Full Sail Partners Blog | Professional Services (21)

Of all the metrics that professional services firms can track, two of the most important are utilization and realization.  These are different, but related ways of measuring employee productivity and profitability. Both can be measured with a high degree of accuracy — and made visible to management — using software.

A quick jargon review

Utilization measures the hours charged to a client’s project compared to the total available hours (usually 40 hours per week). For example, if an employees’ expected work week is 40 hours and the employee achieves 35 hours of client chargeable work then their utilization rate is 87.5%.

Utilization is not necessarily within an employee’s control: for example, an employee might be working on an important internal project that can’t be billed. Because of the many variables that affect utilization, the longer the period over which it’s tracked — say, over the course of a year — the more useful it is in evaluating performance against employee and company goals.

The second metric, realization, refers to the actual revenue based on employees’ hours charged and billed to clients compared to what they should have generated from their utilization achieved. It’s a measure of their profitability, and a metric that provides valuable insight into how well a company is able to translate hours worked on projects into revenue. In a perfect world utilization and realization will be equal, but this is rarely the case.  Realization can also help in compensation and promotion reviews, staffing decisions, project and unit pricing and assessing the health of the company itself.

The impact of measuring employee productivity and profitability can be enhanced further by a commitment to Earned Value Management (EVM), a project management technique for objectively measuring project performance and progress. Together, these techniques help a firm gain a clear, objective view of employee and project performance, identify where resources are over- and under-utilized, and optimize workforce utilization and profitability.

Software solutions

There are a number of software solutions for measuring employee productivity and profitability. Some focus specifically on project and resource management, while others provide these functions as part of larger, more integrated solutions. 

For example, Deltek Vision can provide a firm with comprehensive visibility into its organization, efficient oversight of its projects and people, and efficient automation of processes. Most significantly, it allows the firm to be proactive rather than reactive in addressing resource management issues, thus increasing the probability of project success. On a more tactical level, the product’s Employee Realization feature allows a user to track and report on realization values, compare utilization vs. realization, optimize staff utilization, minimize scheduling conflict, and substantially reduce the potential for missed milestones. 

Whatever approach an organization uses in measuring employee productivity and profitability, doing so requires a sustained effort and commitment on the part of management. Handled correctly, however, the payoff is immense: instant visibility into resource commitments across an entire organization, and granular awareness of who is available (and when) with the skills needed to satisfy projects’ technical requirements.

Project delivery is all about taking an idea from concept through to production. Firms want their projects completed in the fastest and most cost-efficient manner possible, all without sacrificing quality. Incorporating feedback into a firm’s process helps the team perform at their best, while the very act of asking for feedback shows clients proactive and professional care. To help jumpstart your client feedback process, we’ve listed the top 10 feedback techniques to facilitate project delivery. 

1. Make it Comfortable.

When requesting feedback make sure the process is comfortable to use for all parties. The more comfortable the process, the more likely both parties are to participate. A comfortable process means clients will not feel put on the spot and concerned about a confrontation. Focus questions on processes, not personalities, and offer a flexible answer scale to capture subtle nuances of perceptions. 

2. Create Actionable Results.
An effective feedback technique requires data to enable follow-up. Be sure you are asking questions that allow you to retrieve measurable, actionable data. If the questions are too vague or too open ended, you won’t have the information that you need to take action.  

3. Process Focused.

The questions asked should be about process rather than people or products. We aren’t looking to find out how well the client “liked” us, but rather where our process is working great and where it might need some improvement.  

4. Go Beyond Satisfaction.

Ask your clients questions focused on their expectations, instead of their satisfaction, because satisfaction is the expected norm. The client’s perception of how you performed compared to their expectations is the key to knowing where to improve your project delivery process. Additionally, you’ll find 500% more exceptionally positive feedback than you will challenging feedback – and we all love to discover good news. 

