I’m very pleased to introduce the report, The Case for Marketing Investment in the Built Environment, which clearly makes the case for strategic marketing investment in the construction industry. This document isn’t just data; it’s a look at the industry’s ambitions and its key strategy gaps. It offers a plan to boost our commercial performance, fix our sector’s image and define the future of construction marketing.
The Unmatched Value of Skilled People
A crucial survey finding shows where leaders think real value lies. When asked where they’d put an unlimited budget, respondents voted overwhelmingly for human capital. The top priority was hiring an extra team member, well ahead of any technology investment. The second highest priority was increasing the training and professional development budget.
This doesn’t dismiss technology; it confirms that effective marketing still relies on skilled marketers who create solutions, not just use tools. Our sector deals with complex projects, intricate supply chains and long-term relationships, meaning the judgment, creativity, technical knowledge, and strategic thinking of human experts are essential. This consensus proves we must invest in building a marketing function based on expertise, where professionals are strategic partners, not just executors. The industry knows that better marketing comes from better people.
The AI Gap: Recognising Change, Missing a Plan
This commitment to human skill exists alongside a strong sense of technological change. In fact, 94% of respondents believe AI will have a major or moderate impact on the built environment within the next five years. This confirms that AI is an immediate, accepted reality.
However, a serious planning gap is evident. Despite this near-universal belief in AI’s power, a concerning 52% of firms have no plans to build AI-powered products or services for the market, and 21% don’t even plan to use it internally. There is a clear gap between awareness and action. We know AI will change everything, but most are slow to integrate it strategically. The risk is that firms that don’t move from passive awareness to active integration will quickly fall behind. This report should drive immediate, concrete AI strategy development, ensuring our skilled marketers are driving the best technology.
Fixing the Construction Brand: A Call to Action
The final and, in my opinion, most critical survey finding relates to how our industry sees itself. In construction, we’re good at talking to each other about the problems, the skills shortages, the economic pressures and the increasing regulatory burden.
This internal focus is reflected in the market’s view, as not a single respondent saw the construction sector as significantly better at marketing than other industries, and only one in ten felt comfortable saying we are even slightly better. This is staggering when regulatory reform has empowered marketing teams with a mandate to improve by requiring clearer communications of compliance standards, promoting safer and more sustainable materials, and differentiating companies based on their commitment to quality and adherence to important new codes such as the CCPI.
This collective lack of confidence, likely due to historically lower investment in budget and people, is our call to action. Marketing is the way we must fix our industry’s broken brand. We need to shift the narrative from being focused on problems to being defined by successes, innovation and rewarding careers. Marketers in the built environment are the ones who can lead this change, setting a new, positive tone for our industry.
The Case for Marketing Investment in the Built Environment Report
This report is a clear direction to invest in our people and technology. This isn’t just about better marketing output; it’s about fundamentally changing the perception of the built environment and construction industry. Let’s use these findings to push for a new era of investment, where our skilled marketers lead the narrative, adopt AI and finally give our industry the recognition it deserves.
