Leave with a specific referral request and an optional introduction message.
Start with a real buying situation
For the worked example, the audience is a business owner planning a workplace fit-out. Their problem is that stakeholders disagree on space use before the project brief is settled. The desired practical outcome is a documented requirements brief and comparable layout options.
The example is deliberately bounded: survey information, budget and specialist approvals need confirmation. That condition should influence the promise, scope and next step rather than disappear from the marketing copy.
| Illustrative offer | an early design and requirements study |
|---|---|
| Buyer question | Which activity must the new space support better than the current one? |
| Possible evidence | a concept layout annotated with the assumptions it depends on |
| Useful asset | a workplace design brief and option comparison |
How to complete your referral request
- Confirm that the customer has had a useful experience.
- Describe the kind of person and problem you can help with.
- Ask whether an introduction would be appropriate.
- Provide a short optional message they can edit.
- Respect a decline and keep any incentive explicit.
Worked example
These entries are illustrative planning material, not research findings or customer results. Keep the structure and replace the content with verified details.
| Why an introduction may be appropriate | Ask after the customer confirms the work was useful. Do not assume satisfaction from payment alone. |
|---|---|
| Who we can help | a business owner planning a workplace fit-out facing the following problem: stakeholders disagree on space use before the project brief is settled. |
| The low-pressure request | If someone in your network is dealing with this issue, would an introduction be appropriate? No problem if nobody comes to mind. |
| Optional introduction text | Optional introduction: “I thought you might find this relevant. They offer an early design and requirements study. You can decide whether a conversation would be useful.” |
| Follow-up and consent | Let the customer choose whether to introduce you. Do not request a contact list or enrol a referred person into a sequence without an appropriate basis. |
Review before using it
A useful operational measure in this example is resolution of the requirements that affect layout and scope. That does not automatically make it a marketing attribution metric. Define the source, period and owner before drawing conclusions.
- Can the customer decline comfortably and understand exactly who would be contacted?
- Check the delivery assumptions: Clarify design stages, surveys, consultants, approvals and deliverables.
- Use evidence rather than promises. Concept designs do not establish regulatory approval or construction cost.
- Discuss the draft with someone who understands the buying situation. Start with: “Which activity must the new space support better than the current one?”
- If the next step is a trial, define its purpose. One possible starting point is to agree a requirements workshop and an initial layout review.
Common mistakes and a better review
Do not fill a missing fact with an impressive-sounding number. Mark it as an assumption, explain how you will check it and give that check an owner. A short, honest document is easier to use than an elaborate plan built on unknowns.
| Watch for | Asking for access to a customer’s entire contact list creates friction and privacy concerns. |
|---|---|
| A real buyer concern | Can you give us a final construction price now? |
| Useful response direction | At this stage we can document assumptions and coordinate an estimate; a final price needs a developed scope and suitable contractor input. |
| Evidence to collect | The buyer’s own account, a concept layout annotated with the assumptions it depends on, and records relevant to resolution of the requirements that affect layout and scope. |
Your working sheet
Write your own version below. Notes are saved on this browser when local storage is available. Use Download to keep a separate copy; avoid adding confidential information on a shared device.
Example: Ask after the customer confirms the work was useful. Do not assume satisfaction from payment alone.
Example: a business owner planning a workplace fit-out facing the following problem: stakeholders disagree on space use before the project brief is settled.
Example: If someone in your network is dealing with this issue, would an introduction be appropriate? No problem if nobody comes to mind.
Example: Optional introduction: “I thought you might find this relevant. They offer an early design and requirements study. You can decide whether a conversation would be useful.”
Example: Let the customer choose whether to introduce you. Do not request a contact list or enrol a referred person into a sequence without an appropriate basis.
Review your work
Tick only what you can support with your answer or practice. This is a reflection checklist, not an automated assessment.
Questions about this resource
How do I adapt this for my architecture studios business?
Replace the audience, offer and evidence with your actual information. Begin with a recent buyer conversation about why stakeholders disagree on space use before the project brief is settled, then check which assumptions match your business.
Is the filled example ready to publish?
No. It is a working example. Verify claims, permissions, prices, current capabilities and any customer information before using it externally. Concept designs do not establish regulatory approval or construction cost.
What should I do after completing the worksheet?
Use it to make one decision or have one focused conversation. The intended output is a specific referral request and an optional introduction message. Set a review date and update it when the evidence changes.
Illustrative business worksheet. No customer results, market rates, traffic volumes or performance benchmarks are implied. About these resources.