Proven Methods for Including Regional Expansion in Your Strategic Planning

Many architecture, engineering, and environmental consulting firms include geographic expansion in their strategic plans. Branching into new regions is a primary growth strategy because it can provide AE industry firms with significant competitive advantages such as:

• Entry into emerging markets
• Diversification of client base
• New opportunities for growth and revenue generation
• Better service for clients operating in multiple locations, enhancing client satisfaction
• Access to specialized talent pools to strengthen capabilities and expertise
• Resilience against market fluctuations and economic downturns by spreading risk across multiple regions

The Pitfalls That Doom Geographic Expansion 

While most AE firms are interested in broadening their territorial coverage, geographic expansion isn’t easy—to say the least. Failure is only a stone’s throw away. There are several potential obstacles that can derail a firm’s geographic expansion plans, such as the following:

• Inadequate market research and understanding of the new region’s dynamics, including regulatory requirements, cultural differences, and competitive landscape
• Insufficient adaptation of business strategies to suit local market needs, such as pricing structures, service offerings, and client expectations 
• Poor execution of expansion plans, including ineffective leadership, lack of local talent acquisition, and underestimation of logistical challenges 
• Unsuccessful integration of technology and communication systems across geographically dispersed offices, which hinders collaboration and project delivery

The Three Regional Expansion Scenarios 

Expanding your business into new territories requires a comprehensive and strategic approach tailored to the specific scenario confronting your firm. With that in mind, this blog presents seven-step checklists for successful geographic expansion for architecture, engineering, and environmental consulting firms facing these three distinct scenarios: 

1. No existing presence in the new region
2. Small production outpost in the new region
3. Key leader without significant production support

Scenario 1: No Existing Presence in the New Region 

In a scenario in which an AE firm is looking to establish a foothold in a region or regions where they currently have no presence, firm leaders should follow this seven-step checklist:

1. Market research and analysis
2. Talent acquisition
3. Strategic acquisitions
4. Strategic partnerships and networking
5. Tailored marketing and branding
6. Project acquisition and execution
7. Continuous evaluation and adaptation

1. Market Research and Analysis

Begin by conducting comprehensive market research to understand the dynamics, needs, and competition in the new region. Identify key sectors, potential clients, regulatory requirements, and market trends.

2. Talent Acquisition

Hire a local leader with regional market knowledge, industry connections, and cultural insights. This individual will spearhead business development efforts, forge strategic partnerships, and lead the recruitment of local talent.

3. Strategic Acquisitions

Explore opportunities for strategic acquisitions of local firms in the region to accelerate growth and provide access to existing client bases and projects.

4. Strategic Partnerships and Networking

With the guidance of your firm’s new local leadership, establish strategic partnerships with local firms, industry associations, and government agencies to gain insights and build relationships. Attend networking events, conferences, and trade shows to expand your professional network.

5. Tailored Marketing and Branding

Develop a localized marketing strategy that highlights your firm’s unique value proposition and expertise. Invest in targeted direct and digital marketing as well as public relations efforts to increase brand visibility and awareness.

6. Project Acquisition and Execution

Focus initially on securing small to mid-sized projects to establish credibility and reputation in the new market. Deliver high-quality services, exceed client expectations, and leverage satisfied clients for referrals and testimonials.

7. Continuous Evaluation and Adaptation

Regularly review and evaluate the progress of your growth plan. Analyze key performance indicators, client feedback, and market trends to adapt strategies and tactics accordingly.

Scenario 2: Small Production Outpost in the New Region 

In this scenario, a firm already has a small contingency of production folks and a competent project manager in the region. The team serves as a reliable production outpost but does not generate any revenue on its own. In this case, consider the following seven strategic planning components:

1. Recruitment/Talent acquisition
2. Capacity building and resource allocation
3. Client relationship management
4. Team development and empowerment
5. Diversification of services
6. Market expansion and brand building
7. Performance measurement and optimization

1. Recruitment/Talent Acquisition

Recruit, hire, and onboard a leader/rainmaker with a proven track record in business development and client acquisition. This individual will be instrumental in converting the outpost into a self-sufficient, revenue-generating office/region.

