Architect/Consultant

Resource Guide
Installed
Systems
Sales

This guide will help the Installed Systems

Salesperson have a better understanding
of the characteristics/profiles/trends of
the Architect and the design Consultant
and how Johnson Controls can most
effectively develop a quality long-term
relationship with this Customer.
 Table of Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .03
Why Long-Term Architect/Consultant Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 03
Value Orientation of Customer Set (Owners, Consultants and Contractors) . . . . . . . . . . . . 03
Levels of Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 05
Sales Disciplines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 08
What Makes a Healthy Johnson Controls/Consultant Relationship . . . . . . . . . . . . . . . . . . . . 08
The Design Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Architects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
How Does a Consultant Obtain Work? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
How Does a Consultant Charge for His Work? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
How Does a Consultant Get Paid for His Work? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
What is Errors and Omissions Insurance? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Installation Quality — Consulting Engineers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Value Selling to the Architect/Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Build a Case of Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Probing Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
How We Should Maintain the Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Relationships Can Make a Difference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Establish an Initial Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Making Yourself Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Educate the Consultants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Social Gatherings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
A Source of Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Be Up-front and Honest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Key Profiles of Architect/Consultant Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Small . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Medium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Large . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Contacting Architects and Consultants Principals Outside of a Specific Opportunity . . . . . . 29
Developing a Profile of Each Architect/Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Conducting a Qualifying Call with an Architect or Consultant Principal . . . . . . . . . . . . . . . 30
Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Questions to Ask When Laying Out a Job with a Consulting Engineer . . . . . . . . . . . . . . . . . 32

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2
Introduction

Why Long-Term Architect/Consultant Relationship

There are many reasons for building long-term relationships with the right
Architects and Consultants. These Customers see some important
benefits — they become confident that our systems work and get familiar
with the help we provide in writing their specifications. Also, building trust
and confidence with a completely new controls supplier takes time and
there’s usually some natural resistance to making a switch.
For us the benefits are equally important. We become familiar with their
preferences and we can receive project references to design teams as our
relationship grows.
Advancing the relationship is about improving your Customer’s productivity.
By creating value and building trust, the Consultant views switching to a new
controls system supplier other than Johnson Controls as costly, time
consuming and potentially risky.

Value Orientation of Customer

(Owners, Consultants and Contractors)
Forum Corporation, a researcher, designer and deliverer of training systems,
recently conducted a study on new Sales disciplines for the 90s. Part of that
study indicated that the world of selling is dynamic, driven by the Customer’s
changing needs and values. Customers are becoming more reliant on sellers
for information, advice and problem solving. Additionally they want to retain
suppliers as much as we want to retain Customers. To do this, the seller must
continually advance the relationship with it’s key Customers by increasing
the trust and commitment between the two companies.
The way you want to improve that relationship is through the Value Orientation
Frame (see illustration), by first understanding the current (or traditional) value
orientation of each of your Customers and determine where you want to move
them incrementally based on the Account Plan. You can then focus on how to
reposition Johnson Controls so you can move your Customer from a
“transaction orientation” ultimately to a “partnership orientation”.
By managing your key and targeted accounts, a Customer’s relationship
with us can be improved, allowing us to use a more advantageous strategy.
You should consult your Sales Manager if there is any question about which
strategy is most desirable for your particular opportunity/project.

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3
 Introduction

Keep in mind that a relationship is built over time and entails multiple sales.
The Value Orientation Frame below shows the traditional characteristics and
orientation of each Customer and where we, as the seller, are attempting to
move each of them long-term. A typical example might be a Consultant who
traditionally values information and it involves our ability to synthesize that
information, make it easily acquired, understood and used by Consultants.
Our long-term strategy is to move that Consultant to a more mutually
beneficial partnership that is profitable to both parties and continues to meet
the Consultant’s needs for information.
VALUE ORIENTATION FRAME

Relationship- Partnership-
Oriented Oriented
OWNER
•Advice •Relationship and
Information Needs
•Knowledge of
RELATIONSHIP

Customer/Company •Long-Term, Mutually

Beneficial Partnership
•Problem Finding and Solving

Transaction- Information-
Oriented Oriented
CONTRACTOR CONSULTANT
•Price •Education on
Products/Trends
•Convenience
•Information About Your
•Quality Product
Business

INFORMATION

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4
Introduction

LEVELS OF RELATIONSHIP
LEVEL 5: Joint Planning
Working together on future plans
(Strategic Partnership).
LEVEL 4: Value Added Services
Working together to recognize and/or anticipate
RELATIONSHIP

needs and developing value added services to

best meet them.
LEVEL 3: Preferred Supplier Status
Being put on the “short list”.
LEVEL 2: Needs and Solutions
Providing “wrap-around” solutions beyond just
standard products or services.
LEVEL 1: Products and Services
What can you do for me today?
Commodity relationship.

Levels of Relationship
The Opportunity Strategy Chart outlines opportunity/project bidding strategies
consisting of the level of the Customer relationship, the bid strategy format and
the benefits and risks that the Owner and Johnson Controls can face. The Installed
Systems Sales key success factors are based on knowing your marketplace to
effectively plan your business; identifying and getting involved in opportunities
early (in the planning stages); selling strategically to the Owner, Consultant,
Contractor; and developing relationships with key Consultants and Contractors.
Therefore, the better we understand the market, the earlier we get involved
and the stronger the relationship that Johnson Controls has with the
Customer (Owner/Consultant/Contractor) the more advantageous the bid
strategy, and thus the higher the probability of securing the sale.
As each opportunity/project is identified in the Target step of the Sales Process,
it is important to determine the level of relationship you have with the Customer
(see Levels of Relationship). This is an assessment based on the market
requirements and the collective information you have on the Customer.
As you move through the Qualify and Discover steps, it is critical to validate
that level of relationship by verifying existing information and probing into
the Customer’s needs, challenges and risks. When this is done, it should be
clear what opportunity strategy exists. If you are at a lower level of
relationship, i.e. 2 or 3, you would want to improve that position to 3 or 4,
always attempting to enhance your relationship.

