When we set about redefining the web presence of our architecture business bcba.studio, we had to come to terms with what we actually did before we could express it clearly. Our clients are primarily not-for-profits, including housing providers, aged-care providers, independent or public schools, government and community agencies and social welfare organisations.

We had to engage with their particular world, and work out what our clients were actually buying AND how they buy before we could work out how to sell it to them, and indeed clearly understand who we were selling it to.

Sounds obvious.

Was it obvious? No, it was not. The answer was unexpected.

Most architects communicate as if their clients are primarily buying design product or skills. Their websites are designed accordingly, as a largely static showcase of their best product, which is usually the design outcome. Most architect’s websites are little more than a gallery or, at best, a series of beautifully presented case studies.

Others do slightly better, and define their core offering as ‘problem solving’, and support this with project examples. This is certainly an improvement, but still not very specific.

What profession does not involve deep problem solving? Certainly every architect does it. Cardiologists and accountants also do it. You have to be more specific.

Much to our amazement, by listening to our clients, we learnt that they weren’t buying design at all. They weren’t even buying our ability to ‘solve problems’ creatively, even though they assumed, indeed insisted, that we could do that.

We dug deep and realised that our particular cohort of clients were buying the skilful management of uncertainty and risk, based on our decades of experience - delivered as a payload in the design process. They were buying our ability to reassure them and their stakeholders that time, cost and quality were not going to be royally screwed up while we delivered the design we loved and solved the problems they faced.

It kind of hurt to face it, but design - our favourite bit - however skilfully pursued in the studio, was secondary to the buying decision. This made it secondary to the ongoing viability and prosperity of our business. Our clients expected the design work to be very good, and we did too, but that is not primarily what motivated them to engage us.

Realising this changed everything. From within this observation, we developed a strategy around the real point of our website: the specific job the website had to do, as a communications tool. To be crystal clear, that job was not to make us look good in the estimation of other architects and designers.

Once we had done this, our broader strategic purpose became clear as well. The tactical moves - and the intent or ‘job’ of the content - became self evident.

The project showcase was still important - more important than ever - but needed to speak in certain ways. Once it did this, we found that what we offered better than anyone else became clearer: to existing clients, potential clients and even to us.

The result is a website structure and content that does a subtle different job to many other architect’s websites. Specific to our particular clients.

Because of this it speaks with clarity to our users and their most pressing needs: reassurance that we will manage the factors that directly cause uncertainty and risk. They can use the website as a practical tool, it is of use to them.

This is essential as our specfic client cohort typically has a layered governance structure, where multiple individuals need to endorse key decisions. Our website empowers our contacts, the people who know us personally, to explain and defend their decision to engage us to their stakeholders - their boards, senior managers, colleagues and benefactors.

I want to work with you to define a similarly tailored outcome for your creative business. The solution for your business will of necessity be different again, targeted at your specific client group and their decision-making needs.

Let’s unlock it together.