Like many business owners, I’m skeptical of social media marketing claims. For many of the B2B (business-to-business) organizations we work with, Twitter and Facebook have proven to be high-effort/low-return marketing channels.

Despite this challenge, it’s no secret that social media offers a unique opportunity for businesses to network on a global scale … and unlike Twitter and Facebook, LinkedIn presents a particularly appealing option for B2B companies. With nearly 259 million members, LinkedIn hosts profiles for nearly half of the world’s professionals and provides a level of targeting not seen elsewhere.

That is why, if you’re in the B2B space (and ESPECIALLY if you provide a service), I’m advocating that your first social move should be LinkedIn.

The power of LinkedIn

As the world’s largest professional network, LinkedIn is like one giant cocktail party where everyone is passing out business cards (and NOT sharing cat videos).

While being on LinkedIn is relatively easy (create a profile, accept invitations), marketing in this space requires much more effort and discipline. It means building both a personal page and a company one; it means writing recommendations and giving endorsements; it means commenting on what others are doing, and celebrating your network’s business wins and work anniversaries. In short, marketing on LinkedIn requires engagement.

So, what’s in it for you?

For starters, by engaging in LinkedIn, you will grow your network. And, if you do this right, you’ll grow your network of relevant connections – people who can help you, buy from you, and grow your business and career. Marketing through LinkedIn helps establish you and your business as a thought leader…someone top of mind when your network needs your services or is looking to make a career move.

But as you grow your networks, remember one caution: do so thoughtfully. My own experience has been to only connect with people I knew well or with whom I had a strong business or personal relationship. I steadfastly ignore invitations from people I don’t know or for which there was no apparent reason to connect (these, by the way, are mostly salespeople and recruiters).

This strategy has worked wonders: I’ve successfully used LinkedIn to generate new business, hire top-notch employees and grow Kinesis’ brand.

The downsides

There are, however, some drawbacks. For starters, LinkedIn only provides limited analytics on who has shared your content. Even worse, your status updates have an expiration date; after about two weeks, your updates simply disappear, and you can no longer reference or point people directly to them. This last piece in particular highlights why it’s critical to own your content and house it on a company blog, rather than rely entirely on social media (but that’s the subject of another article).

Guiding principles

In summary, there’s simply no better way for B2B companies to leverage social media than on LinkedIn. I leave you with these final tips:

• Company pages provide analytics, but personal updates often have greater network penetration.

• Relevant connections matter most. Ten valuable contacts will do a lot more good than 100 miscellaneous ones.

• Time isn’t on your side. Keep the two-week expiration date in mind as you post status updates, and consider which posts might make more sense for your company page or blog.

• Get ready for the slog. Like anything else, LinkedIn requires effort – and that means devoting time to creating highly valuable content for your audience.

• What works today probably won’t work tomorrow. This is true of most marketing tactics – keep an eye on what’s working, and be ready for a new trend to rise from the shadows just as you get the hang of this one.

Shawn Busse is the owner of Kinesis, a Portland agency that provides marketing strategy and branding expertise for B2B companies. Learn more at www.kinesisinc.com. Busse and his team are longtime supporters of American Marketing Association PDX. Learn more at www.ama-pdx.org.

The post OP-ED: Why LinkedIn matters for B2B companies appeared first on Daily Journal of Commerce.

Since its founding, Perkins & Co has had a stellar reputation and strong growth position among accounting firms in Oregon and Southwest Washington. Not resting on its laurels, Perkins & Co underwent a complete rebranding process five years ago.

Our objective was to create an intentional marketing culture focused on new business growth and client success. Secondly, we wanted all our employees to learn, participate and take ownership in their work and the Perkins brand. Thanks in part to two major cultural initiatives, we’ve increased our employee head count and our top line revenue over 40 percent during this short span.

Passports and points

The process began with a 10-week training and employee outreach program we called “Passport to Perkins.” Most accountants, by nature, are not comfortable marketing. By contrast, Perkins has a dynamic, team-based entrepreneurial culture, and we were bullish about what we could accomplish.

“Passport” began with an internal trade show to educate employees about our expanding number of industry niches and specialty services. Each team of 10 people was selected based on a diversity of roles and experience, and each team member was responsible for getting a passport stamped indicating they had learned from teammates about how each group is positioned, the target clients they serve, key competitors and our value proposition. Following this exercise, participants were more comfortable talking about our services and benefits.

During the program, each individual and team was awarded points for their external marketing activities ranging from writing a handwritten note to a client, to helping secure a new client. Participants got credit for attending mixers, writing articles, speaking, having lunch with a referral source or client and other brand-promoting activities. Rewards, at all levels throughout the firm, included special limousine dinners for the top team and numerous other perks.