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5
 Introduction

OPPORTUNITY STRATEGY
Bid Johnson Johnson
Level of Strategy Controls Controls
Relationship Format Owner Benefits Owner Risks Benefits Risks Comments
Negotiated Knows cost early May not be No Competition. Competitor could Competition will
(We in process. lowest cost. Understanding of approach Owner probably pursue
negotiate Gets desired Coordination issues Owner’s needs. with lower cost other
project vendor. with other proposal. opportunities.
Gain Owner
directly Contractors. Requires more
Gets Johnson sponsorship as
with coordination
Level Owner). Controls as part of part of
Consultant Team. Consultant Team. between trades.
5
Joint Allowance Knows cost early May not be No competition. Competitor could Competition will
Planning (Stipulated in process. lowest cost. Understanding of approach Owner probably pursue
Fee). Gets desired Owner’s needs. with lower cost other
vendor. proposal. opportunities.
Gain Owner
Gets Johnson sponsorship as
Controls as part of part of
Consultant Team. Consultant Team.
Sole Source Gets desired May not be lowest No competition. Must be able to Can be very risky.
Johnson vendor. cost. justify our [Link] competitor
Controls Decision maker Competitor may can submit a
(Flat spec). could always be put submit a voluntary voluntary
in a position of alternate price. alternate to
defending Johnson embarrass
Controls’ price to Johnson Controls
his/her superior if and thus we lose
price issues are credibility with
raised by the Owner.
competitors or Johnson Controls’
Contractors. strength with
Owner and/or
Level Consultant is
4 important when
Value Added following this
Services strategy.
Sole Source Owner decides May have to defend Discourages Must be able to Competition
Johnson on Vendor (not Johnson Controls’ competition. justify our pricing. will probably
Controls Contractor). higher installation Implied Difficult to manage pursue other
Product; Satisfies need for pricing. preference for — often leads to opportunities.
Base bid competition. Johnson Controls disputes over
Johnson will often result responsibilities.
Controls for in no voluntary Johnson Controls
installation; alternates being is exposed to
Voluntary shown by financial and
alternates Contractor. relationship risks.
for other
installing
Contractors.

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6
 Introduction

OPPORTUNITY STRATEGY (Continued)

Bid Johnson Johnson
Level of Strategy Controls Controls
Relationship Format Owner Benefits Owner Risks Benefits Risks Comments
Base Bid for Owner decides May have to defend Discourages Must be able to Johnson Controls
Johnson on vendor (not Johnson Controls’ competition. justify our pricing. strength with
Controls — Contractor). higher pricing. Owner and/or
Stated. Satisfies need for Consultant is
Alternates competition. important when
for other following this
May be able to pay
Bidders. strategy.
Johnson Controls
preference if
Level budget is not
3 exceeded.
Preferred
Supplier Base Bid for Owner decides May have to defend Discourages May have to justify Johnson Controls’
Status Johnson on vendor (not Johnson Controls’ competition. our pricing if any strength with
Controls — Contractor). higher pricing. Implied alternates are Owner and/or
Voluntary. Satisfies need for preference for shown. Potential to Consultant is
Alternates competition. Johnson Controls lose control if we important when
for other will often result don’t have all following this
May be able to pay
Bidders. in no voluntary Contractors on strategy.
Johnson Controls
alternate being our team.
preference if
budget is not shown by
exceeded. Contractor.

Limited Satisfies need for Will not select vendor Limits number of Un-named Strength with
Level Bidders. competition. (Contractor will). competitors. competitors may Contractors is
2 Will probably get Contractor’s Johnson Controls submit a voluntary important when
Needs lowest bid. decision is not may have alternate price. following this
and always in the Owner’s opportunity to strategy.
Solutions best interest. name the
bidders.
Unlimited Satisfies need for Will not select This is least
Bidders. competition. vendor (Contractor desirable of all
Level Will probably get will). options; we have
1 lowest bid. Contractor’s no visible
Products decision is not strength with
and always in the Owner’s Owner nor
Services best interest. Consultant to
gain any
advantage.

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7
 Introduction

Sales Disciplines
The installation business consists of numerous influences that can have an
affect on Johnson Controls acquiring work. You need to have the Owner
and Contractor on your side, but many projects can be affected because
of the relationship with the Architect and/or Consultant. Developing these
relationships must be a top priority for you and included in your goal
setting activities.
Planning your calls to Architects and Consultants should be as important as those
to Owners and Contractors. You should have an objective and measure your results
on a regular basis. You must develop skills and knowledge for the following areas:
•Consultative selling skills (BASE).
•Strategic selling.
•Negotiation skills.
•Presentation skills.
•Installation Salesperson must be technically competent as well as having
strong interpersonal skills.

What Makes a Healthy Johnson Controls/Consultant

Relationship?
A relationship is healthy whenever it benefits both the Consultant and Johnson
Controls. It is healthy whenever we consider them a partner and trust them
with all consideration and respect that you wish to be trusted as a partner.
Do you help in their employee searches? Do you recommend them whenever
asked by an Owner or Contractor? Do you help them reduce their costs?
Anything that you do to make them more successful will help create a healthy
relationship. Setting expectations to receive favorable actions on the part of
the Consultant (i.e. budget, backing specs, get information early in process).
The Consultant and Architect communities are in business for the same
principle reasons we are. And, that is to create and sustain a Customer
base and achieve desired business results such as revenue growth and
profitability. It is factors such as these which drive the need for Consultants
and Architects to forge lasting relationships with a key industry resource
like Johnson Controls. You must focus on positioning yourself and Johnson
Controls as a reliable Quality Building Environment expert able to ensure
their success and continually demonstrate our expertise, thus proving the
value of a lasting relationship with Johnson Controls.

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8
Introduction

To accomplish this, consider the Acclivus Relationship Model. This model

was introduced to you in the Base for Sales Excellence and in Acclivus Sales
Negotiations. The four factors of the Model lend to building strong lasting
relationships with Consultants and Architects. A Consultant or Architect
must see you and Johnson Controls as valuable to them in terms of
accomplishing their personal and organizational business goals and
objectives. They must also see you bring value in terms of insuring their
reputation and credibility in the professional community. Another aspect of a
strong relationship with a Consultant or Architect is respect. When they have
respect for you and your expertise and experience in the installation
business, they will see you as a highly credible resource ensuring their
success, and the relationship will continually strengthen. Rapport has long
been an important factor of a strong relationship and will continue to be.
Rapport simply means being comfortable with you, or I like you. Don’t
assume that rapport equals relationship. A Consultant or Architect can like
you and be comfortable with you but, if they don’t respect or see continued
value from you, your relationship is weak.
THE RELATIONSHIP MODEL™
positional personal

VALUE

RESPECT RAPPORT

© Copyright by Acclivus Corporation

TRUST

The foundation of a strong relationship with a Consultant or Architect is trust.

It is difficult to develop rapport, respect and value without trust. And, it’s
impossible to earn their support on an installation job without their trust in you
and in Johnson Controls’ ability to perform. Trust is developed (or earned) in
many ways, such as, the reliability and responsiveness of your day-to-day
action, your judgment on business decisions, the timeliness and accuracy of
the information you provide. Trust is difficult to develop and easy to erode,
and once eroded, it can be really difficult to rebuild. If you focus on their

¶
success, yours will follow. Do what you promise when you promise it.
9
 The Design Team

This section includes information regarding who’s on the design team;

how Consultants obtain work and get paid; and also how Consultants and
Architects ensure their work against omissions and errors. The last part of
this section shows the feedback of a quality study done regarding Johnson
Controls’ performance with Consultants.

