Have you ever looked up to see the magnificent sight of a well designed building? The high arches that seem to reach to the sky, or the structural beams that seem to meld into the massive framework, they all come from the mind of an architect. Most architects belong to or work with a firm; this is the case with Sperry/MacLennan Architects and Planners. One of their junior partners, Mitch Brooks is looking to export services of the firm outside Canada and is currently struggling to find the right fit.
Drew Sperry founded the architectural practice in 1972; at that time is a one man venture. By the end of their first year in business they went corporate and hired on three junior architects, a draftsman and a secretary. In the Seventies the company rise fast and fell hard, hiring 15 new employees only to let go of nearly all by the early Eighties. The three that were keeping were Drew Sperry, Sheila Sperry and John MacLennan. The company grew again and become a front runner in sporting complexes in Canada. However, now in 1988, the company wishes to export services outside their current market, which is Canada, and would like to evaluate possibilities.
A contract came up that got junior architect thinking the company may want to expand to build educational structures. Focusing on post-secondary intuitions that were funded by the State governments within the United States, as well as private investors, Brooks saw potential factors that might render this venture acceptable. In order to make this happen Brooks must export the company so they can show a presence in the area in which they do their business. Having a local presence in vital when working with large projects. “Local presence creat...
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...tackle the educational. Taking on both a new market and a new product can be more of a challenge. Research can assist in knowing how to approach a target market. In this case the target is the exporting to another area in order to saturate that market. Potential locations thought up by Mitch Brooks were both the United States and Europe. As stated before, the structural similarities between the two are easy to comprehend, however the policy and state limitations are not so easy. Becoming familiar with government agencies as well as the need of the market can make the transition a successful one.
Unknown. (2012). Local Presence, Retrieved March 4, 2012, from Marketing & Business Development: www.mbdit.com
Unknown. (2012). New Markets, Existing Product, Retrieved March 4, 2012 from B2B International: Marketing Development: www.b2binternational.com
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