We found that fostering these kinds of fun, out-of-the-box activities allowed employees to participate in many valuable ways while also boosting sales opportunities. Over the course of “Passport,” we generated dozens of leads and closed significant new business. Equally important, it was a great internal boost to our “One Firm” concept wherein everyone is part of the success. That team approach – where every member of the firm is valued – has carried over as a foundation today.

Surveys matter

Perkins’ clients are not only our prime focus; they’ve become a key source of new business referrals. In order to ensure client happiness, we conduct annual surveys using Portland-based Inavero. The three-question electronic client survey gives us a “net promoter score” and provides invaluable insight and opportunities for improvement. We want all our clients to be Perkins “Promoters” with scores of 9 and 10 (the best). Falling below a 9 gives us an opportunity to improve internally as well as externally to better demonstrate our value. The system is aimed at identifying and moving our “Passive” clients (scores of 7 and 8) to become “Promoters,” and to improve on the few “Detractors” (6 and below).

One round of surveys indicated a need to improve our client communications. As a result, we developed a Perkins Communication Initiative. Now, employees are increasing face-to-face time with clients and committing to a 24-hour response time via phone calls and emails. This initiative helped us foster a stronger internal culture where we communicate the quality of our work in a manner and frequency that fits the needs of our external audiences. We share these standards with our clients and include them in our proposals. The message is simple, yet powerful; we care about amazing service, we’re open to feedback, and we’re willing to assess ourselves to create 100 percent raving fans and promoters!

Creating a strong marketing culture is not necessarily natural, nor easy. But hopefully our story shows that this process can be both fun and collaborative, and perhaps most importantly that an intentional marketing culture has a real impact on a company’s bottom line.

Dave Sullivan is a shareholder and director of business development at Perkins & Co. Contact him at dsullivan@perkinsaccounting.com. He also is a frequent networker at events held by American Marketing Association PDX; learn more at www.ama-pdx.org.

The post OP-ED: Creating an intentional marketing culture appeared first on Daily Journal of Commerce.

I love running. Just talking about it sends me into a state of euphoria. I spend more time than I care to admit researching and building training regimens, and I am passionately opinionated about running gear. I even have 26.2 – the length in miles of a marathon – and running wings tattooed on my ankle (sorry Mom).

Despite my passion, I find that when I’m not training for a race, my reason for running becomes murky. My motivation shrinks. I skip workouts. My weekly mileage decreases. And excuses for not running are easy to find. To advance my running goals, setting and moving toward a big vision is essential.

The same is true for the daily grind of business.

Why does a vision matter to businesses?

American writer and futurist Alvin Toffler says “You’ve got to think about big things while you’re doing small things, so that all the small things go in the right direction.”

Identifying a clear vision for a company guides strategy, aligns decisions, and brings purpose and focus to employees. A company vision is quite simply a picture of what success will be at a particular point in the future. It encompasses answers to questions such as:

• What does our future company look like?

• How big are we?

• What are we known for?

• How do people feel about working here?

At first glance, setting a vision sounds like a simple concept. After all, we all dream about the future, keep “bucket lists,” and imagine ourselves accomplishing great things in our lives.

But when it comes to business, I’ve watched many Kinesis clients struggle to identify their big vision. Or, if they have a vision, it’s overly complicated and difficult to remember. Worse, it doesn’t get them excited (and if the leadership team isn’t excited, you can bet that employees won’t care about it either).

How does a company set its vision?

A great vision is inspiring and stretches the imagination. It gets everyone in the organization energized around a strategic rallying point. It’s a point on a map that sets a direction. From there, leaders can create a detailed strategic plan that tells how to get there.

Even more, identification of a vision also leads to faster growth. According to EMyth’s 2012 SOBO (State of the Business Owner) Report, “Companies with a written vision grow 50 percent faster than those without.”

Below is a list of starting questions. Dream big and focus on success:

• In five to 10 years, what will the company be famous for?

• How do you differentiate the organization?

• Why do people care about what you do?

• How do you serve customers in a unique way?

Take inspiration from others

Sometimes it is helpful to look at examples of existing companies. The vision statements below belong to well-known, successful and enduring companies:

Amazon: “To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online.”

Avon: “To be the company that best understands and satisfies the product, service and self-fulfillment needs of women – globally.”

Starbucks: “To share great coffee with our friends and help make the world a little better.”

