Full Sail Partners Blog | Professional Services (15)

It is interesting to note that most document management systems are designed for the Architectural and Engineering (A&E) world where document management is quite the opposite of most other industries. Whereas typical industry documents are standardized and repeatable, with templates that rarely ever change, those required of the A&E environment are not. Here, every drawing is unique, and workflows require systems specifically designed to meet the needs of the A&E space. Here are some examples of the differences for standard businesses and project-based business.

Standard businesses

• Documents are standardized and repeatable
• Minimal revision control with unidirectional workflows
• Basic transmittals
• Simple file naming

Architectural & Engineering Firms

• Every drawing is unique
• Revision control is crucial due to edit-review-rework flows
• Transmittals can include documents, drawings, xref images, specs and more
• Complex naming schemes including: Project & Client Name, Discipline, Floor or Phase of Project, Sheet Category, Drawing # and more

Do You Have More than One Version of the Truth?

Employees can spend hours or days updating a drawing. If an obsolete version is used, then that work must be repeated, costing your firm time and money. Also, using the incorrect version of an engineering document can leave your firm vulnerable to increased corporate risk, failed audits, cost overruns that can extend into the millions of dollars, not to mention significant risks to safety, schedules, and reputation.

Furthermore, manual methods of version control are difficult and prone to error. In most companies, you can find multiple versions of files, one on the server, on a user’s hard drive, in email, and even a paper copy. Using a document management system creates a central point for document access which ensures users across the organization always can obtain the latest version. Document management systems also store previous versions and maintain the historical metadata for auditing the document history.

Are Transmittals Weighing You Down?

Gathering files, ensuring the correct version, attaching xrefs, specs, and any other necessary files are all very time consuming and tedious. Because it is a manual process, there is always a high risk for missing information. Once you include creating, sending, and tracking transmittals, this process becomes a very large, time-intensive process. 

A good A&E document management system provides automatic cover sheet creation and a built-in address book for quickly adding recipients. It also automatically tracks sending, receiving, editing, and routing so you can easily maintain the relationship between the cover sheet and all the files and data you send.

Are Your Naming Conventions Working?

Many companies try to impose naming standards, but without a way to enforce or automate these standards, all it takes is one person choosing to name a document in a way that makes sense to them, and an important file could be irretrievable. When more than one department or branch is involved, or new businesses are acquired, chaos can ensue!

An A&E focused document management system will auto-generate number sequences, include fixed width text place holders for user entered text, predefined data from drop down lists, user entered free texts, and delimiters. In addition, file names would not be the only way to search for files…using metadata either manually tagged to the document or found within it, would be a key part of your file storing and searchability. 

Where Are Your Critical Communication Documents?

Are your firms’ critical communications being housed in email boxes and scattered throughout your organization? What happens when someone is out of the office, or leaves the company? Do you or your staff spend hours trying to locate that critical communication?

A document management system allows you to save emails from Outlook to your projects, contacts and organizations, including version controls, with very few steps. It also saves just one copy of an email and eliminates duplicates to reduce storage and communication that must be sorted through and searched. These emails would then be stored centrally and permanently for audit and legal purposes, essentially preventing them from ever being deleted or lost, especially if a team member leaves the practice.

Why an A&E Document Management System?

A great document management system will provide documentation that is:

• Accurate, current, and trusted
• Easily found, even without knowing specific identifying information
• Under control, using predetermined workflows
• Easily communicated
• Fully audited for changes

If users can bypass procedures to access and change files without proper auditing, you aren’t truly managing your documents. Document management software uses database tables to store both data and files and ensure compliance.

Document management systems cut costs. The time needed to locate a document using easy searches and metadata should drop to seconds. No walking, telephoning or emailing is required - just a connected computer. Errors from using incorrect documentation virtually disappear. Only the latest, approved and published versions are used.

