Developing alternative ways to deliver a quality product.

The past five years in our industry have been tumultuous. Contraction and expansion has occurred as often as the ebb and flow of the ocean. As a result of this, it has become increasingly difficult to predict and account for workflow over the next year.

Five years ago, staffing reports would predict annual needs, today they reflect our needs for the next quarter. This constriction on our market can be attributed to several factors: Clients are educated investors; We have consistently over-delivered our products; The post 9/11 world has required project delivery be quicker, cheaper, and better.

To counter this new design world of educated consumers, firms have looked to alternative ways to deliver quality product, within fee and on time. An emphasis on quicker decision making and accountability for those decisions has helped bolster volumetric capabilities of work. Advancements in technology and an expanding workforce capable of using that technology has also supported quick project turn around. This alone, however, has not been enough to sustain a firm in our competitive marketplace.

Architecture firms have become mini economic indicators adopting an organizational structure similar to a mutual fund. When businesses become busy, it typically means a stronger economic forecast is upon us. Likewise when architecture firms slow down, there is indication a bear market is ahead. Firms that traditionally only delivered quality architectural design have found they must branch out to avoid lay-offs and maintain the quality of their personnel through these tougher times.

To do so, many have diversified their portfolio offering interior design, product design, strategy research, web development, benchmarking statistics, branding, graphics, way-finding, and several other alternative business practice areas.

A trip to any Target store and one will experience products designed by famous architects. Picking up a carpet catalog or lighting booklet one may also find product developed in conjunction with a major firm. The cache of a design firm taking part in the product launch has become mutually beneficial for the manufacturer and the design firm alike. The design firm brings a trusted and appealing name to the consumer which entices them to buy, and they are able to share in the profits of the product regardless if they specify it or not.

Alternative delivery methods have also been a result of a savvy market, forcing firms to distinguish themselves from their competition. At Cannon Design we have recently gone through an overhaul of our structure to bring online a Prime Interiors Group to keep pace with our competitors. Already a market leader in architectural and engineering services for over fifty years, Cannon's management recognized the need for Prime Interiors in order to offer a fully integrated design approach.

Like all firms Cannon faced numerous challenges along the road in implementing a new business model including internal change in culture and bringing the Cannon name to market. To overcome these challenges, Cannon has launched a new flagship office at 360 Madison Avenue to support the firm identity as a leader in the industry. This brand effort is now being implemented across the 14 other locations.

Additionally, while many of our competitors have decided to offshore their work, the focus for Cannon has been maintaining quality work onshore. The key to the success of onshoring is in an alternative delivery model we call "design from the get go". Gaining initial client commitment and trust helps design decisions and process work more smoothly and has been integral to the success and profitability of a project. Client partners are more sophisticated shoppers and typically know what they want.

In order to best meet those expectations and provide a quality service Cannon spends time researching the client business and their clients business. Through that research and on site meetings we learn their culture, philosophies and practices and are able to develop a clear understanding of their needs quickly. The end result has been a quicker time to market for their space, which as you know reduces the time their property is on the bench.

The market indeed has become very fast paced. By adapting, constantly looking for alternate delivery methodologies, researching new technology, implementing better business practices, and increased client partnering, Cannon finds themselves poised for the next fifty years of quality service.