Dreams matter. And, chances are, it was a big dream that prompted the start of your business. Keep your vision alive and let it power every task, initiative and decision along the way.

Here’s to crossing the finish line and reaching your big vision … and then of course, gearing up for the next big race!

Marcella Vail is a senior strategist at Kinesis, where she works closely with small business owners to develop actionable marketing and business strategies. She also is a member of American Marketing Association PDX; learn more at www.ama-pdx.org. Contact her at marcella@kinesisinc.com, or connect with her on LinkedIn or Twitter.

The post OP-ED: Why a company vision is essential for success appeared first on Daily Journal of Commerce.

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Marketing With Your Whole Brain
Conducted by Carol Doscher of Graceworks
based on Whole Brain® Thinking, from Herrmann International’s Whole Brain® Advantage

I love this stuff. I love learning how the brain works, what our preferences are for communicating and thinking and how to interact with all the folks who think differently from each other. Ask anyone who knows me – this is my element.

That also means I am familiar with a lot of the thinking that is out there on thinking. So when I sat in on this session, I was not too surprised that I had heard much of the information before from other sources.

Here’s the fast-food version of Herrmann International’s Whole Brain® Thinking:

You’ve all heard of left-brain/right-brain, where the left brain controls the rational and analytical functions and the right brain handles creativity. Well, we also have “top/bottom” hemispheres. The top hemisphere, called the cerebral system, deals with higher-level thinking. The bottom hemisphere, called the limbic system, is more instinctive.

These two sets of hemispheres metaphorically divide the brain into four quadrants:

• A Quadrant – called the rational self = intellect coupled with analytical (the researchers, critical-thinkers, analyzers)
• B Quadrant – called the safe-keeping self = instinctual with analytical (the planners, the organizers, the people who get things done)
• C Quadrant – called the feeling self = creative with instinctive (sensitive to others, emotional, the teachers, talks a lot)
• D Quadrant – called the experimental self = creative and intellectual (imagines, risk-takers, breaks rules, synthesizers, brain-stormers)

Individuals may prefer one quadrant over the others in conducting their day-to-day activities. Or they may straddle two quadrants on a regular basis. Or they may float between three quadrants with relative ease.

A large part of the session was spent doing exercises to help identify individuals who prefer a particular quadrant, and how to interact between the quadrants. We eventually discussed how to tweak our messaging to reach each quadrant and elicit desired actions and responses. Overall, it was an excellent approach to tailoring our marketing efforts to specific audiences, and a reminder that we do not all think the same way.

To learn more about Whole Brain® Thinking, go to

The post Reaching your target audience requires your whole brain appeared first on Daily Journal of Commerce.

Speaker: Lee Slade, PE, Principal at Walter P. Moore

Marketing is not magic – it is a series of doing the right things, with some intentionality, to reach the goals you set. Mr. Slade shared good information on the current state of the economy and future outlook and then the strategies his firm has taken to thrive, despite the crises. I typed as fast as I could and still couldn’t get it all. Lots of good stuff here.

Economic situation

There is still no money to be lent; still high unemployment numbers; still high commercial space availability.

There are no “insulated” markets any more.

1. Healthcare – Major projects are on hold pending recovery of credit markets and investment portfolios of not-for-profit institutions.
2. Aviation – With business and leisure flying down, airports are postponing or canceling planned capital improvements.
3. Infrastructure – Stimulus may help, though many states are broke and DOTs are hoarding design work.

Pay attention to the Wall Street Journal financial economists. They report every month on several key indicators in the economy. If you look every couple of months, you will see the trends and forecasts and be able to make some good observations yourself about what might happen and when. Overall, it’s going to be a while before things get better – like 2013 or longer.

Newly emerging threats

• Incredibly price-sensitive clients
• New competition in core markets
• Financial trouble for clients = payment problems
• Firms, institutions, governments are cost poor and lack credit

So in the face of these pretty bleak numbers and uncertain future, Mr. Slade’s firm has implemented several programs aimed at focusing on the client and delivering quality service and products. Each of those programs stem from these five suggestions for the type of culture and leadership environment to make those changes happen.

5 Suggestions for Thriving

1. Stay Upbeat

Neither clients nor co-workers will be inspired by your negative attitude – nor will you.

• Celebrate the “silver linings.”
• Celebrate the success stories.
• Celebrate the ways your firm is getting better.

2. Renew Focus on Core Business & Clients

• Be the best
• Optimize delivery
• Reduce costs
• Add value
• Why focus??
• In a down economy – grow existing clients, service existing clients, provide value
• Sort your projects by profit – big profit at top and losers at bottom, draw a line at zero, analyze the bottom projects. What are the patterns? What can you change internally? Which clients should be trimmed?

