BNB 101: AEC Business Development Planning

If you follow me on social media, or are connected with me on LinkedIn , you may have noticed I’m fond of posting quotes. Through the years, I’ve shared hundreds, but today’s quote is one I keep returning to because it strikes at the heart of a challenge I see repeatedly in the commercial AEC industry: "The law of diminishing intent says that the longer you delay doing something, the less probability you have of actually doing it." – Michael Hyatt This principle resonates deeply in an industry where precision and planning are the bedrock of success. Think about it: every successful construction project begins with a detailed set of blueprints, specifications, and schedules. These plans are followed meticulously —down to the last rebar placement or HVAC duct. Deviate from the plan, and you risk delays, cost overruns, or even failure. Yet, when it comes to business development and marketing, many AEC firms operate without a plan, leaving growth to chance or fleeting bursts of enthusiasm. This is where complacency and apathy creep in, and the law of diminishing intent takes hold. The Planning Paradox in AEC In my work as a Business Development, Sales, Marketing, and CRM consultant, I’ve seen this paradox time and again. AEC firms excel at executing complex projects but often neglect the same discipline for growing their client base. I’ve worked with dozens of firms where the prospecting process is haphazard, marketing materials are outdated (or nonexistent), and CRMs—if they exist—are underutilized or poorly configured. Social media? Often an afterthought, with sporadic posts that fail to showcase the firm’s expertise. Posturing? Don’t get me started. Why does this happen? The answer is simple: Your day job gets in the way. You’re busy managing projects, meeting deadlines, and solving on-site challenges. The urgency of landing new clients or building a robust pipeline takes a backseat to the immediate demands of current work. But here’s the kicker: the longer you delay creating a structured business development plan, the less likely you are to act on it. Intent fades, opportunities slip, and complacency settles in like dust on an unused blueprint. The good news? You can break this cycle by applying the same rigor to business development that you do on your projects. Here’s how: Draft a Business Development Blueprint - Just as a project starts with a detailed plan, your growth strategy needs one too. Define your target markets, ideal clients, and key differentiators. Set measurable goals—whether it’s increasing RFPs by 20% or securing three new clients in a specific sector. A clear plan keeps your team aligned and accountable. Audit Your Current Processes - Like a chef evaluating a restaurant’s kitchen, take a hard look at your prospecting, marketing, and CRM practices. Are your marketing materials polished and consistent? Is your CRM tracking companies, contacts and opportunities effectively, or is it a glorified Rolodex? Are you leveraging LinkedIn to build relationships? An audit reveals gaps and opportunities to streamline your approach. (Need an structured audit? – click here ) Schedule Consistent Action - The law of diminishing intent thrives on procrastination. Combat it by scheduling regular, intentional actions—weekly pipeline reviews, monthly content creation, or daily outreach to prospects. Small, consistent steps build momentum and prevent apathy from derailing your efforts. Invest in Expertise - You wouldn’t let an untrained intern design a bridge. So why tackle business development without guidance? A consultant can bring fresh perspective, proven strategies, and accountability to ensure your plan isn’t just a good idea but a reality . The commercial AEC industry thrives on precision, yet too many firms leave their growth to chance. The law of diminishing intent reminds us that good intentions alone won’t win new clients or expand your market share. Without a plan, your firm risks stagnating while competitors—who are just as busy but more disciplined—pull ahead. Take a page from your own playbook. You wouldn’t build a restaurant, shopping center or office building without blueprints, so don’t build your business without a growth plan. Start today: audit your processes, set clear goals, and commit to consistent action. If you’re feeling overwhelmed, that’s where I come in—helping AEC firms turn intent into impact, one strategic step at a time. I budget four hours per week for just ‘talking shop’ with no fear of unwanted follow up emails or calls. Let’s connect to discuss how your firm can overcome diminishing intent and build a thriving business development strategy. Because when it comes to Building New Business, as in construction, success starts with a plan. ------------ Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked.