5. Reduce Liability.

When asking for feedback, focus on questions that can reduce liability and encourage positive outcomes. Just by asking for feedback throughout a project, you are creating a record of the service perceptions all along the way, reducing the chance of a lawsuit and increasing your ability to meet their needs. Feedback helps keep you and your client aligned on a common goal - a successful project outcome. 

6. Don’t Wait.

Collect feedback throughout the project, not just at the end - when it’s too late to improve that project. Response rates are highest when the client senses his feedback might improve the project outcome. Once the project is over, the incentive to respond is gone. 

7. Make it Trackable.

Tracking feedback responses isn’t complicated, but making sure everyone on your team gets the feedback they need, reviews it, and takes appropriate action can be much more challenging. Deploy good tools to capture who is asking for feedback, who’s responding, and who takes what action on each critical response. 

8. Use Instant Alerts.

Collect feedback in a way that you can be instantly alerted to new feedback and drive real-time follow-up.  A good system will establish score thresholds that indicate, in real-time, when follow-up is required for exceptional circumstances. Make sure the right people are alerted so nothing falls through the cracks. 

9. Keep the Client First.

Structure your feedback techniques so that it is quick and easy for the client to give you feedback. Don’t waste their time with long surveys or questions with answers that only matter to you.  Response rates are higher with multiple short surveys over a period of time, than with one or two long surveys sent less frequently. 

10. Follow up.

Don’t neglect the follow up! A survey should always start a conversation, not replace one. Typically, follow-up is simply a personal acknowledgement that you saw and read the response. However, if any special situations were noted (either in scores or comments) be sure you open a dialogue to show how the feedback will change the process and project going forward. 

Each of these feedback techniques focus on a deliberate approach to your feedback collection efforts. Set your goals to collect actionable feedback in way that is easy for the client. Make understanding the results and following up easy for you too. See feedback as the opportunity that it is to improve your process, reduce your liability and become your client’s expert.

Interested in learning more about how you can start collecting client feedback?

Every professional services firm works to distinguish itself by the creativity, effectiveness and execution of its services. But more often than not, the reality is that these firms tend to succeed or fail based on how effectively they overcome the most common resource management problems.  

1. Missed project deliverables and deadlines — Getting the work done on time sounds simple, but it’s not. It’s a complex balancing act involving creativity, quality control, resource management and much more. If you don’t have sound processes in place, all the best thinking in the world won’t mean a thing.
2. Ineffective documentation on billable hours — What creative person wants to hear that their success might rely in part on basic accounting skills? For professional services firms, effectively managing billable hours is one of the biggest factors in profitability, and thus, lasting success.
3. Lack of project resource visibility — A firm’s management needs to be able to quickly understand what projects are underway for which clients. Essentials include progress on milestones, technical issues and how, when and where resources have been allocated.
4. Assigning the wrong people to teams — Each project requires a team with the right insights, talents and other qualities. As Deltek’s Bob Stalilonis observes, “In an industry where the workforce is one of its greatest assets, staffing processes can be either a boost to profitability or a thorn in the side.”
5. Accounting and project management disconnect — Using several different tracking systems for key financial and project data can waste time, cause frustration, and increase the likelihood of data-related errors. Also, managers are less able to quickly respond to cost, scheduling or resource issues.
6. Inefficient cash forecasting — Some firms are good at this, and others, not so much. It’s a complicated discipline (involving such areas as accounts payable and receivable, taxes, regulatory compliance and more), and without resource allocation to a timeline, there’s no way to forecast cash from projects.
7. One-off spreadsheets and workarounds — Not all solutions are created equal or, for that matter, shared equally with the right people. Too often, spreadsheets and other workarounds exist in silos across a firm, leading to duplicated efforts, incomplete solutions, missed opportunities and unprofitable projects.
8. Under-informed decision-making — Resource management problems always involve information in one form or another. Whether the information regards projects, teams, or human and other resources, it adds up to a large dataset that management must have at their fingertips before making any big decisions.
9. Failure to meet financial reporting standards — Depending on their market, professional services firms often need to comply with various EVM (Earned Value Management) reporting regulations. It may not be rocket science, but failing to ensure metric reporting compliance can result in firms not getting reimbursed on contracts.
10. Missed opportunities in business capture — Organizing and managing the work of business development teams is a complex, high-stakes process. Firms that find an effective way to do so tend to not only optimize their ROI and profitability, but also ensure just-in-time hiring or business development.