3. Pay attention to your staff

Are staff nervous? What impression are they giving to their clients?

To motivate people in an economy that is highly unstable and perpetuates fear, leaders MUST:

• Practice emotional control
• Communicate exceptionally well, as listener and information source
• Lead with realistic optimism (Joe Takash, Business Consultant)

Take in to account the different generations:

• Boomers – forced to reconsider their exit strategy – reinvent yourself to make yourself indispensable
• Xers – shouldering the responsibilities of young families and big mortgages
• Millennials – may be reconsidering their commitment to the industry

4. Hone your business development capabilities.

• Simple plans
• Basic skills
• Value-based story telling
• Invest time
• It is no longer acceptable to beat on the boat and wait for fish to jump into the boat. Now is the time to develop the tools and talent to conduct exceptional business development.

The number one issue of the Chief Marketing Officer Council () is how to connect sales to the service experience. Focus on those sales and market types that buy what you do

The CMO’s number two issue is to improve accountability and performance of the marketing and sales function.

The third most important CMO issue is the use of customer data to improve decision-making (client service surveys).

Make every interaction with the client count. Every buying decision of the client will be informed by every previous interaction, from the receptionist to the service delivery to the exit. Then gather the client’s feedback through a formal service survey. They will tell you if you are giving them the experience they want or not.

• Legitimize business development as a viable career path (in addition to project management and technical)
• Some will swim. More will watch. Folks will self-select. Invest in the ones who rise to the top
• Make good go/no-go decisions – not in or ALL in?? Are you going to do all it will take to win this?
• Provide real-time coaching with real opportunities, no practice coaching. Work with the real opportunities on the table, and do it together.
• Don’t network. Instead, develop project pursuit partnerships. These are folks who will take an assignment from you to help win the work. You’re not looking for favors. You are looking for someone who will be “all in” with you.

5. Get into your hurry-up offense

• For sustainability, hurry up is a no-huddle rather than a 2-minute drill (football analogy)
• “Hurry up” means a heightened sense of urgency.
• Business development must become a board-level topic and not just at the 30,000-foot level. The board must be actively engaged in the pursuits, or at least in motivating and coaching the pursuit champions.
• The offense means actually doing what you have been talking about doing. It requires a new level of discipline: to do what it takes and be accountable to each other. You cannot wait to do business development after client needs are done. No more excuses.
• Build new accountability loops because the old ones aren’t working. What will it take to get people to do what they need to be doing on the agreed-upon schedule?
• The offense also means no room or time for turf wars. Teamwork rules. We have enough competition without providing it for ourselves.

Yes, business is rocky and the future looks dark for a while. Yet Mr. Slade was quite inspiring. There’s a difference between being blindly optimistic and being actively optimistic. I am a big proponent of doing everything I can to affect an outcome, then calmly letting the universe churn on it. Much of Mr. Slade’s comments fit along the same philosophy. Help yourself (and your company) to succeed. Do something, while you still can, calmly, rationally, and with intent.

The post How to thrive in a down economy appeared first on Daily Journal of Commerce.

Speaker: Lee Slade, PE, Principal at Walter P. Moore

Marketing is not magic – it is a series of doing the right things, with some intentionality, to reach the goals you set. Mr. Slade shared good information on the current state of the economy and future outlook and then the strategies his firm has taken to thrive, despite the crises. I typed as fast as I could and still couldn’t get it all. Lots of good stuff here.

Economic situation

There is still no money to be lent; still high unemployment numbers; still high commercial space availability.

There are no “insulated” markets any more.

1. Healthcare – Major projects are on hold pending recovery of credit markets and investment portfolios of not-for-profit institutions.
2. Aviation – With business and leisure flying down, airports are postponing or canceling planned capital improvements.
3. Infrastructure – Stimulus may help, though many states are broke and DOTs are hoarding design work.

Pay attention to the Wall Street Journal financial economists. They report every month on several key indicators in the economy. If you look every couple of months, you will see the trends and forecasts and be able to make some good observations yourself about what might happen and when. Overall, it’s going to be a while before things get better – like 2013 or longer.

Newly emerging threats

• Incredibly price-sensitive clients
• New competition in core markets
• Financial trouble for clients = payment problems
• Firms, institutions, governments are cost poor and lack credit

So in the face of these pretty bleak numbers and uncertain future, Mr. Slade’s firm has implemented several programs aimed at focusing on the client and delivering quality service and products. Each of those programs stem from these five suggestions for the type of culture and leadership environment to make those changes happen.