Architects
In the typical design process, the Architect is the first to become involved
with an Owner or developer with a prime piece of property and a need to
build or expand. Perhaps the Owner has contact with two or three Architects
whom he meets with to talk and discuss his needs and ideas.
One of those Architects will be selected. He will have used his knowledge
of local building codes, his sensitivity to the Customer’s needs and his skill
with space planning and aesthetics to prepare a proposal. Part of his
winning proposal could very well deal with Johnson Controls Quality
Building Environment (QBE), if we have educated and developed a
relationship with the Architectural firm.
The Architect, once selected, then puts a budget together for the building.
Included in that budget, of course, will be the mechanical systems for that
building. He will sometimes involve a Consulting Engineer to prepare that
portion of the budget.
He’ll then meet with the Owner to review and discuss the proposal and, if
they can arrive at a scope and price that satisfies the Owner, a contract is
signed. From that point on the Architect is bound by the contract to always
make decisions in the Owner’s best interest whether the Owner participates
or not. This is one more reason why we, as Johnson Controls Salespeople,
must maintain our relationships with Architects in the earliest phase of a
building’s design. Architects typically aren’t trained to evaluate mechanical
systems. Therefore, as we work with them in the development of QBE or
help them determine what building sub-systems should be linked through
connectivity, we become another Consultant on their team.
Of course, the majority of Architects who do not have Consulting Engineers
in their firm will bring Consultants into the design team by negotiating a
percentage of the Architect’s fee for their services. As you develop your
relationships with Architects you will find that generally they will work with
the same Consultants project after project and that the Consultants will
repeat the same designs building after building.

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10
The Design Team

How Does a Consultant Obtain Work?

Consultants obtain work through a variety of channels, much like
Johnson Controls does.

Owner-Direct:
Consultant will obtain a contract to do Engineering/design work directly
with the Owner. The contract can be obtained via an interview process, a
political connection, or other means. Owner-direct contracts are usually with
private entities, not public ones.

Architect Team:
As discussed previously a Consultant can also obtain work by teaming with
an Architect as part of an overall design team. This team could also include
a civil Engineering firm, or other specialists as the project dictates. The
Architect usually acts as a “General Contractor”, responsible for
coordinating an entire project for an Owner. In this scenario, the Consulting
Engineer is working for the Architect, not the Owner, much like Johnson
Controls is on a construction contract as a “Subcontractor” to a Mechanical
or General Contractor.

How Does a Consultant Charge for His Work?

Consultants charge for their work in a variety of ways.
•Fee based upon a percentage of the total mechanical/electrical/plumbing
(MEP) contract amount (e.g. four percent of total MEP).
•Firm, quoted price if given a firm scope of work.
•Work on a time-and-expenses basis with a not-to-exceed amount.
•Work on a time-and-expenses basis.

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11
 The Design Team

How Does a Consultant Get Paid for His Work?

Once again, they get paid similar to how Johnson Controls gets paid,
although there are some differences.
The two most common methods of payment for a Consultant are:
1) Progress basis and
2) Lump sum at completion of project.
As you can guess, it is to their advantage to be paid on a progress basis so
they can meet payroll demands. In cases where the Consultant is working as
a Sub to an Architect, his payment has to come from the Architect. This is the
exact same situation that Johnson Controls is in when we are a third-tier Sub
on a construction contract. The Architect uses the Consultant’s money to
float his business, and delays payment to the Consultant. Most Consultants
are small businesses, with little cash reserves. This forces them to go to the
bank and borrow money to make payroll. This cash-flow situation puts many
Consultants in a very tough situation.

What is Errors and Omissions Insurance?

Engineers have an insurance policy called Errors and Omissions. This policy is
there to cover any claims that an Engineer did his job incorrectly, and is thus
responsible for paying. While this seems like a great “catch-all”, we must
realize that his policy coverage is usually around $500,000, but there is a
$10,000 deductible for each occurrence. This means that if he has a large
project where he had made three major errors, his out-of-pocket could be
$30,000. Usually, the errors amount to less than $10,000, so the Engineer merely
pays for the mistake out of his pocket, without getting insurance involved.
The implication for Johnson Controls is that if we help him when he is
preparing plans and specifications, and catch several items that would have
resulted in change orders, or outright omissions on his part, we could
theoretically save him a lot of money. Do this several times and the Engineer
will be your ally, especially the principle partners, who must pay the bill.

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12
 The Design Team

Installation Quality — Consulting Engineer

This section provides a quick summary of Johnson Controls current
installation performance in serving Consulting Engineers on just the “high”
importance attributes identified throughout the six phases of the installation
process; the adjacent columns indicate Johnson Controls areas of strengths
and improvement priorities.
Consulting
Engineers Johnson Controls Strengths Johnson Controls Improvement Priority
Pre-bid •Financially stable. •Practicing “Total Quality Management” in their
own business.
Pre-proposal Phase •Having technically knowledgeable
Salespeople. •Building a relationship with you before
bid/proposal.
•Having experienced staff with
knowledge of buildings and building
control systems.
Bidding •Meeting specifications “as written.” •Pricing competitively given the project
requirements.
Proposal Phase •Answering questions promptly.
•Submitting the bid/proposal on time.
•Having technically knowledgeable
Salespeople or Engineers prepare the
bid/proposal.
•Providing references or samples of
finished jobs.
Preparing for •Committing well-qualified people to •Having proven project management skills.
Installation the job.
•Committing enough people to the job.
Pre-work Phase
•Creating and communicating a reliable
construction schedule.

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13
 Value Selling to the
Architect/Consultant

Value Selling concepts can be applied to an Architectural or Consulting firm

beyond just a specific opportunity. In fact, it’s one of the best ways to
enhance our relationship with this Customer. One of the key approaches of
the Installed Systems Sales strategy is to build relationships at a higher level
with every organization we call on. Also, the value Johnson Controls can
offer is better appreciated and understood the higher in the organization we
can position it.

Building A Case for Value

Building a case for value includes four components of Value Selling which
can be applied in the Installed Systems business with Architects and
Consultants. They are:

1) Positioning Johnson Controls Overall Value with Architects

and Consultants.
Positioning is a message of value that is used early and often in the
Sales Process Positioning is not selling. It is usually a concise message
prepared in advance of any call and delivered as part of your
OPEN THE CALL format. The important criteria of a good positioning
message is as follows.
•Broad enough to represent Johnson Controls complete capability.
Examples:
▪ Johnson Controls’ large Customer base.
▪ $8 billion company (Stability).
▪ Quality Building Environment capability.
▪ Operations/service capability — not just construction.
•Specific enough to give them a reason to talk openly with you.
Examples:
▪ Systems/building knowledge competencies.
▪ Ability to bring additional business opportunities (i.e. PC, NIS, etc.)
•It should indicate what Johnson Controls does through our
expertise and experience.
Examples:
▪ 108 year old systems control company.
▪ Application of AIM tools bring productivity improvements.
▪ Connectivity expertise and total integrated systems capability.