Time spent manually moving files and attaching to emails is eliminated with file sharing. Instead, documents are displayed to the user as soon as they are found. Audit reports can be automatically generated. Knowledge recorded in markup is stored in the system, visible to all who need to know, and your staff are more productive when they know information is reliable.

Calculating the Costs of Disorganized Documentation…Are You Scared to Know the Truth?

Do you know how much time your staff spends naming, organizing, and then trying to find documents? Are you, like many, scared to really find out?

• How much time is spent by users looking for drawings or other documentation?
• How much time your staff spends helping others find what they need?
• How much downtime is also a consequence of these delays?
• How many occasions production has been lost and/or re-working was required due to use of incorrect or outdated documentation?

Multiply these hours by burdened rates and estimate the costs of incidents caused by inaccurate data to extrapolate a typical yearly cost. It appears to be very expensive. Without a good document management system in place, these situations put a true financial strain on your firm.

Are You Ready for a Document Management System?

Using a proper document management system will not only save time, which we know equates to money, but will also prevent the unnecessary headaches of having to constantly forage through numerous files trying to find needed documents. We all know that the A&E industry is a unique and specialized industry which requires organization for project management. It doesn’t need to be so challenging to manage your documents.

The long-awaited 38^th annual Deltek A/E Clarity report is now available! For those of you who are unaware, each year Deltek performs a detailed Architecture & Engineering Industry study. It is the lengthiest and most thorough study in the industry. Using the A/E Clarity report results, Deltek is able to offer firms unique insights into the AEC industry.

More than 550 firms across the United States and Canada participated in this year’s study. About 25% of participants were from architecture firms, nearly 60% from engineering firms, and the final 15% represented all others. The size of participating firms ranged from small firms with 0-50 employees to large firms with 251 employees or more.

Key Findings in the 38^th Annual Deltek A/E Clarity Report 

The Deltek A/E Clarity report is full of data that allows you to compare your company’s statistics to others in the industry. Information included in the report is comprised of data collected from 2016. Here is a quick preview of some of the statistics you might find interesting:

Financial Management

• Overall, firms’ financial metrics were flat to slightly up
• Operating Profit on Net Revenue at 13%
• Utilization at 60%
• Overhead Rate is down 154%

Business Development

• Firms putting a greater focus on client relationships
• Nearly 6 in 10 firms cite finding time to nurture client relationships among top challenges
• Win Rate dropped 4.8% this year to 40.2%
• Net revenue growth forecast bumped up to 5.3% this year

Project Management

• Firms investing more in project managers
• 73% of projects are currently on or under budget, up from last year
• Firms with very mature project management tripled to 19%, up from just 6% last year
• Top 3 PM KPIs tracked – profitability (95%), average collection period (81%) and multipliers (69%)

Talent Management

• Firms are reevaluating HR technologies to streamline workflows and automate processes
• Staff growth increased to 6.9% this year
• Employee turnover is down 2.3%
• Nearly 8 in 10 firms ranked talent acquisition in top 3 most expensive HR processes

Future Outlook from the 38^th Annual Deltek A/E Clarity Report

Although this year’s report shows that firms continue to remain solid financially, they must continue to focus on project management procedures so that projects are kept on time and on budget while meeting the expectations of their clients. With business development, firms must be constantly looking ahead at where their next projects will come from, what they look like, and how they will be achieved. Additionally, firms must continue to advance their efforts in talent management to find, hire and retain the best of the best.

Benchmark Your Firm with the Deltek A/E Clarity Report 

Using the A/E Clarity Report results, you can now compare your firm’s data, not only to your firm’s previous year, but also to the data of hundreds of other firms in the same field. This report offers significant insights to help you visualize where your firm is today and assist you in developing goals and a plan for the future. For an in-depth view of everything included in the Deltek A/E Clarity report, download your copy today. 

Although it is easy to accept the status quo, there is always room for improvement. Once improvements are made, it is hard to believe that we operated the way we did before. So there it is, the continuous cycle of breaking the status quo to improve our firm processes which ultimately ensures future success. As Deltek Vision users, we should focus on initiatives which enhance our Vision systems and allow us to remain efficient and effective in business.