5 Suggestions for Thriving

1. Stay Upbeat

Neither clients nor co-workers will be inspired by your negative attitude – nor will you.

• Celebrate the “silver linings.”
• Celebrate the success stories.
• Celebrate the ways your firm is getting better.

2. Renew Focus on Core Business & Clients

• Be the best
• Optimize delivery
• Reduce costs
• Add value
• Why focus??
• In a down economy – grow existing clients, service existing clients, provide value
• Sort your projects by profit – big profit at top and losers at bottom, draw a line at zero, analyze the bottom projects. What are the patterns? What can you change internally? Which clients should be trimmed?

3. Pay attention to your staff

Are staff nervous? What impression are they giving to their clients?

To motivate people in an economy that is highly unstable and perpetuates fear, leaders MUST:

• Practice emotional control
• Communicate exceptionally well, as listener and information source
• Lead with realistic optimism (Joe Takash, Business Consultant)

Take in to account the different generations:

• Boomers – forced to reconsider their exit strategy – reinvent yourself to make yourself indispensable
• Xers – shouldering the responsibilities of young families and big mortgages
• Millennials – may be reconsidering their commitment to the industry

4. Hone your business development capabilities.

• Simple plans
• Basic skills
• Value-based story telling
• Invest time
• It is no longer acceptable to beat on the boat and wait for fish to jump into the boat. Now is the time to develop the tools and talent to conduct exceptional business development.

The number one issue of the Chief Marketing Officer Council () is how to connect sales to the service experience. Focus on those sales and market types that buy what you do

The CMO’s number two issue is to improve accountability and performance of the marketing and sales function.

The third most important CMO issue is the use of customer data to improve decision-making (client service surveys).

Make every interaction with the client count. Every buying decision of the client will be informed by every previous interaction, from the receptionist to the service delivery to the exit. Then gather the client’s feedback through a formal service survey. They will tell you if you are giving them the experience they want or not.

• Legitimize business development as a viable career path (in addition to project management and technical)
• Some will swim. More will watch. Folks will self-select. Invest in the ones who rise to the top
• Make good go/no-go decisions – not in or ALL in?? Are you going to do all it will take to win this?
• Provide real-time coaching with real opportunities, no practice coaching. Work with the real opportunities on the table, and do it together.
• Don’t network. Instead, develop project pursuit partnerships. These are folks who will take an assignment from you to help win the work. You’re not looking for favors. You are looking for someone who will be “all in” with you.

5. Get into your hurry-up offense

• For sustainability, hurry up is a no-huddle rather than a 2-minute drill (football analogy)
• “Hurry up” means a heightened sense of urgency.
• Business development must become a board-level topic and not just at the 30,000-foot level. The board must be actively engaged in the pursuits, or at least in motivating and coaching the pursuit champions.
• The offense means actually doing what you have been talking about doing. It requires a new level of discipline: to do what it takes and be accountable to each other. You cannot wait to do business development after client needs are done. No more excuses.
• Build new accountability loops because the old ones aren’t working. What will it take to get people to do what they need to be doing on the agreed-upon schedule?
• The offense also means no room or time for turf wars. Teamwork rules. We have enough competition without providing it for ourselves.

Yes, business is rocky and the future looks dark for a while. Yet Mr. Slade was quite inspiring. There’s a difference between being blindly optimistic and being actively optimistic. I am a big proponent of doing everything I can to affect an outcome, then calmly letting the universe churn on it. Much of Mr. Slade’s comments fit along the same philosophy. Help yourself (and your company) to succeed. Do something, while you still can, calmly, rationally, and with intent.

The post How to thrive in a down economy appeared first on Daily Journal of Commerce.

Ed Friedrichs, Keynote Speaker – Friedrichs Group
Thursday, March 25, 2010

Mr. Friedrichs shared a humorous and insightful approach on marketing and building business in this economy. He was articulate, thought-provoking and on target, in my opinion. Get your pen handy…

1. Is what you’re selling relevant to your client?
I cannot tell you how many times my technical professionals have asked me to pull together a brochure or statement of qualifications about all of the services we provide. Mr. Friedrichs said that this is not only a monumental waste of time for you, but a huge disservice to the client. They only want to know what you do that is relevant to solving their current problems. Narrow your focus to what needs they currently have, and you are well on your way to making a meaningful connection.

2. What do clients want?
Clients want you to see their issues from their point of view. You must own their problems as if they were your own. Understand their business, the threats to their security and which obstacles they must overcome to get their projects pushed forward. They want leadership. They do not want a “command and control” military general to come in and dictate how the project will go. They are looking for a collaborator who will include them and engage them in a meaningful way.