Of course, this list is really just a starting point — and depending on your firm, there are probably some resource management problems that may not belong in the top ten, or others that should appear right at the top of list. 

But whatever the core problems you face, and whether you manage them with in-house staff using ERP software and other solutions, or outsource them altogether, they must be addressed. Nothing can sink a firm deeper, or faster, than failing to properly handle these basic resource management problems. 

In keeping up with CRM related forums, someone asked about the best approach to handling and maintaining their CRM system.  It started to make me think about the value of what is communicated in these forums and how much people trust advice from others they believe to be their peers. It made me wonder why people instantly trust others that may or may not have all of the background information that top consulting firms discover when providing their services.  

In this situation, I observed people giving advice as opposed to just sharing experiences.  I found it curious that contributors to the forum assumed many of the variables the person inquiring had not provided and further, the person making the inquiry hoped to find solutions without providing any background or specifics.  

No two companies are alike. Sure there are similarities, but my experience in consulting has led me to believe that if you want a true solution to your issue, you have to take the time to identify the “who”, “what”, “where”, “when”, “why”, and “how” (wwwwwh) questions and the most important question, “What do you need?”.  As the forum conversation continued the inquirer thanked people for their input, but soon added more information as the responses were not really the direction they were looking for.  This occurred to me to somewhat frustrate many of the individuals that had already offered their “advice”.  One such comment was “well if you had told me that when you asked the question.” 

So What Happened?

When we ask a question, individuals drive off of their experience and what worked for them. However, they don’t necessarily provide context of why that worked for them and include those specific reasons. This poses a huge problem to the answers they receive. Many people go directly to wanting a solution without having any true understanding of the context of their question. When the basic “wwwww” are not qualified, the inquirer runs the risk of not addressing their true needs. Even some of the top consulting firms tend to take the same approach with their clients.  In fact earlier in my career I used the phrase, “when I was in industry, what worked for us was…”. 

So why do individuals seek a solution in these forums before building context and clearly defining what they need?  Here are a few thoughts I had on why this may occur:

1)     We seek good ideas from others in the same industry

2)     We crave solutions with little challenge

3)     We need immediate answers

4)     We love FREE advice!

Just like the advice provided by contributors in a forum, consultants sometimes fall into this pitfall of providing quick advice. In order to not challenge a client, consultants may diminish the level of anxiety to both their client and themselves by giving “a solution”.  As a consultant, ready-made solutions give a sense of accomplishment.  But sometimes that solution is short-term because the question asked is out of context of the bigger issue.  Because the question was asked in a vacuum (forum), there is little room for further qualifying discovery. 

Inquiring about what others in industry are doing and or have done allows one to know others experiences.  From this may come ideas that generate further inquiry, but the inquirer should look to put this further inquiry in context of their “wwwww” questions.  The key here is to be able to have these “wwwww” questions already established and to quickly hear the advice against what you already know.  The same preparation should be part of ones working relationship with the consultant. The difference is, one can dynamically interact with a consultant and establish the context.

So an important distinction the next time one works with a consultant: if the consultant is not looking to build the context of your issue, they likely are going to only provide short-term solutions that do not fit well in the long run with your company’s needs. 

Do you have any stories to share about a consultant that applied the “wwwwwh” principals that allowed you to develop a true solution and avoid thinking short-term? Share in our comments section below. 