I have been doing Business Development and Marketing consulting in the Architectural, Engineering, and Construction (AEC) industry since July of 2001. Helping clients understand the types of prospects and their varying levels of engagement is crucial for effective business development. While the primary goal is to build new business, the path from initial engagement with a prospect to signing a contract requires navigating through different types of prospects and stages. Too often the reply I get when I ask, “What kind of work do you want to do?” the answer is, “We will do anything!” (Hint: That is not the right answer.) Prospects in the AEC industry often fall into two categories: (1) sophisticated builders and (2) unsophisticated builders. Recognizing the differences between these two groups can help tailor your business development approach. Sophisticated Builders : These are clients who frequently engage in construction projects and have a strong understanding of the process. An example of a sophisticated builder is a hotel chain. Although their primary business is hospitality, they regularly undertake construction projects for new hotels or renovations. They are familiar with the intricacies of design, product specification, contracting, and project management. Sophisticated builders are seasoned in dealing with architects, engineers, and contractors, making them well-versed in the AEC industry's dynamics. Unsophisticated Builders : On the other end of the spectrum are unsophisticated builders, who rarely engage in construction. A church, for instance, may only construct a new building once every 10 or 15 years. These entities lack the frequent exposure to the construction process and may be unfamiliar with the complexities of selecting a contractor, managing budgets, or understanding the nuances of design and specification. They often require more guidance and education throughout the project lifecycle. Three Levels of General Contractor Engagement In addition to recognizing the type of builder, it’s important to understand the levels of engagement that a future building owner might have when considering a general contractor. These levels are analogous to assembling RTA (Ready To Assemble) furniture, where there is a step-by-step process involved, moving from unawareness to a final choice. The process of selecting a general contractor follows a similar path from uncertainty to decision. Level One: No Clear Path At this stage, the client has no specific idea of whom they will choose as their general contractor. This is akin to opening the box of RTA furniture and seeing a jumble of parts and pieces with no clear understanding of how to proceed. These prospects are starting from scratch; they may not have any relationships with contractors or even a clear understanding of how to begin the selection process. They are likely open to learning, exploring options, and considering a variety of contractors. For these clients, providing educational resources, initial consultations, and a broad overview of your services can be valuable in guiding them through the initial stages of their decision-making process. Level Two: Preliminary Considerations Clients at this level have begun to form an idea of who their general contractor might be. They’ve done some preliminary research, gathered recommendations, or attended industry events where they met potential contractors. This stage is like sorting through the pieces of RTA furniture, laying them out, and starting to see how they might fit together. These prospects are developing a sense of what they want but are not yet fully committed to any one contractor. At this stage, it’s important to build rapport, highlight your unique value propositions, and demonstrate your expertise. Tailored presentations, case studies of similar projects, and early-stage design assistance can be persuasive in moving these clients closer to a decision. Level Three: Shortlist and Decision-Making At this final level, the client has a shortlist of vetted contractors and is prepared to request proposals. This stage is like having most of the RTA furniture assembled, with just a few final steps before it’s complete. These prospects are well-informed, have specific requirements, and are evaluating their top choices based on detailed criteria such as cost, timeline, and previous project success. At this point, your focus should be on differentiating your firm from the competition through strategic proposal development, showcasing your team’s capabilities, and aligning closely with the client’s goals and vision. It’s crucial to be responsive, precise, and supportive as they finalize their decision. The Process: From Stranger to Client Just like assembling RTA furniture, where following the instructions step by step leads to a completed product, moving a prospect from a complete stranger to a signed contract as their general contractor requires a structured approach. For sophisticated builders, the process may be more streamlined, while unsophisticated builders might need more detailed guidance. However, regardless of the type of builder, each prospect must be nurtured through the levels of engagement. By recognizing where each prospect stands and adjusting your approach accordingly, you can effectively guide them through the journey and position your company as their trusted partner in construction. In the competitive AEC industry, understanding the nuances of your prospects and aligning your business development efforts to their specific needs and level of engagement can significantly improve your success rate in securing new contracts. Whether working with sophisticated or unsophisticated builders, tailoring your approach to their familiarity with the construction process and carefully navigating through the levels of engagement will set the stage for a successful partnership. "Finally, tracking the process—capturing key data points, engagement activities with key contacts, and more—will help you build a valuable knowledge base within your CRM. This bank of actionable information will not only streamline your current efforts but also provide strategic insights to navigate your next pursuit with greater precision." Naturally, I am compelled to mention this ties in CRM as an essential tool for compiling and utilizing the information effectively. Because, like the old saying goes, without data, you are just another person with an opinion. ----------------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked

