you want me to do what? ideas for creating a marketing culture with your technical staff

brad thurman, pe, fsmps, cpsm wallace engineering • structural and civil consultants

a few of the findings: sellers a few of the findings: sellers

clients are getting smarter increasingly fee-based v. value-based want to meet your technical staff sooner bd responsibilities changing to firm-wide culture changing perception in roles of non-tech bd staff

a few of the findings: buyers a few of the findings: buyers

full-service isn't what it used to be reputation and references are still key want to interface with technical staff

relationships still rule people matter

decreased 18%

increased 34%

stayed same 48%

"The Seller-Doer Model: Is It Really Taking Hold – and Is It Working?" Scott Butcher, FSMPS, CPSM and William Long, PE, LEED AP, FSMPS Marketer - February, 2014

Compared to 10 years ago, has the number of full-time BD staff changed at your firm?

decreased 6%

increased 63%

stayed same 31%

Compared to 10 years ago, has the number of seller-doers changed at your firm?

"The Seller-Doer Model: Is It Really Taking Hold – and Is It Working?" Scott Butcher, FSMPS, CPSM and William Long, PE, LEED AP, FSMPS Marketer - February, 2014

decreased 9%

increased 67%

stayed same 24%

"The Seller-Doer Model: Is It Really Taking Hold – and Is It Working?" Scott Butcher, FSMPS, CPSM and William Long, PE, LEED AP, FSMPS Marketer - February, 2014

Compared to 10 years ago, how has the percentage of seller-doers BD time changed?

1-4 24%

5-6 29%

7-8 43%

9-10 4%

"The Seller-Doer Model: Is It Really Taking Hold – and Is It Working?" Scott Butcher, FSMPS, CPSM and William Long, PE, LEED AP, FSMPS Marketer - February, 2014

On a scale of 1 (highly ineffective) to 10 (highly effective), how effective are your seller-doers?

what does it mean for us?

a time of evolution a time of evolution

major role in research, networking, pursuits altered role in relationship development

increased role as teachers, trainers, coaches

the firm

buy-in from the top

know thyself

open communication

respect

where do you start?

know their roots know their roots

accept that it's not in their dna no training in marketing and bd

the naivety of design

embrace the passion

absorb their passion for the profession speak to that passion sell what you love and believe in

find a champion

who can help drive change and accountability? may not be at the highest level

start with those who require less training

walk a mile walk a mile

learn how they do their jobs get a feel for schedules, terminology, pressures get engaged, ask questions

then what?

develop a process develop a process

find a system that fits the firm establish meeting and reporting structures

determine what success looks like

meet consistently

set a regular date and time have an agenda, finish on time enforces accountability

meet spontaneously meet spontaneously

encourage casual conversation use method that works best for them

show interest and take action

interact purposefully interact purposefully

be clear about what you need be clear about when you need it explain the "why"

report regularly report regularly

proposal, pursuit and win updates past and upcoming activities

enforces accountability

be collegial be collegial

it's a team, not a group of players everyone needs to contribute and be accountable when you win, celebrate

know their roots

embrace the passion

find a champion

walk a mile

develop a process

meet consistently

meet spontaneously

interact purposefully

report regularly

be collegial

qualities of effective teams

purpose

structure

participation

informality

diversity of style

communication

listening

civilized disagreement

consensus decisions

shared leadership

purpose

structure

participation

informality

diversity of style

communication

listening

civilized disagreement

consensus decisions

shared leadership