Opportunities for Improvement with Deltek Vision 

Here are ten initiatives we recommend for your firm:

1. Learn and Train on iAccess, the Future of Vision: This simple to use interface can be used from any device or browser with an internet connection.
2. Incorporate FASB Changes: Firms need to understand how this measure requirement relates to them and how to configure Deltek Vision appropriately to accommodate it. 

3. Identify KPI & Executive Reports: The Deltek Vision Performance Management (VPM) module provides visibility into your firm’s performance and identifies metrics that help ensure success. 
4. Reevaluate the Organizational Breakdown & Work Breakdown Structure: The way firms operate changes over time, especially since their first implementation of the Vision system, resulting in inefficiencies in operations. 

5. Mergers & Acquisition Strategy: Many factors come into play when considering a merger or acquisition and effective data integration is vital to a favorable outcome.  

6. Connect Best of Breed Solutions: With a simple click of a button, firms can securely use Vision to connect other critical business systems. 

7. Focus on Client Retention: Firms can easily manage their client relationships by connecting the Client Feedback Tool with Deltek Vision. 

9. Manage Resources & Plan: Project-based firms benefit from an easy to use solutions that integrate project management data with the accounting solution. 
10. Improve Talent Acquisition & Employee Performance Process: HR professionals need a way to overcome the challenges of acquiring and maintaining talent.

10. Refine Archival & Document Management Process: Deltek Project Information Management (PIM) integrated with Deltek Vision breaks down data barriers for complete project, financial and information management needs. 

Do More with Deltek Vision

Don’t be satisfied with just the status quo. Use these ten initiatives to get more out of Deltek Vision. Putting them into place will make your firm processes better and allow you to be more effective and efficient in business. Break the cycle and start improving your Deltek Vision system now.

So many people have suggested that I write a book about my travel experiences. After all, I average about 125,000 domestic miles each year and truly believe that, if I decorated my home with cheap hotel art and bolted down my television, my “layover” in Bakersfield, CA would be quite comfortable. Not to mention the miles and miles of test driving countless models of white cars you see in most hotel parking lots. Seriously though, I do love my job, and because it does require me to travel a lot, I have learned much and will now pass some tips on to you.

Complaining Gets You Nowhere 

I always try to remember to say “please” and “thank you” while mostly keeping my composure when the inevitable stressful situation arises. Gate agents, flight attendants and front desk clerks are simply messengers often delivering news that no one wants to hear. As a result, I make an effort to: 

• Collect a business card of a manager to let him know how wonderful his team was and how well they handled even the most frustrating of situations
• Send a note to corporate acknowledging the people that delivered great customer service 

These gestures usually ensure even better real-time service. In addition, knowing the management team at the properties you frequent establishes a good rapport and allows for them to proactively prepare for your next arrival being already aware of your preferences. 

Indirect Routes May Be More Direct 

I always consider different airports and frequently know the routes better than the airline representatives. Selecting an alternate airport can often be both cost and time saving provided you don’t mind a road trip. Also, choosing to drive between two clients within 250-300 miles is a good option which gives you the opportunity to stop and see new places. 

If you find yourself with an early flight on your return trip home, staying at an airport hotel is not only convenient but can be a cost savings. You can go ahead and turn in your rental car early and use a complimentary hotel shuttle. Most rental car companies will also drive you to your hotel if you just ask. 

Make Sure to Get Reimbursed for Expenses 

I have used many different expense report tools over the years beginning with the failsafe Excel and remember the days of sending my receipts via FedEx. Fortunately, I now use Concur Expense which is integrated into the Full Sail Partners’ Vision database using the Blackbox Connector. Concur makes filing expenses easy and streamlined. Using only my smart phone, I can take a picture, upload to Concur and complete my line item in seconds. 

Enjoy Your Travels! 