If we have worked together, you more than likely have heard my stock answer when asked, “So, tell us about yourself.” I pretty much always begin with how I am a perfect example of the ole saying, “If you want to make God laugh, tell Him your plans.” As a young man in school, I had no idea I would be doing what I am doing. My degree is in Finance, with a concentration in Banking & Investments…I wanted to be a finance guy. Or so I thought. A recent engagement with a client inspired this article and will allow me to attempt to marry what I learned in business school with what I have learned doing AEC business development consulting for the past 23 years. So, let’s talk beta. In the world of finance, the beta (β) of a stock measures its volatility relative to the entire market. A beta greater than 1 indicates higher volatility, while a beta less than 1 signifies lower volatility. For the long term, you want your investment to be close to 1. This concept can serve as a powerful analogy for business development efforts in the AEC (Architectural, Engineering, and Construction.) industry. Just as investors seek stable returns, AEC companies should aim for a business development pipeline with minimal volatility. Too often, AEC firms experience a 'hurry up and wait' cycle in their business development efforts. They land a significant project, shift all their focus to its execution, and put business development and marketing on hold. As the project nears completion, a sense of urgency sets in due to an anemic pipeline. This cyclical pattern of intense activity followed by inactivity mirrors a high-beta stock's volatility, creating uncertainty and instability within the firm. To avoid this volatility, AEC companies should strive for a steady, low-beta business development pipeline. This involves maintaining consistent business development activities, ensuring a continuous flow of opportunities, and avoiding the feast-or-famine cycle. How do we accomplish this? 1. Consistent Effort Over Time Regular Business Development Meetings: Schedule meetings to review the status of potential leads, ongoing proposals, and upcoming opportunities. This keeps the team focused on business development, even during busy project periods. Dedicated Business Development Processes: Establish a team or assign individuals specifically responsible for business development, separate from project execution teams. This ensures that business development activities continue irrespective of project demands. 2. Balanced Resource Allocation Resource Management Tools: Utilize tools to allocate resources efficiently between ongoing projects and business development efforts. This prevents the common issue of diverting all resources to project execution at the expense of business development. Cross-Training Employees: Train employees to handle both project execution and business development tasks. This provides flexibility and ensures that business development activities are not neglected during busy periods. 3. Data-Driven Decisions Market Analysis: Regularly analyze market trends and data to identify potential opportunities early. This proactive approach reduces the risk of a dry pipeline and ensures a steady flow of prospects. Performance Metrics: Track key performance indicators (KPIs) related to business development, such as lead conversion rates, proposal success rates, and the average time to close deals. Use this data to refine strategies and maintain steady growth. 4. Relationship Building Client Relationship Management (CRM) Systems: Implement CRM systems to manage interactions with current and potential clients. This helps in maintaining long-term relationships and identifying new opportunities through existing clients. Networking: Encourage continuous networking through industry events, seminars, and professional organizations. Building a robust network can lead to consistent referrals and new business opportunities. 5. Marketing Integration Content Marketing: Develop a content marketing strategy to keep your firm visible and engaged with potential clients. Regular blog posts, case studies, and social media updates can keep your firm top-of-mind. Email Campaigns: Implement regular email campaigns to nurture leads and keep them informed about your firm's capabilities and recent successes. 6. Quantifiable Examples Lead Conversion Rates: Track and aim to improve the percentage of leads that convert into actual projects. For example, if your firm currently converts 20% of leads, set a goal to increase this to 30% over the next year through consistent follow-up and relationship building. Proposal Success Rates: Measure the success rate of your proposals. Do you know your company’s ‘batting average’? Remember, if it can be measured, it can be improved. Pipeline Value: Regularly calculate the total value of potential projects in your pipeline. Aim to maintain a pipeline value that is a multiple of your annual revenue target, ensuring that you have sufficient opportunities to sustain growth. Conclusion By applying the principles of stock beta to business development, AEC companies can achieve a more stable and predictable pipeline. This involves consistent effort, balanced resource allocation, data-driven decisions, relationship building, and integrated marketing strategies. When it comes to Building New Business…embracing these techniques can help avoid the volatility of the 'hurry up and wait' cycle, ensuring sustained growth and long-term success. Just as a balanced diet leads to better health, a steady approach to business development fosters a healthier, more resilient company. ----------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked.