Every firm is looking for ways to improve workplace efficiency.  Why?  Because the results are happier employees, improved bottom line, and a streamlined work environment.  There are a number of ways to achieve this goal, but what are the top ways to increase business productivity?  Let’s take a look at 5 ways to improve workplace efficiency:

1. Visibility
   Has your firm ever been guilty of making a sales call to the same client as someone else at your firm during the same week or even worse, submitting on the same proposal? When a client calls, do you know within a couple of minutes who the last person was that worked on the job or talked to them, and if there are any previous issues that are unresolved? In order to make quick, informed decisions and have the right information at the right time, it’s important to have real-time access and accurate visibility. Firms with the ability to instantly understand over and underutilization of resources by project and employee are able to quickly re-assign resources to increase productivity. Many firms utilize an ERP system to gain a global view of their company.
   
   
2. Repeatable Process
   Another inefficiency we find are firms that don’t think about developing processes that are repeatable. Firms that take the time to think through processes, document them, and test against them avoid recreating processes and errors each time they are carried out.
   
   Two examples are the execution of a project and hiring a new employee. Both of these should have repeatable processes that everyone knows within your company. What happens when you miss an important step in either of these examples?  You lose money. By not executing the steps outlined during a project, you run the risk of overrun and a project that fails. By not following a hiring process, you run the risk of not having the same standards of candidates throughout the company, which could result in the wrong hire.
   
   
3. Measuring the Right Statistics
   I had an old co-worker that used to create as many activities in the system as they could because that is what was important to their boss. The philosophy was more calls, emails, activities resulted in more sales and opportunities. The problem with this was there were two important factors left out: the quality of the activities and the results of those efforts.  In order to affect results, you have to choose the right statistics then track the results.  Establishing the right measurable goals and expectations help employees understand the value they bring to the company. When setting up metrics for employees remember to:
• Establish goals for the company
• Work with each employee to identify how they will contribute to the success of the firm and gain agreement on those goals
• Measure them at set time periods
  
  
4. Manage Customer Expectations
   Managing customer expectations impacts your long-term relationship with a client. When your customers are happy, your firm spends less time performing tasks that could have been avoided to get the client or project back on track. However, managing those expectations can be difficult to do throughout the project delivery. One way to manage customer expectation is to check-in with the client at multiple times throughout the project. Period check-ins provide your team with the time needed to make adjustments if something is not meeting the client’s expectations. Additionally, handling a small issue is much easier then handling a client that unloads their bottled up frustrations all at once.
   
   
5. Develop Engaged Employees
   Did you know that a recent Gallup poll revealed that disengaged employees – least productive employees -- cost the US economy $370 billion every year?  In the review, three types of employees were identified: Engaged, Not Engaged, and Disengaged.  Engaged employees innovate and use their talents to build the company, while disengaged employees tear down the infrastructure by questioning and disagreeing with anything and everything.  Another set of employees are those that are not engaged. They sit back and avoid committing themselves.  It went on to show that of the US workforce, 29% is actively engaged, 55% is not engaged, and 16% is disengaged. So in essence only a third of your firm is operating at their full capacity.
   
   Each employee has different needs or desires. At times, money is important to employees. However, many employees find other things much more important in a firm: flexible work hours, recognition of talent, or an outlined career path. Ultimately firms should establish an open communication with employees and establish trust. Lack of transparency and understanding of the big picture and goals of the company leave employees wondering and concerned about the future.

The key to improve workplace efficiency is to constantly evaluate, adjust, and improve. What are your thoughts? Do you think your firm could benefit from these 5 steps? Try them and see if your overall efficiency impacts productivity and profitability.

