Products and Services

Kent De Clark® Architectural Firm, LLP is going to offer varieties of services within the scope of the architectural services industry in the United States of America. Our intention of starting our architectural services firm is to favorably compete with leading players in the architectural services industry both in the United States of America and in the world at large.

We are well prepared to make profits from the industry and we will do all that is permitted by the law in the United States to achieve our business goals, aim and ambition. Our business offering are listed below;

  • New project architectural services
  • Renovation and rehabilitation architectural services
  • Basic designing
  • Providing construction phase services
  • Planning and providing predesigned services
  • Interior designing and providing building fit-out services
  • Construction project management
  • Planning and predesigned
  • Feasibility studies
  • Landscape and urban design
  • Building and Facility restoration
  • Building architectural design services
  • Other architectural design services consulting and advisory related services

4. Our Mission and Vision Statement

  • Our vision is to build an architectural services brand that will become the number one choice for both smaller businesses and corporate clients in the whole of New York City – New York. Our vision reflects our values: integrity, service, excellence and teamwork.
  • Our mission is to position our architectural services firm to become the leading brand in the architectural services industry in the whole of New York City – New York, and also to be amongst the top 20 architectural services firms in the United States of America within the first 10 years of operations.

Our Business Structure

Normally we would have settled for two or three staff members, but as part of our plan to build a standard architectural services firm in New York City – New York, we have perfected plans to get it right from the beginning which is why we are going the extra mile to ensure that we have competent, honest and hardworking employees to occupy all the available positions in our firm.

The picture of the kind of architectural services business we intend building and the business goals we want to achieve is what informed the amount we are ready to pay for the best hands available in and around New York City – New York as long as they are willing and ready to work with us to achieve our business goals and objectives.

Below is the business structure that we will build Kent De Clark® Architectural Firm, LLP;

  • Chief Executive Officer

Admin and HR Manager

Marketing and Sales Executive

  • Customer Care Executive/Front Desk Officer

5. Job Roles and Responsibilities

Chief Executive Office:

  • Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities.
  • Creating, communicating, and implementing the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
  • Responsible for fixing prices and signing business deals
  • Responsible for providing direction for the business
  • Creates, communicates, and implements the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
  • Responsible for signing checks and documents on behalf of the company
  • Evaluates the success of the organization
  • Responsible for creating building designs and highly detailed drawings both by hand and by using specialist computer-aided design (CAD) applications
  • Responsible for liaising with construction professionals about the feasibility of potential projects
  • Responsible for working around constraining factors such as town planning legislation, environmental impact and project budget
  • Works closely with a team of other professionals such as building service engineers, construction managers, quantity surveyors and architectural technologists
  • Applies for planning permission and advice from governmental new build and legal departments
  • Responsible for writing and presenting reports, proposals, applications and contracts
  • In charge of choosing the materials to be used and specifying the requirements for the project
  • Adapts plans according to circumstances and resolving any problems that may arise during construction
  • Responsible for making sure the project is running according to schedule and budget
  • Plays a part in project and team management
  • Travels regularly to building sites, proposed locations and client meetings
  • Responsible for overseeing the smooth running of HR and administrative tasks for the organization
  • Design job descriptions with KPI to drive performance management for clients
  • Regularly hold meetings with key stakeholders to review the effectiveness of HR Policies, Procedures and Processes
  • Maintains office supplies by checking stocks; placing and expediting orders; evaluating new products.
  • Ensures operation of equipment by completing preventive maintenance requirements; calling for repairs.
  • Defines job positions for recruitment and managing interviewing process
  • Carries out staff induction for new team members
  • Responsible for training, evaluation and assessment of employees
  • Responsible for arranging travel, meetings and appointments
  • Updates job knowledge by participating in educational opportunities; reading professional publications; maintaining personal networks; participating in professional organizations.
  • Oversee the smooth running of the daily office activities.
  • Identifies, prioritizes, and reaches out to new partners, and business opportunities et al
  • Identifies development opportunities; follows up on development leads and contacts; participates in the structuring and financing of projects; assures the completion of relevant projects.
  • Writes winning proposal documents, negotiate fees and rates in line with company policy
  • Responsible for handling business research, marker surveys and feasibility studies for clients
  • Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
  • Develops, executes and evaluates new plans for expanding increase sales
  • Documents all customer contact and information
  • Represents the company in strategic meetings
  • Helps to increase sales and growth for the company
  • Responsible for preparing financial reports, budgets, and financial statements for the organization
  • create reports from the information concerning the financial transactions recorded by the bookkeeper
  • Prepares the income statement and balance sheet using the trial balance and ledgers prepared by the bookkeeper.
  • Provides managements with financial analyses, development budgets, and accounting reports; analyzes financial feasibility for the most complex proposed projects; conducts market research to forecast trends and business conditions.
  • Responsible for financial forecasting and risks analysis.
  • Performs cash management, general ledger accounting, and financial reporting for one or more properties.
  • Responsible for developing and managing financial systems and policies
  • Responsible for administering payrolls
  • Ensures compliance with taxation legislation
  • Handles all financial transactions for the company
  • Serves as internal auditor for the company