In the Architectural Engineering and Construction (AEC) industry, the buzz around Customer Relationship Management (CRM) systems is undeniable. However, far too often, the misconception persists that simply purchasing seats for each end user equates to effective CRM implementation. This couldn't be further from the truth. Allow me to paint a picture: Imagine you have a desire for a cozy log home nestled in the woods. You decide to purchase a log home kit, envisioning the warmth and charm it will bring to your life. However, merely acquiring the kit does not magically transform your vision into reality. Similarly, investing in CRM software seats does not automatically streamline your business processes or improve client relationships. The key lies in understanding that both endeavors— building a log home and implementing CRM —are multifaceted processes that require careful planning, customization, and execution. Just as you wouldn't expect a log home to materialize overnight without meticulous construction, you can't expect CRM to revolutionize your business without deliberate implementation strategies. Consider the parallels between assembling a log home and implementing CRM: 1. Customization is Key: Every log home is unique, tailored to the owner's preferences, location, and lifestyle. Similarly, CRM implementation should be customized to fit the specific needs and workflows of your AEC firm. Off-the-shelf solutions may not address industry-specific challenges or integrate seamlessly with existing systems. 2. Effective Assembly: Building a log home requires skilled craftsmen who understand the intricacies of construction. Similarly, CRM implementation demands expertise in configuring the software, migrating data, and training users. Without proper guidance and support, your CRM may remain underutilized or fail to deliver the expected benefits. 3. Continuous Maintenance: A log home requires regular upkeep to ensure its longevity and functionality. Similarly, CRM systems need ongoing maintenance, updates, and user support to remain relevant and effective. Ignoring maintenance can lead to system breakdowns and lost opportunities. 4. Integration with Surroundings: A well-designed log home seamlessly blends into its natural surroundings, enhancing the beauty of the landscape. Likewise, CRM should integrate seamlessly with your existing business processes and technology ecosystem. Siloed systems create inefficiencies and hinder collaboration across departments. 5. Return on Investment (ROI): Ultimately, both building a log home and implementing CRM represent investments in your future. However, the true value lies not in the initial purchase but in the long-term benefits derived from effective utilization. A well-implemented CRM can streamline workflows, improve communication, and drive business growth. In the AEC industry, where relationships and communication are paramount, CRM serves as a catalyst for success. It enables firms to manage client interactions, track project progress, and analyze data to make informed decisions. However, realizing the full potential of CRM requires a strategic approach that goes beyond seat purchases. In conclusion, building a log home and implementing CRM share common principles: customization, effective assembly, maintenance, integration, and ROI. By embracing these principles and investing in holistic CRM strategies, AEC firms can position themselves for long-term success in an increasingly competitive landscape. “Implementing CRM will do absolutely nothing for your business...however, the continued and effective use of it will.” – Yours Truly ------------------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry.