Significant investment is required to purchase an ERP software package and so it’s important that firms go into the purchase with eyes wide-open. Many studies have been done on why an ERP system implementation fails, so what should your company know before purchasing an ERP system?  Through our own success and failures, we’d like to share with you eight (8) key areas that impact an ERP system implementation: 

1. Executive Support – In order to get buy-in from employees on the importance of using any system or adopting any process you implement, you first MUST have executive support.  Your firm is investing a lot of time and money into this decision.  The message must come from the top.  If the executives of your firm don’t see the importance, then others will probably feel the same way.  As with any new process or change, it’s important to demonstrate a ROI and the key areas that will be improved within your company.   
2. Establish Goals/Objectives – Make a list of the items that need to be improved within your company.  With that list, apply Pareto’s 80/20 rule to your business.  Focus on the 20% that matters and the other 80% of issues will fall into place.  What information do you need to grow your company?  What processes do you need in place to make things better, faster, and easier?  Be specific.  These goals should drive the functionality of your solution.  
3. Invest in Training – A vital part, commonly overlooked in an implementation, is training.  Training enables and empowers your users.  Taking the “they’ll figure it out” approach is a quick way to discourage users from using the system.  Learning from experts on how to do it quicker, more efficiently, and correctly from the beginning can keep you from feeling you’ve wasted money on a system. The system doesn’t run the process; people do!  The system will only be as good as the information put into it so make sure to support the people within your firm that will help keep the process running smoothly.
4. Choose a Champion – You’ve heard the saying about too many cooks in the kitchen, right?  Designate a consensus-building champion for the implementation.  We recommend identifying three main roles with distinct purposes: Project Coordinator (PC), Executive Sponsor (ES) and Application Administrator (AA).  The PC is involved with every phase of your firm’s implementation. This role will be involved with making key decisions and consider the global impacts of those decisions.  They are also responsible for the schedule, progress, and team communication.  The AA is an individual that develops a thorough understanding of the application throughout the implementation process, later performing the ongoing day-to-day administration, and leads the internal training effort. The ES is responsible for securing commitment from executive management, department/office management, accounting, marketing and project management and should be an individual within senior management.  They are to stay in contact with the PC and consultant to convey any expectations or concerns.
5. Think About the Future – Make sure all areas of your company are talking to one another. Consider your growth plans, customer communications needs, and internal knowledge sharing.  Integration and streamlining processes impact profitability and obtaining/maintaining clients.  Most firms think about the finance side first; an essential part of any business since they handle the money. However, what about the side that brings in those customers or work with them on a day-to-day basis?  Is finance sharing information with them?  Integration can help breakdown the silos and build true customer interaction.  Keep in mind you don’t have to do everything at once, but make sure you think about the next steps.
6. Gain Consensus from End Users – Gaining consensus within the company requires work upfront during the planning process.  Consider the needs of end users and how the process will impact all areas of the company.  Check back with them periodically to demonstrate solution designs to confirm you aren’t missing anything.
7. Demonstrate Key Wins – Identify quick wins that can demonstrate progress with the system and track your results.  The goals established at the beginning should be checked periodically to ensure you are making progress.
8. Take a Phased Approach – By taking a phased approach, the Project Coordinator isn’t burdened thinking about everything all at once.  Remember, this is a job upon a job.  On top of doing their daily duties, the implementation team is taking on a project that requires significant time and dedication.  In addition to spreading out the implementation, training should be incremental. This keeps employees from experiencing information overload.   

A successful ERP system implementation require a collaborative effort amongst your firm’s implementation team. Empower your employees and establish a good relationship with your consultant. Overall, strive to constantly evolve and improve your company in order to ensure you are ready for tomorrow’s challenges. 

Did any of these steps ring a bell during your past implementation? Do you have any suggestions to share? 

Be sure to check out other articles written by Sarah Gonnella. 

Collaboration.  One of those buzz words that marketers and business executives so often love to use.  Project teams often claim that the internet has provided them with new level of collaboration that was unparalleled in previous generations.  This is true.  However, if your primary means of collaboration is email, then you are not experiencing the level of collaboration that this generation is enjoying.

I would like to review some tools that make the collaboration process easier.  Before we begin, let’s start with defining the subject at hand:

Collaborate (verb):  To work jointly with others or together especially in an intellectual endeavor

Essentially, collaboration is the process of teaming with others to achieve a common objective.  Over the past few decades there has been a strong emphasis placed on teamwork in the work place.  While the majority of the 1900’s boasted a work mentality of me first, the 2000’s have been defined by companies like Facebook and Google that promote a team first environment.  Most people are familiar with the acronym TEAM: Together Everyone Achieves More. 