Client Service Executive/Front Desk Officer

  • Welcomes guests and clients by greeting them in person or on the telephone; answering or directing inquiries.
  • Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client with a personalized customer service experience of the highest level
  • Through interaction with clients on the phone, uses every opportunity to build client’s interest in the company’s products and services
  • Manages administrative duties assigned by the manager in an effective and timely manner
  • Consistently stays abreast of any new information on the company’s products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients
  • Receives parcels/documents for the company
  • Distributes mails in the organization
  • Handles any other duties as assigned my the line manager

6. SWOT Analysis

Kent De Clark® Architectural Firm, LLP engaged the services of a core professional in the area of business consulting and structuring to assist the firm in building a well – structured architectural services firm that can favorably compete in the highly competitive architectural services industry.

Part of what the team of business consultant did was to work with the management of our organization in conducting a SWOT analysis for Kent De Clark® Architectural Firm, LLP. Here is a summary from the result of the SWOT analysis that was conducted on behalf of Kent De Clark® Architectural Firm, LLP

Our core strength lies in the power of our team; our workforce. We have a team that can go all the way to give our clients value for their money; a team that are trained, qualified and equipped to pay attention to details and to deliver excellent architectural designs. We are well positioned and we know we will attract loads of clients from the first day we open our doors for business.

As a new architectural services firm, it might take some time for our organization to break into the market and gain acceptance especially from big corporate clients in the already saturated architectural services industry; that is perhaps our major weakness. So also we may not have the required cash to give our business the kind of publicity we would have loved to.

  • Opportunities:

The opportunities in the architectural services industry is massive considering the number of construction and real estate companies who can’t do with key services provided by only the architectural industry. As a standard and well – positioned architectural service firm, we are ready to take advantage of any opportunity that comes our way.

Some of the threats that we are likely going to face as an architectural service firm operating in the United States are unfavorable government policies , the arrival of a competitor within our location of operations and global economic downturn which usually affects purchasing / spending power.

There is hardly anything we can do as regards these threats other than to be optimistic that things will continue to work for our good.

7. MARKET ANALYSIS

  • Market Trends

The architectural services industry is indeed a very large industry and of course it is one industry that works for businesses basically within the real estate industry and construction industries.

It means that to survive as an architectural firm, you would need to network with major players in the aforementioned industries and not ignoring government because in most countries of the world, the government at all level are the major players in the construction industry.

It is a bit challenging for new entrant to come into this industry; the primary barrier to the entry for new establishment is the stiff registration requirements applicable in most countries not just the United States of America.

As a matter of fact, architectural firms cum Architects must comply with local licensing criteria set out by registration boards and professional associations to obtain registration in their country or the state they want to operate from. This usually requires applicants to hold an accredited tertiary qualification before they can undertake written tests of skills, knowledge and abilities; and often to gain practical experience working with a local architect’s office.

A close watch of happenings in the architectural services industry shows that over the last five years, global investment into commercial building developments collapsed, leading to faltering demand for the industry’s services, particularly in the United States, Europe and Japan.