I hope that these tips will make your business travel a pleasure. I do strongly suggest you monitor your rewards programs to ensure you always receive what is due. Got to go, doors are closing, and it’s time for me to fly. 

There has been an uptick in interest recently from C-Level financial leaders to become more involved with the CRM functions within Vision. You may ask yourself why this new trend is occurring since the CRM module of Vision is for marketing and business development functions. The reason must surely be based on an informational need so that actionable decisions can be made.

CRM Information for Financial Leaders 

CRM databases are full of information to help the marketing and business development team drive new business. So, what information can provide financial leaders the insight they need to make better decisions?  

1. The Life Cycle of Projects – More often than not, a project is born during the opportunity stage. More specifically, the opportunity can trigger a promotional project and/or a resource plan. As a result, there are financial considerations that must be taken into account: 

• The numbering of both the promo project and the plan
• Determining when the pursuit trigger will need to include resources in the staffing heat map
• Figuring out the rate tables and a multiplier that are going to be used in the plan 

2. Pipeline and Backlog – A conversation that often occurs between a CFO and director of business development is about the movement of future revenue from the pipeline to soft backlog to hard backlog. This can result in some level of double counting and is especially prevalent in task ordering agreements or infinite deliver/infinite quantity (IDIQ’s). C-Level financial people need to be involved in the definition stage of how future revenue is separated and quantified.
3. Cost of Winning and Losing Work – Opportunities afford us the ability to track hit rates. These are metrics showing win/loss ratios and can be filtered by unique attributes that are meaningful to your organization. One suggested attribute to track separately is sole source versus competitive wins. From this metric, financial managers can begin to quantify and measure the effort that goes into these wins and losses. However, this requires creating a promo project once the decision is made to bid on an opportunity.
4. Utilization – Having the fluidity to evaluate time spent on a proposal is a value add. Moreover, C-Level financial types are also aware of utilization. By moving time from a promo project to a regular type project, the time moves from non-productive to productive. When we use Vision functionality to isolate proposal time on utilization reports, it provides insight into why employees are not being productive. 

Sharing Information Firm Wide

It’s always best practice to share important firm data with key individuals from all teams, but those people should also be able to find the information on their own. Like this new trend for financial leaders to learn more about using the CRM module in Vision, marketing and business development people also need to know how to access information from the financial side of Vision. Most importantly, everyone should be involved in the implementation of all Vision modules to ensure the initial setup, data structure and reports are valuable to the firm.

It seems like every time you turn on the news, there appears to be a new emergency. It might be a man-made disaster like the recent I-85 bridge collapse in Atlanta or a natural one like a Snowmageddon event or a devastating wildfire. The concern of lost work time due to an emergency is a reality, especially if employers expect all employee work to be done on site at the office. In order to decrease downtime and loss of productivity due to such emergencies, firms should provide flexible work options for their employees.

Getting virtual is a necessity and it is becoming a common occurrence. According to statistics from Global Workplace Analytics, the telecommuting workforce has increased by about 102% from 2005 to 2014. How your firm gets virtual first requires the employer to evaluate the specific needs of the employees and identify what would be best for the employees and the firm.

Let’s Get Virtual

The ideal situation would allow employees to work from anywhere, anytime which requires virtualization. There are different options available to get virtual depending on your firm’s desires. At a minimum, a plan should be in place for unforeseen circumstances that keep employees from getting to the office.

Let’s take a look at some solutions that would help professional services firms:

Desktop and Application Virtualization

A desktop solution like Desktops2Go is a perfect option. Using any internet connected device, such as a tablet or smartphone, you can access your virtual desktop from home or another location. Work files and resources are housed remotely in the cloud, so there is no need to be physically in the office to get your work done. Whatever your job may be, from accounting professionals to project managers, all company information and software such as Vision or AutoCAD would be accessible in this cloud solution. 

Additionally, this cloud solution has the benefit of allowing you to switch between devices and pick right back up where you left off. In case one device fails or is stolen, you could continue working without missing a beat. Since none of the company information is stored locally, you don’t ever have to worry about losing control of company collateral.