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14
Value Selling to the
Architect/Consultant

▪ Johnson Controls can take accountability for the building

environment. Our mission statement describes Johnson Controls as
creating Quality Building Environments — environments which are
healthy, comfortable, productive and secure for the occupant and
which are provided in an efficient way for the building
Owner/operator. This is a responsibility which today no one
service provider offers.
•It should indicate how you work with Consultants.
Examples:
▪ Provide current information on changes in technology.
▪ Share best applications and practices discovered from involvement
in other similar projects.
▪ Develop common goals to deliver a quality project which satisfies
Owners’ objectives.
▪ Share a part of the workload as a member of the design team.
•It should indicate what results Architects/Consultants can achieve
working with Johnson Controls.
Examples:
▪ Avoidance of spec omissions.
▪ Education on latest concepts and approaches.
▪ Improved image in their marketplace.
▪ IAQ/ASHRAE ventilation cycle control.
▪ Building certification.
▪ Personal environments modules.

2) Risk Assessment of the Architect’s/Consultant’s Business.

Risk is defined as a potential negative element in conducting or
operating a business. Risks can be business/positional or personal in
nature. Once we have a good understanding of a Customer’s current
situation, including their needs and objectives, risks can be identified by
considering the following questions:
•What will be the Customer risk by maintaining status quo?
•What risks are associated if a competitor’s products or services
are bought?
•What will occur within the Customer’s business if his/her needs
are not met?
The answers to these questions — the risks — should then be aligned

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with each of the Customer’s stated objectives.
15
 Value Selling to the
Architect/Consultant

Quantifying is the measurable outcome of a situation. Through the

process of linking risks to objectives, we begin to quantify the level of
impact Johnson Controls can have on the Customer. Questions should
be used to:
•Determine potential negative consequences that exist in their
present situation.
•Determine potential negative consequences of not achieving objectives.
•Determine the positive consequences associated with the Johnson
Controls approach/solution.

3) Using an Account Management Team Approach.

Another key way to build value with our Customers is through good
account management and teaming. Primary to the Account Management
Team is the concept that the responsibility for building positive Customer
relations belongs to every person within Johnson Controls who comes in
contact with the Customer. The team should consist of all individuals
(Sales and Operations) who have any type of interaction with the
Customer. Team member roles and responsibilities are defined
according to account designation and an Account Plan is developed.
•Consensus on risks and approaches can be identified earlier in the
design process.
•It keeps team members “on the same page” so they can assist
Customers in making better decisions.
•It will ensure a more efficient and productive use of everyone’s time.
•It allows for Customer conflicts to be resolved quickly and
enhances performance.

4) Demonstrate the Technical Differentiation of Johnson Controls —

Capabilities and Services.
•Quality Building Environment/NIS.
•Connectivity.
•Brown Bag presentation (education).
•AIM tool set and spec writer (faster response).

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16
 Value Selling to the
Architect/Consultant

Probing Guide for Consultants

PROBING QUESTIONS: IDENTIFYING RISK
Consultant •Describe for me the most critical areas of the facility’s operating environment.
What are the implications?
•What risks do you run if you cannot maintain a positive environment for your clients?
•What risks are associated in maintaining mechanical and electrical systems?
•What government regulations affect the quality and dependability required of the mechanical
and electrical systems? What is the possible consequences of problems in these areas?
•What types of fines can be levied for non-compliance with mechanical and electrical
systems requirements?
•Could you tell me about a time when you or your clients (Owner) had difficulties with the
mechanical and electrical systems and what impact they had?
•What kind of criteria do you use in determining what suppliers you recommend? (Cost, available
training, speed of equipment repair, technical ability of staff, reputation, single-source availability,
service response time, ability to maintain control/independence, remote monitoring?)
Project •Describe for me any equipment for this project that requires a special environment.
•What risks are present if the system cannot maintain that environment?
Owner •What risks are associated in maintaining building systems?
•Could you tell me about any code compliance issues that concern you regarding this building?
•What major building management system problems have your clients experienced in the last
12-18 months?

PROBING QUESTIONS: CONSULTANT PRINCIPAL/SENIOR PARTNER

Objectives •What are your major objectives as they relate to the design of building systems for this project?
•What are your short- and long-term goals for your firm?
•What are the biggest obstacles to achieving these goals?
•What are possible solutions to removing these obstacles?
•By what criteria is your firm judged?
•What one thing absolutely must stay the same/change for you for your firm to be successful?
Critical Issues •What are some of the challenges you are facing in the areas of controlling costs on this project?
Please elaborate.
•What is the most challenging aspect of your job as a Consultant principal/senior partner?
•What’s the one thing your organization must do to prosper in the next 12 months?
•Regarding your profession, what’s the best change/worst change that could take place?
•Positive image and reputation as a provider of quality and dependable services is essential in
attracting both new Customers and retaining existing Customers. What measures do you
currently take to project such an image? How do you attract Customers? How do you measure
your effectiveness?
•What are the most important issues facing you and your Customers today?
Competitive •How are you positioning your services to be more competitive in the changing market?
Advantage •What differentiates you from the competition?
•Who is your major competitor and on what basis do you compete?
•Questions to enhance connectivity to discover defensive things in other sections of the bid i.e.
chiller plant manager — chiller comes complete with it’s own micro process.

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17
 Value Selling to the
Architect/Consultant

PROBING QUESTIONS: PROJECT COORDINATOR/DESIGN ENGINEER

Non-Technical •What is your greatest challenge for this project?
•Do you have sufficient time to design this project?
•Will you be investigating any new products for possible use on this project? If so, what are they?
Technical •Will you be designing any special systems to maintain a quality air environment?
•Have you thought about how you may connect building sub-systems together for ease
of management?
•Who are you coordinating with from the controls staff?
•Does the Owner have any preferences regarding facility management systems?
•Would there be an interest in writing the specification in a way so that the Owner could decide on
their preferred supplier?
•Would you or the Owner’s representative be interested in visiting an existing Johnson Controls
installation similar to this project?
•Can I be of help to you by preparing some sample specifications?

Note: Look for connectivity opportunities that save dollars and improve
system continuity.

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18
How We Should Maintain
the Relationship

Relationships Can Make a Difference

The relationships between Johnson Controls personnel and
Architects/Consulting Engineers can sometimes be the difference between
obtaining a job and being completely locked-out of a competitive bid. The
Architect/Consulting Engineer has more “power” than most people may
think. It becomes our distinct advantage to have them both on Johnson
Controls’ side regarding specifications, job layouts, and especially in
dealing with the building Owner. A Consultant who truly believes in Johnson
Controls products and people can recommend us. This is the ideal position
to be in, and this document will list some of the ideas you can use to get the
Architect/Consultant to view Johnson Controls as the preferred choice for
Facility Management Systems/Control Systems.
The Architect will typically not become buried in the detail of the
mechanical and control systems, but will instead rely on the design
Consultant he brings on board as part of his team. He does, however, want
and needs to know from a conceptual basis what and how the systems are
providing state-of-the-art solutions to meet his and the Owner’s needs.
Quality Building Environment, Personal Environment Modules and
Connectivity are the areas of discussion and value that a Johnson Controls
Salesperson will find an Architect eager to learn about.
The Consulting Engineer, by virtue of his title and PE stamp, is charged with
knowing everything about everything in an Owner’s building. We all know that
this is an impossible task, especially in light of the changes in technology
today. At a very early stage in a Consultant’s career, he realizes that he can’t
know everything. Thus, today’s Consultants have become proficient at
coordinating vendors, Contractors and suppliers to assemble a job.
We want to be in that position of being the Consultant’s “Consultant”.