However, growth in emerging economies mitigated some of the industry’s declines. In the coming years, rising business sentiment will boost investment in building construction and for architectural design services. In addition, rising demand for environmentally friendly building will provide growth opportunities for operators.

8. Our Target Market

The demographic and psychographics composition of those who need the services of architectural services providers cuts across both small businesses and large corporations.

Kent De Clark® Architectural Firm, LLP will initially serve small to medium sized business, from new ventures to well established businesses and individual clients, but that does not in any way stop us from growing to be able to compete with the leading architectural service firms in the United States.

As a standard and licensed architectural service firm, Kent De Clark® Architectural Firm, LLP offers a wide range of financial consulting services hence we are well trained and equipped to services a wide range of clientele base.

Our target market cuts across businesses of different sizes in both the construction and the real estate industries. We are coming into the industry with a business concept that will enable us work with the small businesses and bigger corporations in and around New York City – New York and other cities in the United States of America.

Below is a list of the businesses and organizations that we have specifically design our products and services for;

  • Construction Companies
  • Real Estate Firms
  • Individuals
  • Blue Chips Companies
  • Corporate Organizations
  • Religious Organizations
  • Hotels and Restaurants
  • The Government (Public Sector)

Our Competitive Advantage

The level of competitions in the architectural services industry depends largely on the location of the business and of course the business model . If you can successfully create a unique brand identity for your architectural services firm or carve out a unique market, you are likely going to experience less competition.

For instance if you are one of the few architectural service firms in your locations that has the most qualified and experienced architects under your payroll, you are likely going to have a competitive advantage over your competitors.

We are quite aware that to be highly competitive in the architectural services industry means that we should be able to deliver consistent quality designs and services, our clients should be able to pay for our services and we should be able to meet the expectations of clients.

Kent De Clark® Architectural Firm, LLP might be a new entrant into the architectural services industry in the United States of America, but the management staffs and owners of the business are considered gurus. They are people who are core professionals and licensed and highly qualified architects and design experts in the United States. These are part of what will count as a competitive advantage for us.

Lastly, our employees will be well taken care of, and their welfare package will be among the best within our category (start – ups architectural services firm) in the industry meaning that they will be more than willing to build the business with us and help deliver our set goals and achieve all our aims and objectives.

9. SALES AND MARKETING STRATEGY

  • Sources of Income

Kent De Clark® Architectural Firm, LLP is established with the aim of maximizing profits in the architectural services industry and we are going to go all the way to ensure that we do all it takes to attract clients on a regular basis and sign retainer – ship with most of our clients especially government clients.

Kent De Clark® Architectural Firm, LLP will generate income by offering the following architectural services for construction companies, real estate firms, and the government and for corporate organizations et al;

10. Sales Forecast

One thing is certain, there would always be construction companies, real estate firms, and the government and for corporate organizations et al who would need the services of professional architectural services providers.

We are well positioned to take on the available market in New York City – New York and other key cities in the United States of America and we are quite optimistic that we will meet our set target of generating enough income / profits from the first six month of operations and grow the business and our clientele base beyond New York City to other cities in New York and other states in the U.S.

We have been able to critically examine the architectural services market and we have analyzed our chances in the industry and we have been able to come up with the following sales forecast. The sales projection is based on information gathered on the field and some assumptions that are peculiar to startups in New York City – New York.

Below are the sales projection for Kent De Clark® Architectural Firm, LLP, it is based on the location of our business and the wide range of architectural related services that we will be offering to our clients;

  • First Fiscal Year-: $250,000
  • Second Fiscal Year-:  $450,000
  • Third Fiscal Year-:  $1 million

N.B : This projection is done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and natural disasters within the period stated above. There won’t be any major competitor offering same additional services as we do within same location. Please note that the above projection might be lower and at the same time it might be higher.

  • Marketing Strategy and Sales Strategy

We are mindful of the fact that there is stiffer competition amongst architects and architectural service providers and other related building design service providers in the United States of America, hence we have been able to hire some of the best business developer to handle our sales and marketing.