Business Development Is Not Rocket Surgery Several moons ago, I worked with a national contractor and we enjoyed a lot of success in the retail construction market. One of my favorite memories of that engagement was his ‘merger’ of two well-known phrases: It’s not rocket science. It’s not brain surgery. Often, during a presentation to a prospect, in summarizing the scope of a project, he would offer that, “It’s not rocket surgery.” – or – “It’s not brain science.” (Comedian Brian Regan would be proud!) I have said for years that our clients: architects, engineers, general contractors and subcontractors are quite artisan by nature. They love to design, build and install but often have less passion about business development, marketing, sales or prospecting. I have to remind them that Building New Business is not rocket surgery or brain science either. It's about mastering the fundamentals and executing them with precision and consistency. At the heart of successful business development lies a handful of timeless principles: networking, prospecting, data management, and CRM. These pillars form the foundation upon which thriving businesses are built. Yet, despite their simplicity, many professionals in the industry often find themselves overwhelmed by the process. Let's break it down to a few fundamentals . Networking: The Power of Connections Networking is the lifeblood of business development. It's about forging genuine connections with individuals who can open doors, provide insights, or become valued partners. It is not about collecting business cards. Today, networking extends beyond face-to-face interactions to include social media platforms and online communities. But whether you're shaking hands at a conference or engaging on LinkedIn, the essence remains the same: building relationships based on trust and mutual benefit. Prospecting: Cultivating Opportunities Prospecting is the art of identifying and pursuing qualified potential clients or projects. It requires a keen understanding of your target market, a strategic approach to outreach, and the perseverance to follow up consistently. While technology has introduced new tools and tactics for prospecting, from email campaigns to predictive analytics, the fundamentals remain unchanged: knowing your audience, articulating your value proposition, and delivering personalized experiences. Data Management: Turning Information into Insights From a 30,000 foot level, here is where many fumble. We are definitely living in a data-driven world therefore effective data management is essential for business development success. It's about capturing, organizing, and analyzing information to gain valuable insights into market trends, client preferences, and performance metrics. A proven data management system empowers decision-making, enhances targeting capabilities, and enables personalized communication—all essential elements of a winning strategy. CRM: Building Lasting Relationships Customer Relationship Management (CRM) is more than just software—it's a philosophy. It's about nurturing relationships with clients and prospects throughout their journey, from initial contact to long-term partnership. A well-implemented CRM system helps track interactions, streamline communication, and tailor engagement based on individual preferences. But the real magic happens when CRM is integrated seamlessly into every aspect of your business, creating a cohesive and customer-centric experience. Efficient and Effective Processes: The Key to Success The difference between mediocrity and mastery in business development lies in the efficiency and effectiveness of your processes. It's not enough to simply check the boxes; you must continually refine and optimize your approach to stay ahead of the curve. This means regularly evaluating your prospecting methods, fine-tuning your networking strategies, and leveraging technology to streamline operations. Too often I have seen CRM, due to a lack of commitment, become just the latest ‘shiny object’. Monitoring and Adaptation: The Path to Growth In the dynamic world of commercial construction, architecture, and engineering, adaptability is essential. Markets shift, trends evolve, and competitors emerge—but those who are nimble and responsive can thrive amidst uncertainty. I’ve said it many times before, “If you can measure it, you can improve it.” By monitoring key performance indicators, soliciting feedback from clients and team members, and staying attuned to industry developments, you can identify opportunities for improvement and pivot as needed to stay on course. In conclusion, while the principles of business development may be simple, mastering them requires dedication, discipline, and a willingness to evolve. By focusing on efficient and effective processes, continually monitoring and adapting to changing circumstances, and never losing sight of the fundamentals, you can navigate the complexities of the industry with confidence and achieve sustainable growth. After all, business development may not be rocket surgery/brain science, but when executed with precision, it can propel your organization to new heights when it comes to building new business. -------------------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. an Atlanta based management consulting group specializing in business development, sales, marketing and CRM...as well as executive placement for the Architectural, Engineering and Construction industry. Bobby can be reached at bobbydarnell [at] cmconl.com