Virtual Private Network

If you don’t want to be completely in the cloud, you could take advantage of Virtual Private Networks (VPN). This solution allows you to connect your company issued laptop directly to the company network and work virtually that way. While you will feel like you are at the office, you can work from any location with internet access. The only downsides of this option are:

• IT department approval and configuration are required
• It may not work from every remote network an end user is connected to, such as a hotel, café or airport
• Additional training and user actions are needed to get connected and can be difficult to troubleshoot 

Remote Control Software

Another good option to get virtual is to use remote control software such as GoToMyPC to access a company workstation from anywhere. This solution does not require a company issued laptop. Instead, any IT department approved device can be used to work remotely with internet access. The drawbacks are:

• It requires additional software and training for remote access which can be expensive
• IT security policies may preclude this option

Web-enabled Products like Deltek Vision, Deltek PIM and Microsoft Office 365

Finally, and specifically for Deltek and Microsoft users, you can take advantage of web-enabled Deltek Vision, Deltek Project Information Management (PIM) and Microsoft Office 365. With these products, you can access Vision and all company information such as company files, emails and Microsoft Office from anywhere. However, remote access to Vision and PIM do require IT involvement and approval to configure for remote access.

Full Sail Partners Can Help You Get Virtual

Full Sail Partners can assist you with any of the solutions you feel will fit your firm’s needs. We look forward to helping you get virtual so you will never have to get stuck again in any emergency. Click here to request more information! 

A KPI, or Key Performance Indicator, is a measurable value that demonstrates how effectively a company is achieving crucial business objectives. Organizations should use KPIs to evaluate their success at reaching targeted goals. Simply stated, KPIs provide your firm with metrics that compare budgeted amounts to the actual values. KPIs are no longer just for accounting and finance as they now reach deeper into a firm’s operational side examining marketing, business development and project management.

KPIs vs Traditional Reporting Methods 

Let’s take a look at how firms benefit from KPIs and how KPIs differ from standard reporting. A common reporting technique is to compare current profit & loss results to the same period the previous year, or to compare year to date then versus year to date for the current year. Budget data for one or both comparisons can be incorporated. Now, what if we graphed this information and included a desired growth line? We will then have a visual of actual performance in relation to a chosen measurement. This measurement will inherently become an indication of whether we are achieving our goals, and would allow us to be proactive in correcting potential challenges. 

Using KPIs to Measure Success 

As mentioned earlier, KPIs are not just a tool for the finance team. For example, a chief operating officer may not relate well to traditional financial statements and focusing on project related metrics would be more to his liking. These indicators can be project specific, relate to a grouping of projects, or be sliced and diced based on the organizational breakdown structure (OBS) or work breakdown structure (WBS). Click here to learn more about OBS and WBS.

In another scenario, a chief strategy officer believes there is a benefit from evaluating trending data regarding hit rates filtered by a predetermined criterion. However, we must keep in mind that unless a benchmark or some other distinguished metric is established, this may not result in a clear and meaningful measurement. 

Here are two examples of KPIs that have proven to be successful: 

1. Cost and Schedule Variance – Using Deltek Vision reporting, actual project cost performance index (CPI) and schedule performance index (SPI) is calculated and compared to an acceptable mean-variance.
2. Estimate at Completion (EAC) Analysis – This can be as simple as a two-column report showing EAC in comparison to the contract value. The criteria can also be set by contract type to “flag” anomalies that need to be further investigated. 

The Bottom-line on KPIs 

KPIs can be used company wide. C-level executives can look across client and project types and evaluate revenue multipliers or collections success. These same evaluations can be done at all levels across your enterprise from managers that are accountable for sections of your organization down to individual project managers driving the lowest levels of WBS. What is required is a benchmark, a budget or a goal. Whether top down or bottom up, the view into why businesses perform the way they do will kept top of mind.

