marketing cx and owner education · rocky mountain institute (rmi) 2015 analysis • 80% of...
TRANSCRIPT
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Marketing Cx and Owner Education
Bill McMullen, LEED AP, DewberryDiana Bjørnskov, BCA
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AIA Quality Assurance
The Building Commissioning Association is a Registered Provider with The American Institute of Architects Continuing Education Systems (AIA/CES). Credit(s) earned on completion of this program will be reported to AIA/CES for AIA members. Certificates of the Completion for both AIA members and non-AIA members are available upon request.
This program is registered with AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product.
Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.
AIA Quality Assurance
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Learning Objectives
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1. Explain the value proposition offered by Cx in the building industry of the future
2. Help colleagues eliminate barriers and advance Cx as a profession
3. Work with owners and designers to improve procurement processes through Qualifications-Based Selection
4. Conduct business development activities that maximize value to owners and stakeholders
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1. Forecasting the Future Building Industry
2. Cx Economics 2.0
3. Commoditizing Cx: Barriers & Drivers
• Discussion – 25 minutes
4. Procurement: A Two-Way Street
5. Business Development in Today’s Market
• Discussion – 25 minutes
Presentation Structure- Game Plan
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• Power, energy, water, environment, resilient design, materials, construction, regulations
• Different regions creating new climate-related regulations and code changes
• New construction = higher standards, higher cost/SF
• Existing buildings = retrofits to meet new standards
• Regional redistribution of construction dollars
Building Industry of the FutureClimate Change is Changing Everything
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Building Industry of the FutureOwner-Stated Sustainability Priorities next 5-10 Years
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• Energy Efficiency• Sustainability/Resilience• Performance Technology• Codes & Standards
Building Industry of the FutureGlobal Drive toward Continuous Improvement
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• Benchmarking & Metrics• Building Materials• Building Systems• Operating Practices
Image Credit: Takipi
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• Large companies are moving back into the city to “attract and retain workers who favor renting in walkable neighborhoods.”
Wall Street Journal
• “One of the biggest trends of the next generation will be repurposing an incredible amount of existing suburban development.”
Ed McMahon, senior fellow, Urban Land Institute
Building Industry of the FutureAccommodating a Different Workforce Trend
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“The Future Ain’t What It Used To Be...”- Yogi Berra
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AIA Annual Survey of ResourcesConsensus Construction Forecast 2015-2016
Source: http://www.aia.org/practicing/AIAB105516
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Future of Cx – Global Revenue Forecast
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• Brick & Mortar Retail Space
• Education: University/College Campus Growth
• Healthcare: Medical Office Buildings
• Office Space
• Online Shopping & Banking
• Education: Online Degree Programs
• Healthcare online, digital diagnostics, digital records; more regional services
• Working from home; hoteling; sharing of office space
Future of Cx – New & Repurposed Buildings
11Source: CMD (formerly Reed Construction)
Bridging a Widening Gap … from Now On
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Rocky Mountain Institute (RMI) 2015 Analysis• 80% of today’s commercial SF will still be operating in 2030• $1.4 trillion dollar value over the next 40 years from deep energy
retrofits using whole systems design, driving whole building Cx
Navigant Research 2014 Analysis• Global revenue for building commissioning services will grow from
$2.7 billion in 2014 to $6.6 billion in 2024.• Global revenue for energy efficiency commercial building retrofits
will grow from $68.2 billion in 2014 to $127.5 billion in 2023.• Global market for energy efficient building products and services
will grow from $307.3 billion in 2014 to $623.0 billion in 2023.
Future of Cx – Building Forecasts
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• Less about the number of new buildings that need Cx
• More about existing and repurposed buildings
• More about better buildings and truly integrated project delivery- not Cx Provider as “overseer”
• Not about “How smart and experienced you are as a provider” It’s about results
Future of CxIt’s About Quality and Change
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Image Credit: “Buildings of the Future Scoping Study”US DOE, PNNL December 2014
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SECTION 2: Cx Economics 2.0
Price of Admission
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Value Problem• Commercial & Institutional owners/tenants dissatisfied with
building performance• Regulators & Policymakers want to measure performance
Value Solution• Cx brings whole building quality review & documentation to
owners and project teams from design through operation• Cx helps ID early access to owners’ financial, operational
and personnel savings
Cx Value Proposition in Today’s Market
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Proactive
Assured Outcome
Lower Risk
Offset Contingency Cost
Good Project vs Bad Project
Commissioning EconomicsThe Real Value Proposition for New Building Cx
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Cost and Schedule Impact
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Removing Defects & Variables from Owner’s BuildingsPersistence Phase
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Cx Affects Total Project Value Proposition
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Source: RMI Deep Retrofit Value Report
Image Credit: RMI
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Old View
Cx Value Proposition in Tomorrow’s Market
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New Vision
Fill Gaps In Design (Review)Document ProblemsIdentify Issues“Opinion” On Will It Work?Test Equipment Fill Gaps In ConstructionCx Report- RecommendationsSystems Manual Contracts , Means, MethodsLiabilitySwim Lanes
Collaborate On Filling Design GapsUse BIM And Modeling Find SolutionsModified Testing- Results Based“Build” The Model You Know WorksLiving DocumentsSystems Manual AnalyticsPersistence Measures- SustainingFully Integrated Team
Green = Proactive Step
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SECTION 3: Commoditization of Cx“Squeeze Play”
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• A/E Firms –All ClassesAll Sizes, Huge, Large, & Small
• Tab (Traditional) Firms• Manufacturers (OEMs &
Service Providers, Controls)• Specialty Firms (Cx, Building
Consulting), Mid-Size• Construction Mgmt Firms • Small Partnerships < 20
Employees• Web-Capable Software Firms
The Field is Getting CrowdedPlayers In or Entering the Cx/EBCx Game
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• “Commoditized products (services) have thin margins and are sold on the basis of price and not brand.”