2. Capacity Building and Resource Allocation

Assess the current capabilities and capacity of the production outpost. Invest in infrastructure, technology, and training to enhance efficiency and productivity.

3. Client Relationship Management

Strengthen relationships with existing clients in the new region and identify opportunities for upselling and cross-selling services. Develop a client-centric approach focused on understanding their evolving needs and delivering tailored solutions.

4. Team Development and Empowerment

Provide ongoing training and professional development opportunities to empower the team. The leader/rainmaker will play a key role in mentoring and guiding the team to achieve their full potential.

5. Diversification of Services

Expand the range of services offered by the outpost to meet the diverse needs of clients in the new region, whether by cross-selling existing services or establishing new ones. The leader/rainmaker can identify new market opportunities and develop strategies to capitalize on them.

6. Market Expansion and Brand Building

Increase brand awareness and visibility through targeted marketing campaigns and participation in industry events. The leader/rainmaker will drive business development efforts and establish the outpost as a reputable player in the local market.

7. Performance Measurement and Optimization

Implement performance metrics to track the new region’s efficiency, project delivery timelines, and client satisfaction. The leader/rainmaker will continuously optimize operations and strategies to maximize profitability and revenue generation.

Scenario 3: Key Leader Without Significant Production Support 

In this third scenario, firms have a legitimate local leader on the ground—but not much else. In this case, AE firms should consider the following seven steps:

1. Strategic leadership and relationship building
2. Client acquisition and retention
3. Resource mobilization and collaboration
4. Talent acquisition
5. Market positioning and differentiation
6. Knowledge transfer and capacity building
7. Continuous improvement and adaptation

1. Strategic Leadership and Relationship Building

Leverage the expertise and network of the key leader to establish strong relationships with key stakeholders, including clients, regulators, and industry partners. Position him or her as a regional thought leader through speaking engagements, publications, and participation in industry forums.

2. Client Acquisition and Retention

Leverage the reputation and connections of the key leader to identify and secure high-value projects in the new region. Focus on delivering exceptional client experiences to build long-term relationships and foster repeat business.

3. Resource Mobilization and Collaboration

Collaborate with other offices or external partners to access resources, expertise, and support for project execution. Develop strategic alliances or joint ventures with local firms to complement your firm’s capabilities until you build up your own staff (see the next item).

4. Talent Acquisition

In stages, hire the necessary talent locally (and/or nationally, depending on your remote work philosophies) to produce work and deliver projects, reducing reliance on branch office assistance over time.

5. Market Positioning and Differentiation

Position your firm as a trusted advisor and preferred partner for clients in the new region. Highlight the unique value proposition and competitive advantages offered by the firm, leveraging the expertise and reputation of the key leader.

6. Knowledge Transfer and Capacity Building

Facilitate knowledge transfer from the key leader to local staff through mentorships, training programs, and cross-office collaborations. Invest in developing local talent to ensure continuity and sustainability of operations.

7. Continuous Improvement and Adaptation

Foster a culture of continuous improvement and innovation within the team. Encourage feedback, creativity, and experimentation to adapt to evolving client needs and market dynamics.

Morrissey Goodale Can Help Your Firm Navigate Geographic Expansion

Morrissey Goodale is the trusted strategic business planning advisor to the industry’s most successful architecture, engineering, and environmental consulting firms. With deep knowledge of the AE industry, Morrissey Goodale’s strategic planning consultants are experts at helping firms successfully craft and execute geographic expansion strategies. 

No matter which of the previous three scenarios best describes your AE firm’s situation, Morrissey Goodale can assist your business with each step in the process to ensure success when branching into a new territory. Contact us today to find out how Morrissey Goodale can help your architecture, engineering, or environmental consulting firm with regional expansion or any element of your strategic planning process.