3. What is relevant to your client?

We spent a fair amount of time on this topic. And, of course, each bullet is more or less important to your specific client, depending on his or her current circumstances. But at some point, each bullet will come in to play. And no, I’m not going to go into a lot of detail, but think about exploring these topics with your clients the next time you meet with them.

• Timing – Think post-Enron world and the importance (to clients) of appearing to have shareholders’ value at heart. When to start a project may be influenced by this.
• Money – We all know lending has never been tighter. A consultant who can speak a lender’s language and help a lender be comfortable with the project risks and potential earnings will be gold (literally) to a client.
• Trust – We live in a suspicious culture. It takes much longer to build the level of trust and depth of relationship necessary to become the client’s preferred service provider.
• Amazing – One of the creative elements A/E/C firms brings to the table is an ability to come up with something the client never knew was possible. Flex those creative muscles towards solving one of the client’s problems.
• Generational differences – Are you talking to your clients the way they want to be talked to? Are you training your staff to adjust their style and pattern to meet the clients’?
• Sustainability – Go to the level where your clients are. If they are interested in sustainability, go there. If they are not, do not push it. If they are having questions internally about which direction to go, help educate them. But do not get ahead (or behind) the client’s view.

4. How do you differentiate yourself?
Each firm needs to create a unique, sustainable (as in able to be sustained) advantage over its competition. That advantage needs to be flexible enough to be adjusted and individualized to every pursuit and/or client. It isn’t something carved in stone for all time. It is adaptive, and it includes:

• Be true to yourself – Lead, don’t follow. Do what your firm does best, and be the best at it. Don’t mimic or imitate a competitor. You do not have the luxuries of time or money to get good enough at it to compete.
• Define a new need – Talk to your clients and find out what is troubling them that you could solve with existing services. They might not be aware that you provide that service, so listen for opportunities to introduce them to other facets of your capabilities. If you can solve it, they will come.
• Know the business you are in – If you are selling the work, you better know enough of what you are talking about to be credible. That means non-technical staff need to become conversant in the technical language, trends and issues. You do not need to be the expert, but you need to be able to speak with authority about what your firm does and does not do.
• Adopt “partners” to help you succeed – There are other firms in the industry trying to do exactly what you are trying to do with exactly the same clients but for different services. What if you pooled your resources, intelligence and strategy for a common pursuit? Stop treating your subconsultants as commodities and view them as teaming partners in winning (and keeping) work.
• Pursue “serial consumers” of what you do, not one-off projects – It takes far more time, energy and resources to win new work from new clients. Focus on the clients who have a variety of needs, and you can feed your firm with far less upfront effort.
• Work with people you like; like the people you work with – A brutal fact of our industry is that some clients are not great clients. Shed them. Be professional, be courteous, but get rid of them. Just like in school, it only takes a handful of class clowns to ruin a good lesson. Boot them.

5. How do you build a brand and culture of client-focused value?

So if you are going to focus on the client, and direct your services to the needs of the client, and be an advocate for the client… how do you set up the whole firm to function and think that way?

• Vocabulary – Each client speaks a slightly different language. Are they public or private? Rule-driven or creative? When you speak with them, dial in to their vocabulary usage, and you will learn a great deal about what they value.
• Language – Similarly, each client has a language that identifies their concerns or greatest strengths. Are they finance focused? Architecture focused? An engineer at heart? Answer their concerns with knowledgeable information, and it shows you hearing the language as well as the vocabulary.
• Answer all of their questions – When a client asks you something or for something, find out why. Usually there is a question behind the question or a question behind that. Answer them all.
• Become action oriented – For every internal and external meeting, when something needs to be done and assigned, state who will do it, what “it” is, and when it is to be completed. Sounds simple, but try to implement it at every meeting, and see who hides under the table when it is time to make assignments.
• Deliver value in small increments – All the time – you should be able to give the client something every time they meet with you (answer their questions, or tell them you’ll get back to them and then get back to them).
• Form strong partnerships – Get your experts as your partners.
• Access expert knowledge – Develop two degrees of separation from the world expert on any question your clients might ask. It doesn’t have to be you or someone in your firm. You just have to know who to ask and be willing to go there if the client requests it.
• Deliver service that your client values – Ask your clients, “What is it that we do for you that you think is the dumbest thing we do for you, that costs you money and that you don’t value?” And on the flip side, ask “What do you wish we would do that is really valuable to you?” Ask frequently because it changes all the time in the mind of the client.