Our sales and marketing team will be recruited base on their vast experience in the industry and they will be trained on a regular basis so as to be well equipped to meet their targets and the overall goal of the organization.

We will also ensure that our excellent designs and job deliveries speaks for us in the marketplace; we want to build a standard and world – class architectural service firm that will leverage on word of mouth advertisement from satisfied clients (both individuals and corporate organizations).

Our goal is to grow our architectural service firm to become one of the top 20 architectural service firms in the United States of America which is why we have mapped out strategy that will help us take advantage of the available market and grow to become a major force to reckon with not only in the New York City – New York, but also in other cities in the United States of America.

Kent De Clark® Architectural Firm, LLP is set to make use of the following marketing and sales strategies to attract clients;

  • Introduce our architectural services business by sending introductory letters alongside our brochure to construction companies, real estate firms, corporate organizations, households and key stake holders in New York City and other cities in New York.
  • Promptness in bidding for architectural design contracts from the government, construction companies, real estate firms and other corporate organizations
  • Advertise our business in relevant construction and real estate related magazines, newspapers, TV stations, and radio station.
  • List our architectural services firm business on yellow pages ads (local directories)
  • Attend relevant international and local finance and business expos, seminars, and business fairs et al
  • Create different packages for different category of clients (start – ups and established corporate organizations) in order to work with their budgets and still deliver quality architectural design cum services to them
  • Leverage on the internet to promote our architectural services firm
  • Engage in direct marketing approach
  • Encourage word of mouth marketing from loyal and satisfied clients

11. Publicity and Advertising Strategy

Any business that wants to grow beyond the corner of the street or the city they are operating from must be ready and willing to utilize every available means (both conventional and non – conventional means) to advertise and promote the business. We intend growing our business which is why we have perfected plans to build our brand via every available means.

We know that it is important to create strategies that will help us boost our brand awareness and to create a corporate identity for our architectural services firm business. Below are the platforms we will leverage on to boost our brand and to promote and advertise our business;

  • Place adverts on community based newspapers, radio stations and TV stations.
  • Encourage the use of word of mouth publicity from our loyal customers
  • Leverage on the internet and social media platforms like; YouTube, Instagram, Facebook ,Twitter, LinkedIn, Snapchat, Badoo, Google+  and other platforms to promote our business.
  • Ensure that we position our banners and billboards in strategic positions all around New York City – New York
  • Distribute our fliers and handbills in target areas in and around our neighborhood
  • Contact construction companies, real estate firms, and the government and corporate organizations et al by calling them up and informing them of Kent De Clark® Architectural Firm, LLP and the services we offer
  • Advertise our business in our official website and employ strategies that will help us pull traffic to the site
  • Brand all our official cars and trucks and ensure that all our staff members and management staff wears our branded shirt or cap at regular intervals.

12. Our Pricing Strategy

Pay per design, project and hourly billing for architectural design services is a long – time tradition in the industry.  However, for some types of architectural design services, flat fees make more sense because they allow clients to better predict service costs.

As a result of this, Kent De Clark® Architectural Firm, LLP will charge our clients a flat fee for many basic architectural design services et al.

At Kent De Clark® Architectural Firm, LLP we will keep our fees below the average market rate for all of our clients by keeping our overhead low and by collecting payment in advance.  In addition, we will also offer special discounted rates to start – ups, nonprofits, cooperatives, and small social enterprises.

We are aware that there are some clients that would need regular access to architectural consultancy and advisory services and assistance, we will offer flat rate for such services that will be tailored to take care of such clients’ needs. So also, we aware of government contracts, we will ensure that we abide by the bidding requirement for such contracts.

  • Payment Options

The payment policy adopted by Kent De Clark® Architectural Firm, LLP is all inclusive because we are quite aware that different customers prefer different payment options as it suits them but at the same time, we will ensure that we abide by the financial rules and regulation of the United States of America.