If you have read my blog ‘ Building New Business ’ you may be familiar with my use of metaphors, golf analogies and ‘word pictures’. If not, get ready. When Jack Nicklaus was ‘the man’ on the PGA tour, it has been said each year Phil Rodgers, Jack’s coach during the late ‘60s/early ‘70s, and helped him refine his swing and develop a more aggressive style of play, would start off each season by reviewing how to hold the club. Yes, arguably the greatest golfer of all time began each season reviewing how to hold/grip the golf club. Why is that important in the AEC industry? Allow me a quick explanation of what I do. Q: “Bobby, what exactly is it you do? A: “I am a business development, sales and marketing consultant for the AEC Industry.” Q: “Help me understand that.” A: “OK, I am kind of like a golf teacher coming in to help a team. They have been playing golf for years, enjoy the game…but are looking to improve. I come in, and instead of looking at their grip, stance, backswing, downswing, follow through, watch everyone hit a few balls…I review their processes for: -- Marketing -- Pipeline Control -- Collateral Materials --Statement of Qualifications -- Prospecting -- AIA-305 -- Account Management -- Target Audience Review -- Presentations -- Social Media -- Lead Development -- CRM & Data Management -- Branding -- Networking -- Automation …and more Then, we keep what is working, tweak what is not…and add what is missing.” The idea of reviewing the fundamentals led us to create our ‘AEC Business Development and Marketing Audit’ – which is simply a self-performing exercise to provide insight on how well you are doing with specific processes. The audit is simply about 110 questions challenging what you are doing regarding prospecting, account management, inbound/outbound marketing, pipeline management, networking, posturing, market definition and more. The audit has been 20+ years in the making, born from our experiences working with over 335 unique AEC companies such as architectural and engineering firms, general contractors and subcontractors, building product manufacturers and suppliers. At the very least, you should be able to find a few areas of opportunity to improve your game. To kick off our LinkedIn Newsletter , I will send a copy of the audit to anyone requesting it in the next five days. Now, if your company is within the above-mentioned verticals, I am confident you will gain some value. Also, I will only send you two emails . First, without the attachment, to let your email servers know I am friendly, then I will send another email with the audit. NOTE: You will not hear from me again unless it is at your request . (You have a question, etc.) I have signed up for ‘free’ things before and got ‘carpet-bombed’ with follow up - ‘Do you want fries with that’ upsell attempts. Nothing wrong with trying to close a deal, but that is not how I work. Even if you don’t request the audit, I encourage you to go through your Business Development and Marketing processes internally. Meet with your operations team or another complimentary business and have a ‘shop talk’ session. The first step to improvement is a close look at how things are currently with input from someone other than yourself. Be challenged! “I appreciate correction, for I replace ignorance with knowledge.” - Socrates The reason Jack Nicklaus had golf teachers at the height of his career is because they could see something he couldn’t. That is part of why he was who he was. He did not sit on ‘auto-pilot’ without challenging himself to be better. When it comes to Building New Business, I encourage everyone to do the same. Thanks for reading! ------------------

An old joke came to mind recently as I prepared for the start of a new client engagement. It is one of those ‘fill in the blank’ jokes where you pick on your rival school and it goes like this: Q: Do you know why you can’t find ice anymore at the ( Rival School ) campus? A: The person who had the recipe died! Hilarious, right? The reason this joke came to mind is that as I think about maybe slowing down one day, I realize I have been fortunate with a career that has allowed me to gather a lot of ‘recipes’. Since 2001, we have worked with close to 350 different companies in the AEC marketplace on helping them Build New Business in one form or another. This has allowed us to see ‘behind the curtain’ from Fortune 500 companies down to the ‘solopreneur’ who left the large design firm, with their last name on the building, and starting over in their garage. So many of those experiences, lessons, pearls of wisdom collected through the years all gets folded into the next engagement. I tell each client: What we will work on is not just how I did things ‘back in the day’ but is the result of an ongoing, refining, evolution of each process. That said, I am taking this opportunity to share two new offerings: (1) Building New Business – The LinkedIn Newsletter and (2) Building New Business – Not A Newsletter The first will be exactly what is suggests, sharing thoughts, ideas and techniques at a level that most readers should be able to pull something useful into their business development and marketing processes. The second will be a more concise tip…something we find is often overlooked but can make a meaningful difference. If you have seen me do our ‘Building New Business 2.0’ program live, you know I always start off with a card trick. The point of the trick is to show how easy change can be if we just look at a situation differently. I do the trick, challenge to audience to come up with ways explaining how I did what seems to be highly improbable. To date, no one has guessed the solution. Once I share the solution, the response is always the same. “Wow…that was so easy.” So, stay tuned if you want to learn more of the recipe of how we help others Build New Business because if I do slow down, and may be so bold...I am confident we have some worthy content to share. Ice is a good thing to have.