Ultimately, our job is to listen so well to the client, and provide them with such targeted solutions and outstanding service, that they wouldn’t think of going anywhere else when they have a problem. That’s a Titanic undertaking. But incremental change and adjustment is key. Mr. Friedrichs ended with an explanation about how to turn a supertanker. Essentially, a smaller rudder works in tandem with the large rudder. The smaller rudder (called a pilot rudder) can be turned more easily against the pressures of the water. And turning the pilot rudder reduces the water pressures on the larger rudder so it can be turned more easily as well.

We are all pilot rudders, then, pushing aside what pressures we can to ease the way of the main rudder in the water. Getting the information about our clients, directly from them, is a major boost to that push.

The post What does your client want? appeared first on Daily Journal of Commerce.

Ed Friedrichs, Keynote Speaker – Friedrichs Group
Thursday, March 25, 2010

Mr. Friedrichs shared a humorous and insightful approach on marketing and building business in this economy. He was articulate, thought-provoking and on target, in my opinion. Get your pen handy…

1. Is what you’re selling relevant to your client?
I cannot tell you how many times my technical professionals have asked me to pull together a brochure or statement of qualifications about all of the services we provide. Mr. Friedrichs said that this is not only a monumental waste of time for you, but a huge disservice to the client. They only want to know what you do that is relevant to solving their current problems. Narrow your focus to what needs they currently have, and you are well on your way to making a meaningful connection.

2. What do clients want?
Clients want you to see their issues from their point of view. You must own their problems as if they were your own. Understand their business, the threats to their security and which obstacles they must overcome to get their projects pushed forward. They want leadership. They do not want a “command and control” military general to come in and dictate how the project will go. They are looking for a collaborator who will include them and engage them in a meaningful way.

3. What is relevant to your client?

We spent a fair amount of time on this topic. And, of course, each bullet is more or less important to your specific client, depending on his or her current circumstances. But at some point, each bullet will come in to play. And no, I’m not going to go into a lot of detail, but think about exploring these topics with your clients the next time you meet with them.

• Timing – Think post-Enron world and the importance (to clients) of appearing to have shareholders’ value at heart. When to start a project may be influenced by this.
• Money – We all know lending has never been tighter. A consultant who can speak a lender’s language and help a lender be comfortable with the project risks and potential earnings will be gold (literally) to a client.
• Trust – We live in a suspicious culture. It takes much longer to build the level of trust and depth of relationship necessary to become the client’s preferred service provider.
• Amazing – One of the creative elements A/E/C firms brings to the table is an ability to come up with something the client never knew was possible. Flex those creative muscles towards solving one of the client’s problems.
• Generational differences – Are you talking to your clients the way they want to be talked to? Are you training your staff to adjust their style and pattern to meet the clients’?
• Sustainability – Go to the level where your clients are. If they are interested in sustainability, go there. If they are not, do not push it. If they are having questions internally about which direction to go, help educate them. But do not get ahead (or behind) the client’s view.

4. How do you differentiate yourself?
Each firm needs to create a unique, sustainable (as in able to be sustained) advantage over its competition. That advantage needs to be flexible enough to be adjusted and individualized to every pursuit and/or client. It isn’t something carved in stone for all time. It is adaptive, and it includes:

• Be true to yourself – Lead, don’t follow. Do what your firm does best, and be the best at it. Don’t mimic or imitate a competitor. You do not have the luxuries of time or money to get good enough at it to compete.
• Define a new need – Talk to your clients and find out what is troubling them that you could solve with existing services. They might not be aware that you provide that service, so listen for opportunities to introduce them to other facets of your capabilities. If you can solve it, they will come.
• Know the business you are in – If you are selling the work, you better know enough of what you are talking about to be credible. That means non-technical staff need to become conversant in the technical language, trends and issues. You do not need to be the expert, but you need to be able to speak with authority about what your firm does and does not do.
• Adopt “partners” to help you succeed – There are other firms in the industry trying to do exactly what you are trying to do with exactly the same clients but for different services. What if you pooled your resources, intelligence and strategy for a common pursuit? Stop treating your subconsultants as commodities and view them as teaming partners in winning (and keeping) work.
• Pursue “serial consumers” of what you do, not one-off projects – It takes far more time, energy and resources to win new work from new clients. Focus on the clients who have a variety of needs, and you can feed your firm with far less upfront effort.
• Work with people you like; like the people you work with – A brutal fact of our industry is that some clients are not great clients. Shed them. Be professional, be courteous, but get rid of them. Just like in school, it only takes a handful of class clowns to ruin a good lesson. Boot them.