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19
 How We Should Maintain
the Relationship

Establish an Initial Relationship

Probably the most important thing in trying to establish an initial relationship
with an Architect or Consulting Engineer is to make yourself available to
him. This may mean that you set up quarterly sessions with your Architects
or Consultants. You’ll have to be in his office once every other week, or even
once a week. This shows him that his firm is important to Johnson Controls
and that we truly want to work with them. Many Consultants will stock-pile
questions concerning controls and will discuss them with the first controls
vendor who comes in. This is to our advantage to be that controls vendor.
From past experience, some competitor’s Salespeople call on the same
Consultants on the same day, at roughly the same time, every week. That
Consultant knows the competitor will be there, and he plans around it.

Making Yourself Available

Also, aside from making yourself available to the Architect and Consultant
during the work week, you have to be willing to be in his office on Saturday
or Sunday. Many Consultants work over the weekend, and if you’re making
your services available to him during this time, he’ll know you’re serious
about working with him.

Educate the Consultants

Educate the Consultants. One of the best ways for you to become the
perceived expert in the field is to conduct training sessions with the
Architects and Consulting Engineers. Many of the Consultants are very
experienced. Don’t ignore the young/inexperienced Consultants — they will
be the next generation and are important to long-term strategy. They know
little or nothing about controls. If you can educate them on the very basics of
controls, they will feel more comfortable about talking controls with you.
Architects may or may not have mechanical expertise in their organizations.
As a result, detailed presentations on “bits and bytes” won’t get you very far.
QBE however, and the value it brings to the workplace environment and its
direct relationship to increased productivity, are issues Architects can relate
to and promote with the Owner.

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20
How We Should Maintain
the Relationship

Within a typical Consulting Engineers’ office, there are only one or two
people who understand controls. These are the people who you need to
do more in-depth training with. Sit them down at a Metasys Workstation.
If you can get those key people on your side, the rest of his office will
typically follow.
The Brown Bag series is an excellent way to educate the Consultants.
The literature is prepackaged and you will usually get a lot of takers for a
free lunch. Utilize this Consultant tool as much as you can. Modify the
pre-packaged presentation to fit your intended audience.

List of Brown Bag Presentations

•Evolving FMS.
•DDC Retrofit.
•Dampers and Actuators.
•Using Networked DDC as a Management Tool.
•Laboratory and Fume Hood Control.
•Open Systems and Connectivity.
•Improving Life in the Great Indoors.

Social Gatherings
Architects and Consultants are just like any other Customer — take them out
to lunch or go to other social gatherings with them. Even though you’re not
in the office, you’ll gain a lot of valuable information on how he does
business and how he perceives our business.

A Source of Information
Architects want to learn conceptually about new sophisticated solutions that
they can present to Owners to give them the competitive advantage in their
selling phase. As you develop your relationships with them, they will grow to
rely on you as an industry expert and you will become an integral part of
their conceptual process — far in advance of any Dodge Report
announcement of the project.

¶
21
 How We Should Maintain
the Relationship

While the concept of dealing with Architects on a regular basis might be

new, it will pay off in the long run. One of the best associations to meet those
in the Architectural community is the Society of Marketing Professionals
Services (SMPS). Becoming active in this will allow you to network with
Architectural professionals and learn about their activities and needs on a
regular basis.
Engineers want to associate themselves with other Engineers who are
professionals at being Engineers, not just Salespeople who happen to have
an Engineering degree. It’s to our advantage to:
1. Leverage the fact that you are a degreed Engineer; most of our
competitors aren’t.
2. Be seen as his source for technical information on controls/QBE issues.
3. Become active members at Engineering functions, such as ASHRAE,
ASHE, BOMA etc.
4. Bring the Engineer copies of articles from technical publications that
pertain to control systems/QBE issues.
4. Get them a copy of Johnson Controls Engineering Reports (FAN 351)
which covers a lot of previously asked questions regarding controls
and systems.
5. Be proactive in the issue of open systems and connectivity — don’t let
him get the wrong information from somebody else.
Ask the Engineer questions that don’t just pertain to controls. Give him/her
examples of a job you have with a certain mechanical problem. Let the
Engineer talk about all the technical knowledge he has on mechanical
systems. On one hand, it’s a form of flattery, but there will also be times that
the information that he gives you will truly become helpful. They are just like
anyone else — they want to display their knowledge in their area of expertise.
Ask the Consultant if you can accompany him/her to a renovation job-site to
look over the controls issues. Get on your jeans, take a few tools applicable
to the job, and dig into the job with him. This will not only allow you to spend
some time with the Engineer outside of the office, it will show him that you
are concerned about doing the job right.

¶
22
How We Should Maintain
the Relationship

Be Up-front and Honest

Be up-front and honest with the Consultant in terms of definition or better
wording, competition and pricing. Solid long-term relationships are built on
your personal integrity; deception has no place here.
•Tell the Consultant what spec features may differ from a competitor’s.
•When the Consultant starts having you help him with plans and specs,
start by asking him questions about the entire system, not just controls.
Have him describe the entire system, from top to bottom. Truly understand
the big picture, before you try applying controls. He may initially think it’s a
waste of time, but you’ve got to drive home the idea that controls are a part
of the big picture, not just an afterthought. Try to get the Consultant to bring
you in during the phase when he’s just deciding on system types, to
discuss the impact that controls will have on the entire system. This will
allow you to position our products/services so that they are a natural fit,
instead of having to explain them to fit.
•Watch out for the Consultant in other areas of the spec aside from
controls. Make sure that all sections we interface with have the appropriate
verbiage for a clean interface (i.e. variable speed drives, VAV boxes, etc.).
This will keep him from having to absorb conflicts in spec sections.
•Be aware that the Consulting Engineer has an insurance policy called
“Errors and Omissions Insurance” to cover costs of omissions. Also be
aware that the deductible on E&O insurance is usually around $10,000.
His firm could be exposed to serious “risks” for missed spec items.
•Once you get the Consultant favorable to Johnson Controls’ position
(and this is a judgment call) give him reasons to limit, or even
eliminate the competition from being an approved equal. There are
some Consultants who will immediately realize that you are investing a
considerable amount of time assisting them, and will openly accept this
request. There are others who will let you do all the work, and then let
anyone become an approved equal. You need to determine who these
people are as soon as possible, and take appropriate action to correct it. If
they won’t change, then stay in touch enough to keep your name in the
specs, and spend your time on more productive activities.