Engineering Better Business Development First and foremost, I am not an engineer. However, I am a process person and a big believer in the wise saying, “ Processes run businesses, people run processes.” Engineers are process people as well, which is part of why I have enjoyed working with them, especially when it comes to building new business. Having been in the AEC industry my entire career, the process waters in which I swim are all about business development, marketing, data management and working with engineering and architectural firms, general contractors, subcontractors and building product companies. Though all the above have different roles, the process for effective business development is the same. If one is looking to engineer a better business development process, I suggest starting with an audit of current practices. When engaging a new client, we start with a review of over 110 specific items worthy of review and further consideration. Allow me to share a few items to consider: Online Presence How does your firm’s visibility compare to your competition? Do you have an active LinkedIn Company Page? How engaged are you in social media? Customer Relationship Management (CRM) This should be your top priority if you are ‘enjoying’ any downtime. Give your CRM a thorough review to make sure you are leveraging this valuable tool to your benefit. Review your report menu, ask your project managers, marketing team, operations, etc. if there is a report or list they need but are not currently receiving. Make sure your system delivers the report automatically at the appropriate time/interval. Can you effectively tell where you stand with each prospect as far as being able to submit a proposal? Can you see, on one screen, a quantifiable result of the past 30-day efforts of your proactive approach to marketing your business? Emails, calls, appointments, marketing packages and qualification statements sent, etc. What is your rate of improvement on the closing a deal timeline for the past three years? Side Note : For those who may be saying, ‘But Bobby, we’ve been in business for XX years without a CRM.” I don’t doubt that. But are you still using a slide-rule for calculations? Still drawing on paper? ( Hint: Excel/Outlook is not a CRM.) Networking What percentage of new business comes from your formal networking group? Can you easily identify your top three networking categories for leads? Do you have a formal finder’s fee program? Qualifications When was the last external review of your current company presentation? When was the last external review of your current statement of qualifications? Somewhere on the timeline between entering a new contact’s information to signing a contract is often doing the proverbial ‘dog and pony show’. (Sales or qualification presentation.) I suggest you present yours live, with a trusted ally, share your ‘presentation deck’ and ask for their feedback. The same can be done with your collateral material, elevator pitch, tagline, etc. Go through your client list and if you haven’t already, determine what makes a company an active or inactive client. Once you have set that benchmark, create a brief template to touch base and reintroduce yourself. Think about the following, from a non-engineer. I believe few things rival a set of plans and specs for providing very specific information and defining processes to reach a desired goal. In construction, plans and specifications tell how steel will be erected, how many windows, doors and ceiling tiles will be installed and which manufacturers can provide those components. The same data set will indicate how much concrete will be needed, the type of roof system all the way down to something as specific as the direction air will flow from a diffuser. Now, apply this way of thinking to the desired goal of a new, targeted client. There are so many items to unpack from a thorough business development and marketing audit. Each result should be viewed as an opportunity to design a better process. In closing it is important to understand: Marketing is a process. Networking is a process. Prospecting is a process. Lead Generation is a process. Lead Management is a process. Building New Business is a process. Business Development is a process. Customer/Account and Prospect Management is a process. W. Edwards Deming, who was an engineer, once said, "If you can't describe what you are doing as a process, you don't know what you're doing." I have to believe he may have been talking about business development in the AEC world. ------------------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry.

The two times one should differentiate from the competition is now and always.