Here are the payment options that Kent De Clark® Architectural Firm, LLP will make available to her clients;

  • Payment via bank transfer
  • Payment with cash
  • Payment via online bank transfer
  • Payment via check
  • Payment via bank draft

In view of the above, we have chosen banking platforms that will enable our client make payment for farm produces purchase without any stress on their part. Our bank account numbers will be made available on our website and promotional materials to clients who may want to deposit cash or make online transfer for our services.

13. Startup Expenditure (Budget)

When it comes to calculating the cost of starting an architectural firm, there are some key factors that should serve as a guide. Factor such as have printing machine you need in house or outsourcing your printing jobs to other services providers.

Besides, in setting up any business, the amount or cost will depend on the approach and scale you want to undertake. If you intend to go big by renting / leasing a big facility, then you would need a good amount of capital as you would need to ensure that your employees are well taken care of, and that your facility is conducive enough for workers to be creative and productive.

This means that the start-up can either be low or high depending on your goals, vision and aspirations for your business. The tools and equipment that will be used are nearly the same cost everywhere, and any difference in prices would be minimal and can be overlooked.

As for the detailed cost analysis for starting an architectural services firm business; it might differ in other countries due to the value of their money. Below are some of the basic areas we will spend our start – up capital in setting up our architectural services firm;

  • The total cost for hiring Business Consultant – $2,500
  • The Amount needed to acquire a suitable Office facility in a business district 6 months (Re – Construction of the facility inclusive) – $40,000
  • The total cost for payment of insurance policy covers (general liability, workers’ compensation and property casualty) coverage at a total premium – $9,400
  • The Total Fee for incorporating the Business in the United States of America – $750.
  • The Cost for equipping the office (computers, software applications, printers, fax machines, furniture, telephones, filing cabins, safety gadgets and electronics et al) – $5,000
  • Marketing promotion expenses for the grand opening of Kent De Clark® Architectural Firm, LLP in the amount of $3,500 and as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of $3,580.
  • The cost for purchase of the required software applications (CAD Software, Architectural software, CRM software, and Accounting Software et al) – $10,500
  • The Cost of Launching your official Website – $600
  • Budget for paying  at least three employees for 3 months plus utility bills – $10,000
  • Additional Expenditure (Business cards, Signage, Adverts and Promotions et al) – $2,500
  • Miscellaneous: $1,000

Going by the report from the market research and feasibility studies conducted, we will need over one hundred and fifty thousand ( 150,000 ) U.S. dollars to successfully set – up a small scale but standard architectural services firm in the United States of America.

Generating Funding / Startup Capital for Kent De Clark® Architectural Firm, LLP

No matter how fantastic your business idea might be, if you don’t have the required money to finance the business, the business might not become a reality. No doubt raising start – up capital for a business might not come cheap, but it is a task that an entrepreneur must go through.

Kent De Clark® Architectural Firm, LLP is a business that will be owned and managed by Kent De Clark and his business partner Willy Brain. They are the sole financial of the firm, but may likely welcome partners later which is why they decided to restrict the sourcing of the start – up capital for the business to just three major sources.

These are the areas we intend generating our start – up capital;

  • Generate part of the start – up capital from personal savings
  • Source for soft loans from family members and friends
  • Apply for loan from my Bank

N.B: We have been able to generate about $50,000 (Personal savings $40,000 and soft loan from family members $10,000 ) and we are at the final stages of obtaining a loan facility of $100,000 from our bank. All the papers and document has been duly signed and submitted, the loan has been approved and any moment from now our account will be credited.

14. Sustainability and Expansion Strategy

The future of a business lies in the numbers of loyal customers that they have the capacity and competence of the employees, their investment strategy and the business structure. If all of these factors are missing from a business (company), then it won’t be too long before the business close shop.

One of our major goals of starting Kent De Clark® Architectural Firm, LLP is to build a business that will survive off its own cash flow without the need for injecting finance from external sources once the business is officially running.

We know that one of the ways of gaining approval and winning customers over is to offer our architectural design services a little bit cheaper than what is obtainable in the market and we are well prepared to survive on lower profit margin for a while.

Kent De Clark® Architectural Firm, LLP will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and retraining of our workforce is at the top burner of our business strategy.

As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of three years or more as determined by the board of the organization. We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.