¶
23
 How We Should Maintain
the Relationship

•Emphasize the fact that a Facility Management System is not like other
spec sections for a piece of equipment. The FMS, or control system, is
the glue that binds all building systems together, and should be treated
with greater care than other sections of the spec. There are lots of small
differences between competitor’s systems that won’t show up until the
Owner has occupied the building.
•On jobs that have to be bid, work for a Base Bid/Alternate Bid scenario.
Get Johnson Controls listed as the base bid and others as alternates. This
will raise a flag and the Owner and Engineer will then have some input to
the decision. This will keep the decision from being made at the Contractor
level. Also, it is very common that if a job is within the budget on base bid,
the Owner won’t even consider taking any alternates, even if they are
deducts. He feels that if the job came in for the money the way the
Consultant specified it, then things will work out better on the project.
•Know your product as well as you can, but if something comes up
that you don’t know, tell him that you don’t know but you will find out
and will call him back. Don’t try to pull the wool over his eyes.
And always call back promptly.
•When a Consultant asks you to come in and talk with him/her at a
specific time, be prompt. Engineers bill a lot of their time to their
Customers by the hour, and they value their time — so be on time.
Be prepared to add value and discuss issues pertinent to their
business/projects.
•Don’t be overly critical of our competition. Negative selling does not
do a lot of good. Let your actions prove that Johnson Controls is his
obvious choice.
•Don’t be afraid to divulge how our prices are put together in general,
but don’t give away the farm either. Consultants typically view Johnson
Controls as a “premium” provider. Show him on paper that it takes time to
Engineer a job, project manage a job, and commission a job correctly.
Stress the fact that we have an overhead structure that is government
audited and approved which includes centralized support and R&D in
Milwaukee. This shows him that we are in the business for the long haul.
Get him to understand that there truly is a difference and that
we are worth it!

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24
How We Should Maintain
the Relationship

•Once a Johnson Controls/Consultant project is successfully

completed, go out and get a professional photograph of the building,
have it framed, and present it to the Consultantfor hanging in his office.
So often, we forget the successes of the past and charge on to new work.
This picture will be a constant reminder to him of a successful Johnson
Controls partnership.
•Give him accurate budget figures on [Link] don’t want to be
guilty of exceeding the mechanical budget after the bid opens. If you find
that you are going to be over budget, call the Consultant prior to bid
opening and inform him why. It’s better to have heard it from you than from
the Mechanical Contractor.
Above all else — put yourself in the Architect’s/Consultant’s shoes and ask
yourself what things would motivate you to express a preference in FMS
suppliers. It’s basic business,treat others the way that you would want to
be treated if you were in their situation.

¶25
 Key Profiles of Architect/
Consultant Organizations

As the size of an Architectural/Consultant firm increases, the principals

become more removed from the boards (design work). They will have
associates, which Johnson Controls will be interacting with. The firm’s
power in the ability to determine vendors/Contractors tends to increase.
Their resolve to spec items increases, and our relationship will be more
important. Smaller Architects/Consultants tend to be niche or fringe players.
They may service specific Owner accounts or segments of the market. You
will see a definite partnering among the smaller Consultants with specific
Architects in the niche markets.

Small
Small Consulting firms (typically less than 10-12 people) are prominent in
both large and small markets. Their roles will vary, depending upon the
markets that they serve. A small Consultant in a large market will typically
tend to specialize in certain market niches, such as energy management,
security, etc., or tend to service specific Owner accounts. Small Consultants
in smaller markets tend to provide a wide range of Engineering services
including mechanical, electrical and plumbing design.
Small Consultants are usually comprised of at least one principle Owner and
one or more partners. The principal and the partners typically are still
actively involved in the design process as well as the Sales Process for the
firm. In a small firm, there is typically one person who is more geared
toward acquiring and generating business for the firm, their Salesperson if
you will. He or she usually spends a good portion of their time in the
marketing and Sales phases, but is still up on current building codes, space
planning, or Engineering practices and can address all the specific
Architectural or Engineering issues.
In a small firm, there is not as much specialization among the designers,
although there may be one person who is the resident laboratory planner or
fire alarm Architect or energy management Engineering expert, etc. Smaller
Consultants typically do not have the internal politics of a larger firm, and
there is more communication amongst the employees. A job well done by
Johnson Controls for one particular person in the firm will undoubtedly be
passed on to the other people in the firm.
Small Consultants typically value Johnson Controls’ input on project design
partly because of their limited internal resources, and partly because they
know that Johnson Controls Salespeople are calling on other Consultants,
and have exposure to others who may be utilizing cutting-edge technology.

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26
Key Profiles of Architect/
Consultant Organizations

Medium
The size of a medium-sized Consulting firm is typically between 11 and 30
personnel. This sized firm is located in both small and large market areas.
Generally, the Owner or partners take a lead role in the design of individual
projects. Some of these firms will have a business development position or
some Owners or partners will fulfill that role themselves.
The medium-sized firm will typically design projects in several vertical
markets. Almost all of these firms provide services, i.e. basic Architecture,
space planning and technical support if an Architectural firm and design
services for mechanical, electrical and plumbing systems if an Engineering
firm. You typically will not find professional Engineers on a medium-sized
Architectural staff. Although most firms will have at least one or two repeat
Customers, their backlog of work often fluctuates and thus their employment
level shifts to match their workload.
The medium-sized Engineering Consultant generally has two or more lead
personnel who have the primary responsibility for the HVAC design. These
designers may or may not be registered professional Engineers. (If not
registered — their work will be ‘stamped’ by one of the partners or Owner).
An HVAC designer generally will perform or supervise HVAC load
calculations, select the mechanical system and put together the applicable
specification sections. Similar processes are executed by their electrical
and plumbing groups.
The Johnson Controls Salespeople can generally have good success at a
medium-sized Consultant organization. They are generally in a growth
mode but do not yet have a specialist on board for design of facility
automation systems. The bulk of your contacts will probably come from this
group of Consultants, both Engineering and Architectural.