So, how does your firm measure success across the enterprise? Is it profit centers, projects, employees or pursuits? Every firm is unique and can’t just use “off the shelf” KPIs. It all begins with a discussion of what you need to drive your firm to the finish line. Once decided, designing the reports and data is easy.

You are having a great year, business is steadily growing and employees are happy. With continuing growth in mind, you acknowledge that to meet future workload needs, your firm should contemplate acquiring a similar firm. Therefore, it becomes time to think about Mergers & Acquisitions (M&A).

At the outset of the merger and acquisition process, you should address some important questions such as; will you be in need of a multi-company database and will the new acquisition require an integration as well as a new profit center?

If you leave these questions and others unanswered, it can affect the success of the M&A. The process may fall short of expectations leaving you wondering why you bought the firm in the first place. You must ensure that this doesn’t happen by focusing on the critical details and making the deal a success.

Why are Mergers and Acquisitions happening?

In 2015, M&A hit an all-time high in the A&E market, and it was predicted that the M&A rate would remain strong through 2016. According to Deloitte, “While 2016 may have started out at a tepid rate, October 2016 became the busiest month ever for domestic M&A with its unprecedented wave of transactions.”

In 2016, companies were motivated by low interest rates, resilient stock prices, solid employment and an abundance of cash. Additionally, a survey by KPMG found that companies wanting to solidify their position in their markets was the number one reason for deciding to buy another firm. So what were the results of the deals?

According to a survey done by Deloitte, most respondents said some of their 2015 and 2016 deals fell short of expectations. A key takeaway from this survey is that integration planning and due diligence ranked high on the list as areas of crucial importance in making successful deals. 

Even though not all deals performed as expected, companies are still excited. The M&A outlook is positive for 2017 with 75% of survey respondents anticipating that deals would increase and 64% anticipating those deals would be bigger! More companies say they have increased cash levels and intend to use their cash to strike more deals. Furthermore, 73% of respondents said divestiture was a major focus of 2017. 

How much is enough Due Diligence?

All too often, the due diligence phase does not uncover accounting practice differences and true project costs. Primarily, participants focus on the backlog, client relationships and project revenue. However, client systems may only show a small picture into the project lifecycle and not provide insight into work in progress, write offs, overruns and true project gains or losses. If a company does not allow enough time for this phase before the deal is done, resources may feel pressured to present a positive picture of the purchase and may not have adequate time and resources to show the complete picture.

Even more, it’s not just the numbers that need to be in line. Firm culture can cause a deal to collapse. Employees may react with concern for their future and not view the new company’s goals and missions as being their own. As a result, they often feel they are the new kid on the block, even though they may have been with their current company for 25 years.

For example, a Boston firm, where people go to work in suits, buys a Texas firm, where employees wear jeans and hunt on their lunch hour. Obviously, these are opposite cultures, and this needs to be addressed during the due diligence process rather than during the employee welcome or two months after the purchase is finalized.

Most employees just want to know they will be paid the same pay, have the same benefits or better, and can easily complete their daily functions with little interruption. Are files and drawings easy to store, move and retrieve electronically? Is the office in the middle of the desert with no internet or cell service, and if so, how will timesheets be submitted on time? Is the technology team ready to meet that challenge? These basic questions are often key factors to employee dissatisfaction and are easy to overlook without proper due diligence.

Lining Up the Right Players for Integration Planning

So who should be involved in the M&A and at what point? You need to make sure you are including individuals that can be your champions. These significant players must understand both the current company’s mission and the new company’s mission. Armed with this knowledge, they will be critical in the planning, execution and support of the new joint company. Keep in mind that there will be a learning curve on both sides. Systems are new, processes are new, and policies are new. If you can make the transition transparent and seamless to all parties, you will enjoy a more effective integration.

