Various economies have slowed down over the last twelve months, and there has been growing uncertainty in others. This has led some design firms to start looking further afield beyond their home countries and what were growing but now slowing) markets such as China, Malaysia, Brazil, and Russia and are now seeking work in India, Saudi Arabia, Uzbekistan, Kazakstan, Kenya, Botswana, Mexico, and other countries. This change has led to increasing global competition along with new competitors.
In the past, only design firms from the UK, USA, Australia, Germany, Singapore, and others sought work on the international stage. However, this is changing as the design profession in countries like China, Thailand, Colombia and others has grown in expertise, leading to increased competition among design firms vying for the same projects. These firms have started exploring work beyond their home market. This rise in competition will be a new experience for some established firms as they face these new challengers.
At a time when globalisation is waning in the manufacturing and agriculture sectors, with governments seeking to create local jobs, it is interesting to see that the design profession is broadening its horizons and looking for work beyond their home countries. Many landscape architecture firms are following their clients or allied professionals into new markets. However, landscape architects need to remember to stick to the fundamentals of design when taking an approach to their sites and respect the local culture.
With increasing competition, all design firms will need to consider how much they are willing to invest in terms of time and budget in these markets. It takes effort and resilience to build relationships, and navigating the complexities of the market.
When entering a new market, people often get excited at the possibility of new projects and new relationships. However, they can lose sight of broader issues such as culture, legal frameworks, financing, tax compliance, etc. leading to unforessen issues and costs. However, the most important thing is the culture; if you don’t understand the market in terms of client relations or, critically, the local culture you are engaged in when designing a project, you need to reassess why you are there.
Established firms who have worked international have some experience in understand the issues and challenges that a new market can bring. This is where the new competitors will be at a disadvantage as they navigate these new markets, as many do not have experience in countries with lower risk tolerance, greater regulation, increased insurance requirements, and compliance, along with trying clients who negotiate scope and fees throughout the project.
It is up to the established and new design firms to realise that when entering a new market can lead to better outcomes, but I would highly recommend that you seek out local partners and also work with your country’s trade organisation to ensure that you have a good understanding of the market and the culture prior to your first discussions with clients.
Increasing competition is good for the built environment industry as it can lead to the exchange of ideas, better design outcomes and the improvement of local talent, which flows into local design schools. It will be interesting to see the design work and implementation by the established firms versus the new competitors and the similarities and differences in methodology and design outcomes.
Article written by Damian Holmes, Founder & Editor of World Landscape Architecture(WLA) and registered landscape architect with over 25 years of international experience.
Image Credit: NOAA, Public domain, via Wikimedia Commons
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