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27
 Key Profiles of Architect/
Consultant Organizations

Large
A large Consultant can be those with greater than 30 personnel. Included in
this group are large national firms who perform work on high-profile
projects across North America. Some of these national firms perform work
internationally. In many cases, the large, locally-based Consulting firm
behaves exactly like a medium-sized firm, but has a greater number of
group leaders, enabling them to handle several projects simultaneously.
A large, national firm, however, almost always has a person or group whose
sole function is to Architecturally design specialty projects (pharmaceutical,
manufacturing or laboratory R&D facilities) or Engineering specialists to
handle design of controls or complete facility management systems. It is this
size firm that you will find combined Architectural/Engineering expertise
under one roof or what’s commonly referred to as AE firms. Many times
these people have been previously employed by Johnson Controls or one of
our competitors. In many instances, selling to this firm can be more difficult
because of their in-house expertise. Your challenge is to make sure those
firms are convinced that Johnson Controls has the products, services and
design capability that can best serve their Customers.
Some national firms have branch locations and thus are located in cities that
cross over Johnson Controls’ Area boundaries. In these instances, the
Johnson Controls Salesperson should coordinate their activities with the
Johnson Controls Area Office that is responsible for the Consultant’s
“home” office.
In general, the larger the firm, the further removed the partner becomes
concerning the specifying and design of Johnson Controls’ scope of work.
However, these partners or business Owners are obviously in an influential
position and can suggest to their clients their recommendations. So, it is
important to have and maintain relationships at this level.

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28
Contacting Architects and
Consultants Principals Outside
of a Specific Opportunity

Part of any targeting activity entails identifying and developing relationships

with the Architectural and Consulting firms which best align to and support
your Area Business Plan. By identifying those firms in growth markets (i.e.
hospitals, schools, etc.), you will continue to build and maintain a
professional network with those major players who can help you better
apply the limited resources of Johnson Controls to the best opportunities.
Architects and Consultants should be identified during Area/location
Business Plan development. Each time a new Architect/Consultant is
identified, he/she should be evaluated to see if they fit the Area plan. The list
and classification of Architects/Consultants should be an ongoing part of the
Installed Systems Sales plan. For those Architectural and Consulting firms
identified as “key”, “targeted” or “maintenance”, an Account Plan should be
developed and maintained in SMIS.

Developing a Profile of Each Architect/Consultant

For all Architectural and Consulting firms which will be pursued as a “key”
or “target” account, a profile should be created as part of developing an
Account Plan.
This profile further defines the database from which you and other team
members can select the most influential and supportive Consultants.
Within an SMIS account record you can bring up an empty profile template
from the Letter Processor and fill it with specific Customer information.
Once created, you can then archive the profile as an SPS note to that
account record. Editing and updating can be done as new or revised
information is secured.

Action
•Determine each Consultant’s influence within his/her market.
•Determine if the Consultant is loyal to any competitive companies.
•Discover the types of projects with which the Consultant is involved as well
as past projects and preferred projects.
•Identify the key players within each Consultant organization (principal
level, project level) and develop/secure an organization chart.

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29
 Contacting Architects and
Consultants Principals Outside
of a Specific Opportunity

Timing
The profile should be developed each time a new Consultant is added
as a “key” or “target” account. Update the profile each time new
information is received.

Information resources
•See the Consultant’s client profile database section of their account
record in SMIS.
•Use organizational charts for large Consultant firms to identify key players
and their area of responsibility.
•Dun and Bradstreet reports.
•Encyclopedia of Associations.
•Ulrich’s International Periodicals Directory.

Conducting a Qualifying Call with an Architect or

Consultant Principal
One of the key strategies of the Installed Systems business strategy is
developing relationships higher in the Customer’s organization. The
Architects and Consultants are a critical Customer to Johnson Controls.
Beyond any specific opportunity you should be calling on “key” and
“target” Architectural and Consulting firms to better understand their goals,
challenges and needs as well as positioning our value to them as a
long-term business partner.
Use pages 20 to 23 in the Owner Sales Process Guide to assist you in
making these high-level Sales Calls. Some adaptation of the Owner call may
be required, however, the basic approaches are the same.

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30
Contacting Architects and
Consultants Principals Outside
of a Specific Opportunity

Information resources
•Architect/Consultant Account Plan.
•Owner direct input.
•Newspapers and initial Dodge data that show Consultant’s
assigned projects.
•Regional editions of Dun’s Business Directory provide financial data
on Consultants.
•American Business disk is available in CD-ROM to scan and search for
businesses by geographical region or business classification.
•Infotrack, an on-line service, provides periodically updated information
similar to American Business Disk.
•The American Society of Heating, Refrigeration and Air Conditioning
Engineers (ASHRAE) provides a membership roster, but not all of the
Consultants you could deal with are members.
•Contact the American Society for Healthcare Engineering (ASHE) for
information on Consultants for the healthcare industry.
•Contact your state or city chapter of the American Institute of Architects
and obtain their directory of firms. The directory provides key contacts,
size of firm, and types of work performed.

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31
 Appendix

Questions to Ask When Laying Out a Job With a

Consulting Engineer
•Where is the project located?
•Who is the Owner?
•Does the Owner have anyone on staff willing to express a preference with regards to
FMS/controls?
•Who is a contact with the Owner that I can speak to regarding FMS systems?
•Is the job large enough to justify taking the Consultant and Owner to Milwaukee to the
Customer Briefing Center?
•What is the overall MEP budget? What has been budgeted for FMS/controls?
•How many square feet is the building?
•Where are you at in the design process? (i.e. 25 percent complete, 50 percent, etc.)
•Have you already selected mechanical systems?
•What pressure drop have you allowed for control valves when sizing pumps?
•For fan and/or pump status, do you prefer differential pressure sensing, or use of
current relays?
•Do you want the system to be capable of automatically paging maintenance personnel in
case of critical alarms?
•What type of control dampers to use? Parallel or opposed blade, low leakage or ultra low
leakage, type of bearings?
•Are smoke dampers to be included in our spec section?
•If Johnson Controls is to supply compressed air supply system, is it to be Simplex or
Duplex? Oil-less?
•Are the control devices for terminal units to be factory mounted or field mounted by TCC?
•Do you want a DDC/Pneumatic/Electric control system? Do you want electric end devices,
such as valve and damper actuators, or pneumatic end devices?
•What items are needed from Johnson Controls?
▪ Product Spec?
▪ Control Drawings?
▪ LAN Architecture Diagram?
▪ Point Lists?
▪ Sequences of Operations?
▪ Performance Spec?
•Give the overall description of the mechanical system that we need to apply controls to:
▪ Is it a two-pipe or four-pipe system?
▪ Direct or reverse return system? (Can influence valve selection!)
▪ DX or chilled water cooling?
▪ Steam or hot water heat? If steam, what is system pressure?
•Get into the specifics of each piece of mechanical equipment we will be controlling! Be sure
to ask for the quantity of each type of equipment, so that you know whether it will be a
Companion, Companion Limited system, or NCU-based system!