Check List / Milestone

  • Business Name Availability Check:>Completed
  • Business Incorporation: Completed
  • Opening of Corporate Bank Accounts various banks in the United States: Completed
  • Opening Online Payment Platforms: Completed
  • Application and Obtaining Tax Payer’s ID: In Progress.
  • Application for business license and permit: Completed
  • Securing a standard office facility (renovation of the facility inclusive): Completed
  • Purchase of All form of Insurance for the Business: Completed
  • Conducting Feasibility Studies: Completed
  • Generating part of the start – up capital from the founder: Completed
  • Applications for Loan from our Bankers: In Progress.
  • Writing of Business Plan: Completed
  • Drafting of Employee’s Handbook: Completed
  • Drafting of Contract Documents: In Progress.
  • Design of The Company’s Logo: Completed
  • Graphic Designs and Printing of Packaging Marketing / Promotional Materials: Completed
  • Recruitment of employees: In Progress.
  • Purchase of the Needed software applications, furniture, office equipment, electronic appliances and facility facelift: In Progress.
  • Creating Official Website for the Company: In Progress.
  • Creating Awareness for the business (Business PR): In Progress.
  • Health and Safety and Fire Safety Arrangement: In Progress.
  • Establishing business relationship with vendors and key players in the industry: In Progress.

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8+ SAMPLE Architect Business Plan in PDF

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Types of Architecture Firms and Their Business Models

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Introduction

What types of architecture firm exist to suit the best business model that works with you? As you are developing the business plan for your new architecture firm, it is important to consider what your business model will be.

This includes planning for your firm’s operations to respond to the following questions:

How will you acquire new clients?

What types of projects do you want to design?

Why should clients choose your firm over other options?

How will you deliver projects while being profitable?

How will your staffing be organized to deliver your services?

These questions and others all relate back to your business model.

Understanding your options and potential challenges when first forming your firm is important so you can be intentional about how you set up your design process and how you market your company. 

For architecture firms there are three common business models that differentiate firms and how they are run: Efficiency based, Experience based, and Expertise based offices.

Depending on which you target for your company it will help you direct how you should manage the company for marketing, staffing, and ultimately profitability.

Take your time to think through why you are starting your firm, what your goals are, what your previous experience is, how you like to practice, and then select the model that best fits your future goals.

Be honest and intentional about your choice early on, as it can be difficult and costly to transition to a different model once you have some projects under your belt and a reputation for your company.

It is also important to make hiring, management, and staffing choices that support the mode of your architecture office.

Types of Architecture Firms

Efficiency based.

This model is for architecture offices that can deliver projects faster or for less money than the firms you are competing with for work.

Typically this means that you have developed a design and production process that is efficient and streamlined and are constantly looking for ways to improve upon it to make it more efficient.

You have also selected projects that are simple to execute and allow for repetitive processes. 

To take advantage of your design process efficiencies, efficiency based firms often do less complex projects, or take on similar projects to those they have already completed. Further, these firms tend to offer a limited range of services, or standard scope of work, that is familiar and repeatable.

The advantage to limiting the type and complexity of the work you take on is that you can reuse details, notes, and other documentation to keep the work hours to a minimum while still delivering quality documents.

The goal is to be efficient in every aspect of your practice.

For example, if you are working on multi-family housing projects you may reuse unit layouts, or make all the bathrooms the exact same design, saving a tremendous amount of time and work.

If you do custom residential projects there may be wall assemblies and foundations types that you can reuse on all of your projects, or standard window details that don’t need additional attention.

Find the places where you don’t have to reinvent everything from scratch to keep your work hours to a minimum. 

For this business model your ideal client is one that is looking for simple design solutions, may have a tight timeline, and is budget conscious. This could be residential developers, retail chains, or even small projects like Accessory Dwelling Units.

The goal is to stick to standards and deliver projects quickly and efficiently in a very predictable process.  

Another approach for this business model is taking advantage of new technology or tools to improve upon standard project delivery. There is potential to leverage new technology to give your firm an advantage over established architecture companies.