• “Characterized by standardized, ever cheaper, and common technology that invites more suppliers who lower prices even further.”
Commoditizing Cx
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http://www.businessdictionary.com/definition/commoditization.html#ixzz3ZI0SWPV0
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External• Government Policies & Regulation• Low Standards of Care in Built Environment• Perception of Cx as a Matured/Repeatable Service• Assumption that technology surpasses CxOwner/Project Teams• Cx by Design and/or Construction Team• Price-based Selection Processes• Under-utilization of Cx Capabilities• Status Quo Pushback from Owner RepsCx Profession• Acceptance of Low-Bid Process• Inconsistent Performance• Inadequate Depth of Services on Cx Team
Forces Commoditizing CxDriving Forces, Restraining Forces, Forces Resisting Change
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Energy Codes Influence Cx RequirementsCommercial State Energy Code Status, March 2015
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Best Product
Build a better product, for which customers will
pay a premium
Best Total Cost
Achieve the low cost position on product and
service support
Best Total Solution
Solve the client’s broader problem and share in the benefit
All things to all People? Is Your Goal To Be …
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All things to all People? Then you have to Be..Then You Have To Be …
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Best Product
“Premium priced, but worth it.”
“Our customers ask for it by name”
Best Total Cost
“Great prices and quality.”
“Their products last and last and last”
“ A no hassle supplier”
“Consistency is their middle
name”
Best Total Solution
“They are experts in my business.”
“Their services are exactly
what I need.”
Pick Only One:
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• Commoditization- Working for Peanuts?• All markets face pricing pressure as they mature • Clients are not as “awed” by professional knowledge as they
once were – across the board• We still have “recession hangover” • Some of this is actually good, driving efficiency • Coffee is free at Sheetz but people spend 5 dollars at
Starbucks
• Differentiation is key
• Your knowledge counts
• Alignment on what keeps the client up at night – and solving that!
Good Old DaysWhen We Were the Smartest Guys in the Room
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Commoditization of CxCommon Cx Features You Cannot Commoditize
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• Experience & Education• Skills & Abilities• Evidence Interpretation• Physical Observation• Hypotheses & Assumptions• Explanation & Clarification• Understanding & Meaning• Integrated Insight• Educated Opinion• Relationships & Conflict Resolution• Leadership
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Best Defense Against Commoditization
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BCA Role
You + BCA help
Not Practical
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• Qualifications-Based Selection (QBS)• What it is
• How it Works
• Who’s Doing it & Why
• Who’s NOT doing it & Why
• How we create change
• Other Procurement Issues
SECTION 4: Procurement: A Two-Way Street
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• QBS is an evaluation, scoring and selection process for owners to use when hiring building project professionals.
Qualifications-Based Selection
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• QBS encourages owners to solicit, and project consultants to submit, proposals for specific scopes of work that are evaluated based on qualifications.
• Consultants are shortlisted and selected for budget negotiations after preliminary selection, and before contracts are signed.
Image Credit: KNG Marketing Partners, Inc.
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• QBS was formalized by Congress in 1972 through the Brooks Act to force public owners “to negotiate contracts for architectural and engineering services on the basis of demonstrated competence and qualification … and at fair and reasonable prices.”
The Brooks Act
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1. Establish Evaluation Criteria2. Solicit Qualifications
(public announcement required in the public sector)3. Develop Short List4. Interview and Rank ≥ 3 Providers5. Owner/Provider Jointly Refine Scope and Contract
Terms6. Negotiate Contract (or move on to 2nd Ranked
Provider)
How Does QBS Work?General Steps
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• Without QBS, pricing is usually the default.
• Costs of project-wide services and products often rise as the project progresses due to change orders and errors or omissions in planning, design, construction and/or delivery.
• To begin building projects with more accurate and predictable budgets, the BCA believes owners need to understand and use the QBS process as their tool for managing the triad of cost, schedule and quality.
BCA Position on QBS
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• What Owners Want
• How to Approach Your Market (To Win)
SECTION 5: BD in Today’s Market
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Marketing & BD Today -
It’s a Different World!