¶
32
Appendix

Air handling units:

▪ Single zone mixed air unit?
▪ Variable air volume unit?
▪ Multizone unit?
▪ Dual duct unit? Variable volume or constant volume?
▪ Constant volume with reheat?
▪ Is the air handler coming with a factory mixing box with dampers, or will we provide
dampers?
▪ What type/how many filters?
▪ Does the air handler have an air blender?
▪ Does the air handler have a preheat coil? If so, is it hot water or steam, and does it have
face and bypass dampers? Want two-way or three-way control valves?
▪ Chilled water coil, or DX cooling? If chilled water, want two-way or three-way control
valves? If DX, how many stages of capacity control?
▪ Constant volume, single speed fan? Constant volume, two-speed fan? Variable air
volume fan with variable frequency drive? Who furnishes the VFD’s?
▪ Is it a blow-thru or a draw-thru unit?
▪ Is there any humidification, or dehumidification? If dehumidification, what type? Does it
require a reheat coil downstream? Who provides the humidifiers?
▪ Any relief air dampers in the space, or at the unit?
▪ Is relief air control accomplished via actual space static measurement, or sequencing?
▪ Is there a return or relief fan? If so, is it constant volume or variable volume?
•What types of terminal units are there?
Unit ventilators:
▪ Which ASHRAE cycle to follow?
▪ Constant fan, or cycle fan on call?
▪ Modulating coil or face and bypass damper?
▪ Want occupants to be able to adjust setpoint, or through software only?
▪ Want occupancy override via push-button at stat?
▪ What are specific control strategies to use?
Fan coil units:
▪ Fixed percentage of outdoor air, or 100 percent return air?
▪ Constant fan, or cycle on call?
▪ Modulating coil valves, or two-position? 2-way or 3-way valves?
▪ Want occupants to be able to adjust setpoint, or through software only?
▪ Want occupancy override via push-button at stat?
Reheat coils:
▪ Hot water or steam reheat?
▪ 2-way or 3-way control valves?
▪ Want occupants to be able to adjust setpoint, or through software only?
▪ Want occupancy override via push-button at stat?

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33
 Appendix

Variable air volume boxes:

▪ Cooling only VAV?
▪ VAV with hot water reheat?
▪ Fan powered VAV? Series or parallel fan?
▪ Fan powered VAV with hot water reheat?
▪ Dual duct VAV?
▪ Dual duct constant volume?
▪ Are controls to be field or factory mounted?
▪ Want occupants to be able to adjust setpoint, or through software only?
▪ Want occupancy override via push-button at stat?
Finned tube radiation:
▪ Hot water or steam heat?
▪ 2-way control valves?
▪ Sequenced with fan coil, or other terminal unit?
Unit heaters or cabinet unit heaters:
▪ Cycle fan on call for heating?
▪ Control valve, or run-wild?
Heat pumps:
▪ Air-to-Air?
▪ Water-to-Air?
▪ Ground-source loop?
▪ Controls integral with heat pumps, or provided by TCC?
▪ Are controls to be field or factory mounted?
▪ Want occupants to be able to adjust setpoint, or through software only?
▪ Want occupancy override via push-button at stat?
What control strategies do you want to use for each system?
▪ Optimal start/stop?
▪ Scheduled start/stop?
▪ Cycle unit on heating/cooling demand?
▪ Morning warm-up cycle?
▪ Purge cycle?
▪ Return air control, or space control?
▪ Room reset of discharge air?
▪ Hot deck reset with outdoor air?
▪ Cold deck reset by worst-case zone temperature?
▪ Indoor Air Quality control of the mixed air dampers?
▪ Dehumidification override of the cooling coil?
▪ Duct static control of VFD?
▪ Discharge air reset?
▪ Night setback strategies?
▪ Supply/Return fan matching?
▪ Demand Limiting?
▪ Load Rolling?

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Appendix

•What type of central plant systems are there?

Chillers:
▪ Reciprocating?
▪ Centrifugal?
▪ Absorption?
▪ Screw?
▪ Is Johnson Controls to do any control on these, or are they coming with packaged
controls?
▪ Are there any points that we need to monitor or control? i.e. chilled water reset? alarms?
▪ Do we control chilled water pumps, or is this part of chiller controls? If so, primary and
back-up pumps, with automatic alternation?
▪ Does the system have variable speed pumping, with two-way control valves, and
differential pressure sensors out in the system?
Cooling towers:
▪ Single speed or variable speed fans, single or multiple fans?
▪ 3-way tower bypass valve, or constant flow over tower?
▪ Condenser water reset control to chiller?
▪ Free cooling via plate-and-frame heat exchanger?
▪ Condenser water pump control by us, or part of chiller control package?
Boilers:
▪ Hot water or steam? If steam, any heat exchangers?
▪ Multiple boilers, or single?
▪ Johnson Controls to do control, or packaged boiler controls?
▪ Hot water reset?
▪ Interlock boiler control through combustion air intakes?
▪ Automatic alternation of boilers to even out run-time?
▪ Hot water pump control by Johnson Controls? Automatic alternation of pumps on time
basis to even out run-time?
Pumps:
▪ Is there going to be a packaged pumping system for the hot/chilled/condenser water
pumps?
▪ If so, does it include controls with it?
Exhaust fans:
▪ Are the exhaust fans to be started and stopped via the control system?
Lighting:
▪ Is Johnson Controls to do any lighting control?
▪ If so, what types of lighting, how are they circuited, are they to be controlled through a
dedicated lighting controller or through controllable breakers, how are they zoned, etc.?
•Any other special systems in the building?
▪ Isolation rooms?
▪ Fume hoods?
▪ Computer room air conditioners?

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 Appendix

•Is there an opportunity, or a desire for Johnson Controls to do an Integration with any of the
other building systems that come with packaged controls?
▪ Chillers?
▪ Boilers?
▪ VFD’s?
▪ Unit Vents?
▪ FCU’s?
▪ RTU’s?
▪ Heat pumps?
▪ Power distribution system?
▪ Computer Room Units?
▪ Fume Hoods?
▪ Medical air/gas system?
▪ UPS systems?
▪ Lighting systems?
▪ Fire alarm?
•Workstation/Network questions:
▪ Does the Customer have an existing LAN that he wants to use?
▪ Does our system need to have capability for dial-in/dial-out?
▪ What type of user interface is needed?
▪ Simple, black and white input/output terminal?
▪ Colorgraphic workstation?
▪ Need for network terminal interface?
▪ Need for zone terminal interface?
▪ Is a system printer only required, or an additional one for alarms?
▪ Provide operating software only, or all programming software (i.e. GPL, WINPRO,
HVAC Library, etc.)?
▪ Johnson Controls provide graphic generation software, and prepare graphics for
systems on project?
•Execution section questions:
▪ Is all wiring in mechanical rooms to be in EMT conduit?
▪ Can low voltage wiring be run open in plenum spaces using plenum cable?
▪ Is power wiring to all controllers to be by the Electrical Contractor?
▪ Is TCC responsible for chiller interlock wiring, boiler interlock wiring, etc.?
▪ If pneumatic job, use poly or copper tubing?
▪ How much Owner training should be included in the specs?
▪ Include factory training schools into specs, including all expenses?
▪ Include any commissioning verbiage into specs?

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Notes

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 Notes

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Notes

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(09/96) Printed in USA
Order No. FAN 454-06 on Recycled Paper