For instance, digital scanning, BIM, virtual reality renderings or AI may be places to focus on that could make the design and documentation process faster and more efficient.

This dedication to technology might make convincing clients to go with a particular design faster. Practices should constantly look for ways or new tools that can help reduce the time it takes to deliver work and thus increase the profits for your firm.  

Due to the repeatable design process, the relatively simple project types, and/or the standardization of your deliverables, this model lends itself to having a large production staff working under a smaller group of experienced architects and partners.

This can include giving recent graduates or junior architects jobs to help with production, thus keeping your labor costs down and providing them with much-needed work experience to help advance their careers.

This approach also allows companies to consider remote working or even outsourcing some of the production work to further save on costs and expand the number of projects you can take on.

The goal with this staffing structure is to have the partners focused on acquiring new projects and have the more affordable staff leading the design and production of those projects.

You are really looking for a large quantity of projects that you can deliver seamlessly. 

This isn’t the model that most architects dream about when starting their firm. However, if you find an inefficiency in the market, this business model could lead to tremendous profits.

One of the most profitable firms I know fits into this business model. What do they do?

They work on chain restaurants across the country and adapt a standard kit of parts to fit whatever new space the restaurants are moving into.

The work deploys standard materials and details on every project that are simple and repetitive. By keeping their process super efficient, improving upon it and maintaining a large production staff of junior architects, they’ve developed an incredibly profitable business while providing a great work/life balance for the owners and actually are able to pay their staff slightly above the market rate for their experience level.

This is also a business model that is easier for new firms to market for, as they may not have the portfolio or reputation to go after complex projects, but can compete on price or market their experience with new technology or a streamlined design-process - places that younger architects may be more adept than older practitioners. 

Experienced Based

This is probably the most common model that architects pursue when setting out to start their own firms. Experience-based practices aim to provide design services to clients and solve unique and challenging problems.

By relying on their past experience and expertise, these firms can take on more complex project types and market themselves as knowing what they are doing to address the needs of their clients. 

Some of these firms still focus on particular markets. For example, I worked at a firm that I would put in this category that specialized in higher education projects, community centers, and performing arts centers.

Within these project types they would design custom solutions based on the specific needs of the client, responding to site context and budget, and the technical requirements of the building’s program.

They developed a strong reputation as being able to successfully deliver significant, complex, and technically challenging projects.

At the same time, they utilized their reputation to expand into new markets and go after a variety of projects beyond their core focus as the economy shifted.

To achieve this, they leveraged their past relationships and their portfolio to acquire new work, often through the public RFP/Q process. 

When you are starting a new firm and want to be an experience based architectural practice, you will have to rely on the reputations and past portfolio of you and your business partners.

You will need to clearly demonstrate that the experience you have gained before starting your own business will translate to being able to deliver similar projects.

The challenge lies in convincing clients that although the firm is new, the partners have a proven track record, the design staff is capable, and the firm contains all of the design experience needed to solve complex design challenges by managing the team needed to deliver significant projects on time and on budget.

This can be hard when first starting out, but after a few projects under your belt the firm could grow quickly. 

The structure for staffing these firms also differs from the efficiency based firms.

Marketing to clients for projects that are more complex and unique, you have to prove that your team has the skills and experience to match the project’s needs.

When just starting out this often means the first couple of hires should be more experienced architects that have worked on projects in your target markets.

This also means that as you grow you often need a larger proportion of project managers or project architects that can bring this level of experience to your office.

These employees will of course cost more than less-experienced production staff so balancing the right mix of experience and production is a challenge that must be overcome to maintain profitability.

There is also the obstacle to avoid having the partners or experienced staff getting too involved in the design process and thus blowing through the fee too quickly, when junior staff could handle the work and gain valuable experience.

Thus project management and staffing is vital for this business model to be successful and for the firm to remain profitable. 

Expertise Based

This business model is for the architects who have a great depth of knowledge about a specific project type or topic, or for those who have demonstrated exceptional design abilities.

These firms are the “starchitects” who have built a reputation based on their award-winning design abilities or consultant firms of specific technically challenging projects.