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• Low Cost• Little/No Risk• High Quality• On Time Delivery• Smooth Process
Owners don’t have much time, and only give you a portion of it to provide perfection
What Owners WantOwner is not typically a person – Owner is an organization with budgets
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• Am I Doing Market Research? Scouting Reports• What Is The Research Telling Me?- Player Statistics• What Do I Offer That’s
New ?
Better ?
Different?
Are You Asking Yourself The Right Questions?Am I a Competitor?
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• What Is The State Of My Market?What League Am I In?
• Where Do I Fall In It?What’s My Ranking?
• Do We Have The Talent?Team Roster
• Can I Get Talent?Draft Picks?
Are You Asking Yourself The Right Questions?Am I a Champion?
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1. What are we doing to help our clients prosper?
2. What is the quality of proposal (both written and in-person) in shaping and customizing a unique value proposition?
3. How effectively is our perceived cost tied to the attributes client most highly values?
4. How do clients perceive cost vs. what it actually costs them?
5. Does your client know and appreciate where your effort will be, AND have you told him/her?
Write Down The Owner’s Critical Success Factors(Not Yours, Theirs)
Use Them As Your Guide.
Value vs Cost to the Client Show You Understand The Owner’s Vision
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1. The balance has shifted too far in cost-cutting at the expense of profitable revenue growth.
2. When managers think about growth, it’s in terms of homeruns – the disruptive technology, instead of singles, executed at a steady pace.
3. Improving productivity and increasing revenues are seen as separate goals, BUT they are both integral to long-term success.
Doing Things Better vs. Doing The Right Things
Strategic Thinking!
Growing Your Cx BusinessBase Hits or Home Runs?
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Set your firm apart in –• How well you understand your client• How you will do the work• How you will manage the work• The people (intellectual capital) you
will provide• Special equipment you have
available
Demonstrating Your ValueValue Measurements Must Be Client-Focused
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Charter a proposal team• Evaluate opportunity and client’s criteria for selection• Identify and analyze owner’s drivers and key issues• Create a compliance matrix for mandatory requirements, important
criteria, and persuasive messages• List how client will measure your ability to achieve their goal• Identify and analyze risks and potential barriers; conduct a SWOT
analysis of your ability to win the work• Describe your competitive differentiators – what do you offer the
project that no one else does? Why choose you, and not “them”?• Define and do research required to be responsive
How Do You Propose?Before You Write …
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• What’s your compelling value proposition?• What’s your approach to the project (methods/practices)• What’s the owner’s expected outcome of your work• How will you do the work?
• Programmatic• Technical• Management• Resources
• How will you work with owner’s project team?
• How will you keep the owner informed?
• How will you mitigate risk to the owner and the project?
How Do You Propose?Define Your Strategy
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• Executive Summary: what decision-makers will read
• Project Understanding: your own description of the scope and objectives
• Technical Approach: how and why you will develop a project plan and implement it
• WBS (Work breakdown structure): task list with schedule
• Management Approach: how and why you will manage the project; key personnel (bio, commitment, availability)
• Team Qualifications: Individual and corporate knowledge, skills, abilities and experience that illustrate your competence and comprehensive team for the project; specific accomplishments that prove you – and only you –should be hired to provide Cx services.
Your Clients Are Hiring Their Future, and Their Future Depends On You!
How Do You Propose?Writing Could Be The Easiest Part
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Technical Intelligence = Building Performance
46Image Credit: Takipi
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Bill McMullen, LEED APEnergy Solutions GroupDewberry
Diana BjørnskovBuilding Commissioning Association
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Following Slides TBD
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• As a way to achieve an objective basis to conduct a detailed study, CII established the Commodity vs. Value-Added Contractor Services Research Team to develop a set of common definitions. The effort by the research team includes the following terms:
• Value – benefits provided (used with modifiers such as market value, perceived value).
• Value-added – marginal increase in value created by features or functions of a good or service.
• Net value-added – value in relation to its associated cost.
• Differentiation – dissimilarity of the features and functions of a good or service.
• Commodity – undifferentiated good or service.
• Three of the most important conclusions drawn by the team from its study are:1. The industry needs to use common definitions.
2. Contractors and owners should be aware that many service offerings relate to value-added; however, only a select few actually contribute to net value-added.
3. The more the owner emphasizes price as the deciding factor, the less net value-added is actually realized.
• The team also concludes that value can only be measured from an owner’s perspective. And, just as important, if owners are buying on price, they are missing net value-added.
• -- Construction Industry Institute• RS205-1 – Commodity vs Value-Added Contractor Services
CII Paper
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Business Development
Moss Adams Marketing and Business Development Continuum
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• https://consensusdocs.org/FooterSection_About/FooterSection_Coalition
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• QBS goes beyond the JTA. Owners should expect (and confidently request) CxPs to provide:
• Cx team with KSAs required to deliver projects that perform in accordance with owner’s requirements and expectations
• Experience with specified building sector/type, e.g., hospitals, data centers, office buildings, labs, gymnasiums, classrooms, etc.
• Validating performance of building systems that prevail for proposed building types
• Knowledge of codes and standards that apply to the proposed building type and location
• Understanding of (brand-agnostic) technologies required for testing and performance measurement
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Construction Forecasts
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