A New Strategy That Changed the DNA of a Design Practice
CHALLENGE
In 2010 the architecture world was struggling to address the rapid evolution sweeping through the healthcare industry at the same time the Great Recession was well under way. Clients that once focused on high-design were now becoming price conscious and demanding more for their investments. Recognizing the shift in consumer behaviors, I was tasked by a design firm with helping them rethink how they engaged their healthcare clients.
Mission, vision + values analysis
Existing strategy analysis
20+ stakeholder interviews
Team listening sessions
Historical performance analysis
Client profiling
Client perception interviews
Industry horizon scanning
Talent gap analysis
Facilitated planning sessions
APPROACH
I conducted a rapid 30-day assessment, analyzing quantitative and qualitative data, interviewed internal stakeholders and clients and presented a plan to firm leadership that involved a new product launch as well as a shift in how we tell our story in the marketplace, shifting away from talking about us, focusing more on client challenges and how our solutions respond to those challenges and deliver value.
RESULTS
The new service line redefined the firm's client engagement strategy. Year over year sales performance improved, client perceptions of the firm as a trusted advisor strengthened and rates of proposal shortlisting for interview and conversion to won work increased. In addition, client solutions such as 80% reductions in physician-associated clinic cancellations, 100% reductions in use of physical restraints and capacity increased with reduced physical requirements were achieved.
78%
increased net signed fee in first two years
99%
clients willing to choose firm again