For instance, these could be firms that won the Pritzker Prize, or specialize in the design of acoustically challenging performing arts buildings, or maybe the technically challenging research science laboratories, or even code consultants.

Another example would be firms that are developing and mastering new technology.

Frank Gehry’s office is an example of a firm that has done a combination of these - he is sought after for his eye-catching design aesthetics and his firm has developed new software to allow his complex curving forms to be designed and fabricated.

He also takes on challenging cultural projects that necessitate a certain level of expertise to execute.

Other firms might publish research about a particular topic, or be a consultant that knows the latest innovations in a particular building system or requirement.

Either way, these firms have some special knowledge or talent that makes them sought after and allows them to demand higher fees for their work. 

The financial model with these offices is that by becoming an in-demand expert in your field you can demand higher fees or hourly rates.

Although many starchitect offices grow into large companies with many employees, this business model is also potentially lucrative for sole practitioners or small partnerships who offer a unique skillset or base of knowledge.

In both of these cases, the staffing needs tend to be very top heavy, where the principal or partners are in high-demand and thus need to work directly on the billable projects. There would be some support staff below them to assist with the execution of the work, but the principals are really engaged in the work itself, rather than being focused on managing the firm or finding new clients.

These firms also often look to partner with other architectural offices to execute the full scope of architectural work. They can either act as the design architects - with an architect of record brought on to help with production or they may be specialty consultants themselves brought onto a project by another firm to help navigate particularly challenging technical problems.

Often these firms will look to bring on administrative staff to support the principals earlier in the growth of the firm than the other business models, although if you are keeping the firm small and acting as more of a specialty consultant you may be able to avoid management overhead altogether. This could be an ideal option for sole practitioners who have a valuable base of knowledge. 

Rather than rely on personal relationships and traditional business development and marketing strategies, these firms rely on their reputation and their innovations to drive new businesses. Design awards, publications, research, and their portfolio is what sells their services and attracts new clients. This also requires continual education to maintain your expertise and reputation in the field. 

Each of the business models can lead to great success for an architecture practice. However, it is important to be honest with yourself and intentional with your decision on how to set up your practice.

Not everyone can or should start a business with the hope of being a starchitect or get projects solely based on your design talents.

Finding a better way to deliver projects, or taking advantage of new technology to improve the design process can lead to a great business that is extremely rewarding and profitable even if it doesn’t fulfill your design ego.

Other architects may have a passion for a specific project type and strive to be the expert in that niche. Regardless of which approach you take, it is important to recognize where your firm fits, then appropriately manage and market your firm to take advantage of the opportunities, the challenges you will face as the company grows. 

As you are writing your overall business plan, create a section specifically for your business model and describe how you want to operate, the types of clients you want to work for, take stock of your unique knowledge and skillset, and develop a model that will take advantage of your strengths.

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architecture firm business plan ppt

Guide to Starting Your Own Architecture Firm

In order to start your own architecture firm, you will need to incorporate your business. This guide walks you through the various legal structures used by entrepreneurial architects and their tradeoffs including liability, taxation, and organization.

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Setting Up a Remote Architecture Office

Remote working can save your architecture firm money and make your employees happier and more productive, but it can also be a pain to set-up right. Here’s how to do it.

architecture firm business plan ppt

Skills Needed To Start An Architecture Firm

Beyond design talent there are many necessary skills required for you to run a successful architecture firm. It is important for firm owners to be well versed in a range of skills and constantly work to improve upon the areas they may lack in experience.

Join our newsletter and learn how to drive your firm forward with actionable insights and tactics.

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Architecture Interior Studio Business Plan

Architecture interior studio business plan presentation, free google slides theme and powerpoint template.

If you're an interior architecture studio looking for a creative, modern business plan template, today is your lucky day. Our Architecture Interior Studio Business Plan template, with its gradient and orange coloring and professional layout, is sure to wow any audience. Showcase the features of your studio and the services it provides with ease. Include visual elements such as diagrams and charts to make your business plan even more compelling. Get ready to take your interior architecture studio to the next level with this one-of-a-kind plan!

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Master plan business architecture powerpoint shapes

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