What's Your Problem? - Part 2

We all have problems. By sharing them, we can all learn. Here are more challenges and questions from the AEC community:

Any advice for Business Development in a firm as it looks towards a transition in ownership?

Do a business plan. Transition is a tough time and it is not quick. We have two clients in various stages of transition (three years out and five years out). We completed business plans for each in order to help them define the “new firm,” its brand and management. We also identified the leadership development that will need to take place during that time horizon.

Transition is often a time to change or expand markets. For your firm, then, there must be a business development or sales plan that attempts to bridge the experience and history of the "old" firm with its new market focus and client commitments going forward. New and emerging leaders must be part of the strategy and the client meetings.

Finally, it is important to develop a marketing and public relations plan that articulates the "new brand" and firm direction so that clients aren't afraid of the transition and what it means to them.

The completed plans will take time to implement; you will also need time buy out shares and develop and transition leaders. Because of the time and effort involved in transition, don’t be averse to having a consultant help you.

How can firms leverage other staff to develop business for their firm? How can a firm mentor employees to also be business developers as they work on projects and in their communities?

Business development is not an action. It is a culture. The organization must build the framework of a BD culture which includes making BD a part of everyone’s role and responsibility—and make sure to include the administrative assistants. I think the easiest thing to do is to develop small and achievable goals for low- and emerging-level staff such as networking with peer-to-peer groups to find out what others are doing. But, there has to be a top down program in order for it to work, otherwise everyone is doing their own, uncoordinated thing.

Does branding have an increasingly important role?

IF what you mean by branding is the PROMISE that comes along with the work of your firm—excellence, service delivery, collaboration, cost effective—YES. If you mean logos and slogan—NO. Unfortunately, about five years ago the word “branding” started mean everything from the logo to the graphics on your web page. A real BRAND is the promise that comes along with the name. If the firm’s brand (its PROMISE) is weak, then your sales strategy will struggle unless or until it is resolved.

Got more questions? Send them along to me at kcompton@a3kconsulting.com. And for more information, see the AIA PMKC webinar Wisdom of the Ages: Best Practices in Business Development Part 2. This popular series and other resources are available on A3K Consulting's "Inform" webpage.

Karen Compton, CPSM. Karen Compton is principal of A3K Consulting (Glendale, CA), a business development and strategic planning firm specializing in the architecture, engineering and construction industries. Ms. Compton is also the founder of Industry Speaks™, a web-based business-to-business portal that connects AEC firms with experienced consultants, provides peer reviews of consultants, reports on key industry trends, and publishes expert reviews of professional courses and books. Contact her at kcompton@a3kconsulting.com.