Most business is now done in a virtual environment.  The United States has over 78% of its population plugged in on-line.  Unfortunately, many people struggle with the social awkwardness of the internet:  Email is a great source of communicating an idea, but a terrible medium for conveying emotion or tone.  What can be meant as a friendly reminder, can be interpreted as harsh criticism.

To avoid some of the communication pitfalls of the traditional internet, I have recently started using a tool called ‘Kona’.  Kona is a free communication and collaboration tool from Deltek that helps teams get connected, get organized, and get things done together.

I have been able to use Kona to help better plan projects.  Kona gives me the ability to work with my project team in a seamless cloud environment.  With a project team based out of multiple locations, Kona gives us the ability to interact with each other in a way never done before on the internet. 

We all juggle multiple tasks in our professional and personal lives.  Kona recognizes this by giving the end user as ‘spaces’ to work in.  Perhaps you coach your sons baseball team, have three projects due at work next month, and also are in the process of building a man cave.  No problem!  With Kona, simply set up a ‘work space’ for each of these responsibilities, and start knocking off project tasks.

For the purpose of this blog, I have identified a few of my favorite features of Kona:

1. A smart calendar!  The calendar on Kona is by far one of the best collaboration tools out there.  Gone are the days of forgetful project staff leaving an important event off of their calendars.  Through the use of smart scheduling, the Kona system allows members of the project team to assign and schedule tasks to other group members.  Not only can you add locations, attendees, files, and notes to a calendar item, but you are also able to have a ‘smart’ conversation…
   
   
2. The conversations module on Kona is my favorite internet based tool that I have found since I discovered Google Docs.  Kona allows users to hold separate conversations on each task of the project.  Notice that an important detail was left off of the calendar for tomorrow’s meeting?  No need to open up your email to contact the event host, simply update the event, and you are free to comment on the conversation to let others know of the change.  This condensing of communication in to one multi-faceted medium allows for a clear and effective message, enabling project staff to focus on completing the project, and not talking about it.
   
   
3. The files module.  How many times have you emailed someone a file, only to be told later that they never received it?  Many people cannot receive emails larger than 2mb – a data size that is nothing in today’s media rich web.  While programs like Outlook have made it easier to manage attachments, email was create in the late 80’s and was never intended to be a storage database for large, detailed files. 
   
   Kona’s file system allows users to avoid many of the pitfalls of modern day data sharing.  Not only can users store large data files, organized by file type, but also share important website links.  This simple, easy to use file sharing system allows project teams to organize all of their project data in one location.  By sharing your data in the cloud environment, not only do you create an easier to use file sharing system, but you also protect your data by storing it in an offsite location.  Additionally, you will please your IT manager by reducing the number of multiple copies of the same file throughout your network system.

Please note:  Kona offers 1GB of space with all accounts.  While this is a decent chunk of free space, it is not meant to be the end-all-be-all storage area for your files.  Simply, it is meant to be a means for sharing information quickly in a cloud environment.  I encourage you to use this file sharing system to share files between project team members, not to store your files for long term access.

I could continue to go on about the features I love about Kona, but I think it would be best for you to go and sign up for Kona, and try it yourself!  The interface is extremely intuitive, and you should be up and running in no time.  I hope this free, yes free – as in, it doesn’t cost anything, collaboration tool helps your project teams to start working more effectively!

To learn more about how you and your firm can start using Kona today, check out the video below:

Good customer service is a rare commodity in this day and age of virtual customer support agents.   Business is done in an ultra-competitive arena where your direct competition is only a Google search away.  As a result, firms are developing customer relations management plans to help better serve their client base.  Has your firm ignored developing a plan to manage your customers?

A good customer relations management plan will act as a guideline for your firm when dealing with clients.  However, it is important to remember that there is no end-all-be-all remedy for customer support.  Some battles cannot be won, no matter how diligent and worthy your efforts.  This is why I compare having a strong plan, to a game of poker!

