1500 words/ report
MSH
OSUCivEBD.pptxosu civil engineering senior seminar series
business development
brad thurman, pe, fsmps, cpsm – wallace engineering
you want me to do what?
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you want me to do what?
why does it seem so hard?
1900
2000
1972
AIA signs consent decree allowing members to submit fees
Congress adopts Brooks Act mandating QBS for federal AE contracts
Many architects still reluctant to sell services; “Society of Birddoggers” formed
1980s
Recession forced taking marketing seriously
Client-focused culture evolves
Increase in RFPs/RFQs
1909
AIA Established
Code of Ethics forbade marketing
No advertising
No sign on construction sites
Could not offer free services
Competitions only under AIA guidelines
AIA established fee structure
Could not offer to do projects for less
1960s
USDOJ begins investigations of numerous professions
Rules against fee negotiations seen as trade restraint
1990s
Professional marketing accepted as key to survival of firms
Firm growth seen through building of relationships
Architect/marketer relationship evolves, but culture clash still exists
Craig and Brad
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marketing
branding
business development
a set of assets and liabilities linked to an entity, its name and symbol, that adds to or subtracts from the value provided by a product or service to a firm and/or to that firm’s customers
a promise kept
brand:
a set of assets and liabilities linked to an entity, its name and symbol, that adds to or subtracts from the value provided by a product or service to a firm and/or to that firm’s customers
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the activity, set of instructions, and processes for creating, communicating, delivering and exchanging offerings that have value for customers, clients, partners and society at large
marketing:
the activity, set of instructions, and processes for creating, communicating, delivering and exchanging offerings that have value for customers, clients, partners and society at large
the strategic creation of long term client value for an organization from its markets and relationships
business development:
the strategic creation of long term client value for an organization from its markets and relationships
marketing
business development
push activities
pull activities
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develop the relationship
analyze the deal
get the rfp
make go/no go decision
position & promote firm
building business track
based on "wired!" by david stone
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Do we know this client? Do they know us?
Have we worked with them before?
Was previous work satisfactory? Profitable?
What is their selection process?
Potential for repeat work?
Are we qualified? Is the staff available?
Can the project be completed on schedule?
What partners/consultants will we need?
Can we make a profit? How much?
Are there other reasons to pursue?
Is the project funded?
Is it a strategic fit for our firm?
Consistent with our marketing plan?
Did we know about it before?
Who are our competitors?
Can we differentiate ourselves?
Do they have a relationship with client?
Can we win?
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develop the relationship
analyze the deal
get the rfp
make go/no go decision
building business track
based on "wired!" by david stone
submit proposal
get shortlisted
make interview presentation
win the job
negotiate agreement
do the project
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develop the relationship
win the job
negotiate agreement
do the project
building business track
based on "wired!" by david stone
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conceive
document
execute
who we are
what we want
how we get it
picture
plan
perform
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picture. plan. perform.
strategery
internal company analysis
skill sets | experience and past performance history
staffing situation | are we properly staffed? experienced?
capacity for growth | backlog and availability of staff
quality client | what does a good client look like?
quality project | what does a good project look like?
economic engine | what measurable drives us?
human resource philosophy | education, career path, etc.
strategery
company strategic plan
vision statement | an aspirational statement of the future
mission statement | what we do today for who and how
core values | guiding beliefs and behaviors
swot analysis | strengths, weaknesses, opportunities, threats
long-term goals | three to five with a 3-5 year view
yearly objectives | three to five for each goal
action plans | details how objective will be achieved
picture. plan. perform.
plan the work.
business development plan
logistics | annual, champion, strategic, revenue goal
market research | players, predictive measures
available resources | staff, relationships, experience
chief competitors | who owns the market?
swot analysis | focused on market/sector
targeted | prioritize sectors, prospects, current clients
marketing plan | budget, collaterals, ads, etc.
accountability | measureables, champion, review, assess
plan the work.
client capture plan
client info | names, contacts, decision makers, key issues
client research | decision makers, influencers, good client?
competitive analysis | key players, strengths, weaknesses
pursuit strategy| differentiators, goals, issues to solve
go/no go | how do we evaluate the relationship?
resources | staff, alliances, consultants, materials
accountability | meetings, follow-ups, firm-wide reporting
goals | strategic, measureable, actionable, realistic, timely
picture. plan. perform.
work the plan.
learn everything you can up front
tap network | professional orgs, alumni groups, friends, clients
go social | if you don’t have a linkedin profile, get one
understand their business | don’t expect to learn from them
differentiate | features v. benefits
warm up the call | how can you make a connection first?
1%, 15%, 55%, 80% | cold call, lead, referral, introduction
picture. plan. perform.
work the plan.
make the call
prep | review research, don’t expect them to teach you
listen | don’t start out asking for work
follow their lead | pay attention to voice clues
be mindful of their time| don’t blow it by continuing to talk
ask for a meeting | goal is to get in the door
follow-up | if they can’t meet, ask their preference
close | recap to make sure you have everything correct
picture. plan. perform.
work the plan.
make the visit
prep…again | review your intel, decide on materials
be on time | not too early, never late
follow their lead | pay attention to voice and body clues
be mindful of their time | don’t blow it by continuing to talk
smile! | be polite and act like you want to be there
talk second | let them talk, then respond
don’t gush | overselling is as bad as underselling
follow-up? | ask their preference for subsequent contacts
picture. plan. perform.
work the plan.
after the visit
document | enter information into crm or tracking method
send a note | use a handwritten note saying thank you
follow-up | use method and schedule discussed in visit
research…again | look for info on topics covered
look to help | pass along things that might be useful
don’t be a nuisance | be respectful of their inboxes
picture. plan. perform.
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networking.
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networking.
you don't have to dread it
what it is | it's about building relationships
what it isn't | it's not about making a sale
give, don't take | look for ways to connect
but it's uncomfortable | at first, but it gets easier
take the pressure off | be reasonable about outcomes
strength in numbers | go with others
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networking.
here's a checklist
business cards | even seasoned networkers can forget them
pen | paper, too, but you can always use business cards
name tag | use the ones there or take a preprinted one
dress appropriately | know your audience
cash | so you can buy others food or drink if necessary
elevator speech | something you can recite naturally
good handshake | be responsive
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networking.
do this
smile! | even if it hurts
look around | easier to approach people standing alone
connect | introduce yourself first before talking about firm
listen | be attentive, don't think about responses
focus| like they're the only one in the room
don't direct | ask open-ended questions
be a connector | introduce to others as appropriate
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networking.
don't do this
glance around | don't look for others
be guarded | watch your body language
invade personal space | don't touch or stand too close
be all about you | don't monopolize the conversation
go on about your firm | be thorough but don't wax on
don't direct | ask open-ended questions
expect a sale | just make a connection
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and justify it with logic.
people buy on
emotion
osu civil engineering senior seminar series
brad thurman, pe, fsmps, cpsm – wallace engineering
business development