Avoid an Underperforming Merger and Acquisition

Be prepared as you begin the M&A process and focus on the critical details. The deal will be successful if both due diligence and integration planning are handled effectively. Have your key players do the proper research and get answers to crucial questions. Doing so will ensure that the firm being acquired, or being merged with, will suit the culture of your firm and that there will be a seamless transition. 

As the leaves change from a cool green to the burning hues of fall, you can almost hear the annual groan that emanates from marketing and business development departments everywhere as we ponder next year’s budgets. We’re feverishly cramming numbers into spreadsheets, struggling to get that final hit rate report from the ERP system, and perhaps even consulting with a local palm reader, all with the goal of accurately predicting the future - next year’s sales!

Review Your Professional Services Sales Vocabulary

Many of us in the professional services industry don’t approach our sales vocabulary as clearly as we should – or worse, it’s just that “s” word that nobody wants to talk about. Let’s quickly review some common numbers:

1. New Backlog. The rest of the world usually calls this number sales. It generally answers the question about the measured period, such as, how much NEW billable work did we book/contract/sell? You might sell the project one year, but could deliver it over several years.
2. Earned Revenue. This number values the work we actually did in the measured period, and is recognized as such, whether we billed for it or not. Learn more about earned value in this article.
3. Billings. This number is the total of all the invoices your firm sent in the measured period. Again, depending on how you count the beans, this number may or may not match Earned Revenue.

It’s imperative that that we clarify exactly which thing we’re budgeting. Most professional services firms have a theoretical limit to what they can deliver, based on staff size and utilization. But is there a limit to how much new work you can sell? Hmm.  

Mix Your Sales Sauce

Here’s the point – these numbers all work together, but marketing and business development departments are usually focused on “New Backlog” when discussing sales. So, where does New Backlog come from? It comes from the strategic combination of two variables: Stuff you sell and Clients. Your job is to figure out the best mix of these combos to achieve the firm’s overall growth plans. Easy right?

Let’s have a brief look at the different ways we can combine our New Backlog variables.

Combo 1 - Sell the same stuff to existing clients

Unless you offer bread, milk or toilet paper, this combo can only take you so far. If you sell a corporate headquarters design project to ACME, Inc., when will they buy the next one? Large retail rollout programs and compliance-required assessments/surveys/reviews are good exceptions to this challenge. Watch out for “better, faster, cheaper” competitors led by well-dressed daredevils focused on Combo 4.

Combo 2 - Sell the same stuff to new clients

We should always analyze how to position our core offerings to new clients – in new markets or new geographies. Most of us claim about 80% of our New Backlog is repeat work, so that means 20% has to come from this combo and Combo 4. Leverage your highly experienced professionals who like to build new relationships.

Combo 3 - Sell new stuff to existing clients

Maybe ACME, Inc. doesn’t need a corporate headquarters designed this year, but really needs help with a facilities management system. Here’s a little secret: Your existing clients trust you and would prefer to buy new stuff from you rather than from someone they don’t know. Build internal partnerships between your key relationship managers and the technical leader(s) of the new stuff. Watch out for experienced competitors focusing heavily on Combo 2.

Combo 4 - Sell new stuff to new clients

Break out the phone books and line up the cold calls! OK, that may be excessive, but this is definitely the final frontier in selling professional services. You’re convincing people who don’t know your firm to buy stuff for which you don’t have a track record. Totally possible, but not for the faint-hearted. This combo often requires strategic hires or acquisitions, which might be the only way to beat the competition in the other combos. You could get crazy and buy a new suit, but your competition in Combo 1 knows you’re coming.

Serving over Selling in Professional Services Industry

While we can’t completely avoid the annual budgeting process, we can look at it differently. You’re in the business of professionally serving others. Instead of simply looking for more projects, more offices, or more technical credentials, why not look for the best ways your firm can serve more people next year, and get paid for the value you created? Use the combinations above as a framework and correlate the targets for each to your firm’s overall strategic plan and annual business plan. Tada! Now you’ve got a growth target that everyone can embrace. Happy budgeting, and more importantly, happy serving!