Much like in a game of poker, the typical customer service interaction involves some 'hidden cards' that you are not always privileged to see.  These hidden cards can be anything from possible prior negative history with your company, temperament, and maybe even personal issues that the customer is dealing with in their life.  It is because of these cards that we as customer service representatives, much like a seasoned poker player, must approach every hand as though we are playing with pocket ACES.

Pocket ACES are a poker player’s best friend.  The ACES acronym also happens to be easiest to remember four step processes for dealing with every day client interactions.

ACES stands for:

As a professional, it is your responsibility to play like poker legend Phil Hellmuth and go ’all in’ for your customers with pocket ACES!

Anyone that knows me, knows I love music and sing karaoke.  I was learning one of Adele’s songs and listening to the lyrics: “Should I just keep chasing pavements, even if it leads nowhere?” I started thinking about the things we chase in our own life that lead nowhere. Even though this song by Adele is referring to love, it really can apply to pursuing business or ways to grow business.  Does your firm have a way to analyze if the business you chase is leading anywhere?  Better yet, do you know what efforts are paying off?  Below are things to consider when evaluating the effectiveness of your business building strategies:

Are You Chasing the Flavor?
A recent client described that each week they discuss the potential business everyone is pursuing.  However, each sequential week everyone was chasing the flavor of the week.  She had no idea what happened to the previous week’s pursuits and if anyone was even following up until she received a proposal request.  To avoid chasing the flavor and ensure your firm is following-up on all opportunities, consider these steps:

1. Document All Stages with Action Items: You don’t need a proposal to document the opportunities you are pursuing.  Even if business is in a discovery or assessment phase, documenting these efforts with actions items can remind you to follow-up. 
2. Identify Trends and Outstanding Items: Using an integrated system allows marketing and executives to track the progress of the entire company through reports to identify if there are trends or items that are outstanding.
3. Administrator and Automation: Identifying someone to administer and review your pursuits is critical to ensuring progress. Also look at ways to automate alerts to remind you when you should follow-up.
4. Win/Loss Report: It’s important to know how successful you are. Knowing the history of past pursuits can help future go/no-go decisions and improve your win rate. By developing a win/loss report and evaluating how successful you are by department, opportunity champion, and the type of project can help you make better decisions in the future.

Are You the Nurturing Type?

Many of us attend events, are a part of an organization, and are involved in business development efforts in hopes to nurture business.  However, most individuals and firms don’t know the effectiveness of their efforts.  To ensure your firm is making good use of your time, consider these steps: 

1. Network vs. Attend: Not every event you attend will result in business.  There are many reasons to network.  However, showing up to an event doesn’t equate to networking. After attending an event log who you talked with. What did you discover about the individual and what was important to them?  Think about how you might follow-up with that individual. Maybe there is a subject they are interested in, someone they want to meet, a project they are working on, or you found out something about their personal life. How can you use your knowledge or connections to follow-up?  Social media is making it easier to connect with people and stay up-to-date with their changes. Be sure to personalize your request.
2. Get Involved: If you are a member of an organization, take the plunge and be active.  Think about your audience when you chose an organization and then get involved in a committee, the board, or become a speaker. Volunteering can help you gain exposure, connect you with decision makers, and allow you to demonstrate your expertise. Joining SMPS was one of the best decisions I could have made for my company and career.
3. Return on Investment: We all tend to hear the phrase, measuring Return on Investment related to effectiveness of business efforts.  Another way to look at ROI is ask yourself, if you had to pay for the marketing or business effort out of your own money, do you think it would be worth the effort?  A great way of looking at the marketing effectiveness is to track the time you spend toward business development efforts and compare it to the business you obtained from those efforts.  When you compare the expense vs. the business you received, was it worth the effort? Sometimes efforts take months or even years to pay off. So to determine trade show ROI or events that happen on a yearly basis, allow two years to determine the effectiveness. 
4. Building Business: Most people look at clients as Existing or New.  I would challenge you to look at them as one of three categories: Prospective, Nurturing, and Maintenance. Prospective clients are those you want to do business with, maintenance clients are those you continue to do business with, while nurturing clients are those you’ve done business with or have recently received business from.  Your message and how your firm will gain business from all categories will vary. Keeping in mind that it is seven times easier to maintain an existing client than is to go out and get a new client; moving clients to the maintenance category is the goal.  So where should you spend your time and how do you know when you are effective?  First you need to define what justifies a maintenance client.  Is it the number of projects or dollar amount over a period of time?  With an integrated database system, your data can trigger when the criteria is met and send out an automated report.  This information informs “Client Champions” and executives when client business increases or decreases and provides marketing with insight for nurture campaigns.