5. How do you build a brand and culture of client-focused value?

So if you are going to focus on the client, and direct your services to the needs of the client, and be an advocate for the client… how do you set up the whole firm to function and think that way?

• Vocabulary – Each client speaks a slightly different language. Are they public or private? Rule-driven or creative? When you speak with them, dial in to their vocabulary usage, and you will learn a great deal about what they value.
• Language – Similarly, each client has a language that identifies their concerns or greatest strengths. Are they finance focused? Architecture focused? An engineer at heart? Answer their concerns with knowledgeable information, and it shows you hearing the language as well as the vocabulary.
• Answer all of their questions – When a client asks you something or for something, find out why. Usually there is a question behind the question or a question behind that. Answer them all.
• Become action oriented – For every internal and external meeting, when something needs to be done and assigned, state who will do it, what “it” is, and when it is to be completed. Sounds simple, but try to implement it at every meeting, and see who hides under the table when it is time to make assignments.
• Deliver value in small increments – All the time – you should be able to give the client something every time they meet with you (answer their questions, or tell them you’ll get back to them and then get back to them).
• Form strong partnerships – Get your experts as your partners.
• Access expert knowledge – Develop two degrees of separation from the world expert on any question your clients might ask. It doesn’t have to be you or someone in your firm. You just have to know who to ask and be willing to go there if the client requests it.
• Deliver service that your client values – Ask your clients, “What is it that we do for you that you think is the dumbest thing we do for you, that costs you money and that you don’t value?” And on the flip side, ask “What do you wish we would do that is really valuable to you?” Ask frequently because it changes all the time in the mind of the client.

Ultimately, our job is to listen so well to the client, and provide them with such targeted solutions and outstanding service, that they wouldn’t think of going anywhere else when they have a problem. That’s a Titanic undertaking. But incremental change and adjustment is key. Mr. Friedrichs ended with an explanation about how to turn a supertanker. Essentially, a smaller rudder works in tandem with the large rudder. The smaller rudder (called a pilot rudder) can be turned more easily against the pressures of the water. And turning the pilot rudder reduces the water pressures on the larger rudder so it can be turned more easily as well.

We are all pilot rudders, then, pushing aside what pressures we can to ease the way of the main rudder in the water. Getting the information about our clients, directly from them, is a major boost to that push.

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Mary Cruz, Director of Chapter Services from SMPS National facilitated the SMPS Volunteer Leadership Roundtable. I thought it was going to be a group of board members from various chapters discussing what was working/not working for them as board members. I had my own concerns about membership retention, recruiting committee members and staying engaged. The board meetings seem to be focused on day-to-day operations issues and less on policy and future growth.

What really happened was a 30,000-foot overview of the resources available to SMPS members at all volunteer levels. Apparently there is information about board management, planning and producing relevant programs and research on business development in the A/E/C industry. All this is available to members at the Web site. It includes best practices from other chapters with forms and templates for commonly-needed items.

I’ve been on the board five years, and had no idea. I have some homework to do.

We finished up the roundtable talking about how to make the case for SMPS membership in the face of dwindling financial resources at our companies. We even discussed how to advocate keeping marketing staff when times are lean.

At the risk of getting on a soapbox, here are some pretty compelling answers to those difficult scenarios:

For membership:

1. Frequent opportunities to engage with existing and potential clients in a non-threatening, and productive environment (through panels, on committees, as audience-members)
2. Access to best marketing practices, current market research, trend information and tips/tricks for edging out the competition that is not available through any other source
3. Contacts to any firm, any discipline, anywhere there is an SMPS member. What would you like to know about that job in Cincinnati? I can call someone and have an answer today.

For maintaining marketing/business development staff. (This is anecdotal – we shared many similar stories):

1. Compare the cost of a marketer doing what they do best with the cost of a technical professional doing the same task(s). Then double the amount of time it takes that technical professional to do it. Then halve the probability that they will win the project. This is the price difference between having a dedicated marketer and not having one.
2. Take the typical technical professional to a conference. When they return, ask them what they learned that will help the firm earn money or who they spoke to who has projects we might be interested in. More than 70 percent of the technical professional’s retention of conference events will be focused on the technical content. Less than 5 percent will be on client contacts and future work. Put a marketer or business development person through the same scenario, and you will have five or more project and client leads for every day they attended.
3. Someone is talking to your clients about the services the client needs. If you want the business, it had better be someone from your company who is knowledgeable and trained in closing the deal.

Later, I found an interesting article on the Web: .��

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