I hope my inspiration from Adele will help your firm build business and avoid chasing pavements. Let us know what inspires you and what your firm does to ensure growth. View our webinar: Get the Most from Your Conference.

While much of the country endured 100+ temperatures, the attendees at the annual Society for Marketing Professional Services (SMPS) Build Business Conference in San Francisco experienced daily highs of 72 degrees. Although the temperatures were low, the event was burning with energy as attendee's embraced this year's theme of "Take Action".  

At the conference, Deltek announced a strategic alliance with SMPS. The partnership will include identifying best practices and trends to advance technology's role in the architectural, engineering, and construction (AEC) industry. Additionally, mySMPS added a collaborative space for Deltek Users and SMPS members to interact, ask questions, and provide feedback on improvements.

Full Sail Partners is a proud supporter of SMPS as demonstrated through active involvement of its employees and consultants. Full Sail Partners’ CRM Consultant Kevin Hebblethwaite officially took on the role of SMPS National President and announced the board’s plans for the upcoming year. A “scan” of the marketplace through a survey has been deployed to the SMPS membership. The purpose of the survey is to incorporate the feedback into the society’s long-term plans. The survey currently has a 24% response rate and is expected to continue to increase. Expected key initiatives, supported by survey responses, include marketing integration, expansion of SMPS’ education offerings, and the development of operational standards and toolkits for local chapters.

At the event, Kevin brought a chuckle to the audience as he officially announced he's "weird" and encouraged others to embody a spirit of thinking that is not limited by sticking with the norm.  Kevin explains further that “politely shaking things up a bit can often short-circuit the path to success in areas such as relationship development, process improvement and differentiation.”

Full Sail's Director of Marketing and Business Development, Sarah Gonnella, also attended the event and is entering her second year term on the SMPS National board's Technology Committee and contributes to SMPS Connection and the Marketer. At the end of August, Sarah rolls off of the SMPS Atlanta Board and joins Kevin Hebblethwaite as a Past President of the Chapter. Both are proud to be part of such a strong chapter, which received 1st place Striving for Excellence Awards for website and large chapter. “SMPS is one of the best organizations in the AEC industry. I encourage those involved in business development, marketing and strategic planning at their company to actively get involved. The organization really does advocate, educate, and connect members,” remarked Sarah Gonnella.  To find out more about the a, e, and c of SMPS view this video: http://www.youtube.com/watch?v=syHFDKAxsW4.

Scott Seal, Director of Service Development, is a new comer to the SMPS network and joins the host chapter, San Francisco.  “I’ve heard a lot of great things about the organization and I look forward to getting involved on a local level. The conference was a great way to kick-off my experience. As demonstrated by the awards, I’m excited to be associated with such a great chapter,” commented Scott Seal.   The San Francisco Chapter's President, Alethea O'Dell, was recognized as the President of the Year. Her gracious acceptance speech brought laughs and tears to the audience as she thanked her "Big, Bold, Bad A$$" board and committee members.

Full Sail Partners looks forward to “Dreaming Big” in Orlando, Florida at next year’s conference and encourages you to share your story about SMPS or your conference experience.