New Flash: Rome Wasn’t Built In Two Days Either

Business Development And A Concert In Your Den

Wed, 22 Apr 2026 13:50:19 GMT

The Personal Experience Is Instrumental

Let’s set aside CRM, analytics, marketing automation, prospecting strategies, qualification statements, SEO, and even artificial intelligence for a moment.

Allow me to take a quick detour.

When I was a teenager, music came on vinyl LPs, cassettes, and eight-track tapes. Eight-tracks disappeared, replaced by the compact disc. Then CDs gave way to MP3s, downloads, and now streaming. Today, we don’t really own music—we rent access to it.

And here’s something that still puzzles me: an independent artist will spend months (and a lot of money) producing an album, only to release it on streaming platforms the same day it’s available for sale—essentially giving it away for fractions of a penny per play.

Why?

Because the product is no longer the product.

Despite every technological shift in music distribution, one thing has remained constant: the one experience you cannot duplicate, download, rip, burn, or stream and that is live music. The energy of the room. The connection. The shared moment. The feeling of being there.

You can stream a thousand songs, but you can’t stream the experience of a live performance. Imagine a Phil Keaggy, B.J. Wilbanks or Heather Maloney (pick your favorite artist) concert in your den.”

And that’s where the real value has migrated.

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Now, let’s come back to business development.

All the tools we rely on - CRM, marketing collateral, polished project portfolios, carefully crafted qualification statements are important. Necessary, even. But they are not differentiators. Everyone has them. Everyone uses them.

They are the equivalent of recorded music.

Useful. Scalable. Efficient.

But not unforgettable.

What actually moves the needle - what creates trust, builds relationships, and ultimately builds new business—is the personal experience.

Musicians figured this out a long time ago. The money - and more importantly, the loyalty - comes from live performances. From showing up. From engaging directly. From creating something personal and memorable.

House concerts are a perfect example. Artists who once filled arenas are now playing intimate venues, connecting with small groups of people in ways that would have been unimaginable years ago. They’re not just performing…they’re building relationships.

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So what does this mean for those of us focused on Building New Business?

It means we need to shift our emphasis. Not away from the tools—but beyond them.

I don’t believe anyone ever won a major project because their brochure was slightly better formatted. No client ever said, “We chose you because we hear you use CRM effectively.”

People choose people.

They choose familiarity. They choose comfort. They choose trust.

And those things are built through personal engagement.

Now, I’m not suggesting you grab a guitar and head to the lobby of your top prospect. (Although in the right circumstances, that might actually work.)

What I am suggesting is this:

Personalize the pursuit.

If you’ve worked with me—or been part of our Building New Business 2.0 program - you’ve heard the phrase: 'breeding familiarity'.

It’s not about a single interaction. It’s about a series of thoughtful, intentional touch points that make you known before you are needed. It’s about showing up in ways your competitors won’t.

It’s about creating a “live experience” in a world full of recordings.

Technology will continue to evolve. AI will get smarter. SEO algorithms will change, marketing platforms will become more sophisticated. Data will become more precise.

But none of that will replace the value of a genuine human connection.

In music, the future didn’t eliminate the live show - it made it more important.

The same is true in business development.

So, while everyone else is perfecting their digital “album,” maybe it’s time to start thinking about your live performance.
Because in the end, the firms that win aren’t just the ones that are heard…

They’re the ones that are experienced .

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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.

(Translation: You don't have to worry about booking a call and having him pester or flood your 'in-box'.)

Business Development And AI (3 of 3)

Wed, 25 Mar 2026 13:55:03 GMT

Utilizing Adaptable Intelligence Today

If you’ve been following this series, you know we began with Authentic Intelligence - the human judgment needed to understand what your data is really telling you. In the second article, we explored Analytical Intelligence - using that data to identify patterns, trends, and opportunities.

Now, we get to the third piece: Adaptable Intelligence. Because knowing what’s happening and even understanding why it’s happening doesn’t matter much if nothing changes.

In my work with AEC firms, I see this all the time. Data is collected, reports are run, patterns are identified—and then nothing changes. Firms continue targeting the same prospects, sending the same messaging, pursuing the same types of projects, all while the market shifts, priorities evolve, and opportunities come and go.

Far too often, a firm finally implements CRM and then checks it off of their ‘To Do’ list. No plan, no training, no goals.

The problem isn’t CRM. It isn’t the data. It’s the lack of adaptability. Adaptable Intelligence is the ability to take what your data—and your experience - are telling you and adjust in real time. Not quarterly. Not “next year when we revisit the plan.” Now.

Think about how you use GPS. You don’t plug in a destination and blindly follow the route no matter what happens. Traffic builds, accidents happen, or you miss a turn—and the app recalculates immediately. That’s exactly what business development should look like.

When a pursuit stalls, you adjust follow-ups. When a client goes quiet, you change your approach. When the pipeline is too thin or too overloaded, you shift priorities. Adaptable Intelligence is what separates firms that simply move from those that actually make progress.
This is also where today’s Artificial Intelligence tools begin to play a role.

More than likely, your CRM has built in AI features that can be extremely helpful but are often being overlooked. And while we have not addressed the AI that is all in the news – and we shall soon as it can be very powerful - let’s be clear, it’s a tool, not a replacement for judgment. AI can suggest, it can support, but it doesn’t decide. You do. The most effective firms use AI to accelerate insights, not to hand over the keys to their strategy.

When we combine all three “AI’s” from this series, something powerful emerges. Authentic Intelligence helps you understand what’s really happening. Analytical Intelligence helps you see the patterns. Adaptable Intelligence determines what you actually do next. Without adaptability, data and insight sit idle. With it, they drive action.

Let me share a simple, real-world example. I worked with a firm that had solid CRM data and a good pipeline, but they were consistently losing deals at the proposal stage. The analytics were clear: opportunities stalled at very specific points. Yet the approach didn’t change. Once we made targeted adjustments - tightening qualification, refining messaging, pruned unnecessary stages and being more selective in pursuit - the results began to shift. Same firm, same market, same data. The only difference was a willingness to act differently. That is Adaptable Intelligence in action.

The reality is, most CRM systems are underutilized not because they lack features, but because firms stop short of using them to drive action. Data is collected, reports are reviewed (sometimes), and patterns are noted, yet strategies remain static. AI can help you move faster, but if the underlying approach doesn’t change, it just helps you do the wrong things faster. Adaptable Intelligence ensures you’re pointed in the right direction.

The firms that consistently Build New Business aren’t the ones with the most data - they’re the ones who adjust as needed. If you’ve made it through all three parts of this series, you already have the framework. Now it’s just a matter of putting it to work. Look at what your data is telling you, decide what needs to change, and make the adjustment. That’s how insight turns into action, and action turns into results.

Remember: “ While all the data we have is about the past, all the decisions we make are about the future." - Alex Hagan

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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. (Translation: You don't have to worry about booking a call and having him pester or flood your 'in-box'.)

Business Development And AI (2 of 3)

Wed, 18 Mar 2026 14:44:04 GMT

Utilizing Analytical Intelligence Today

If you have been reader of this blog, or are connected with me on LinkedIn , you may recall that the first part of my career was in construction data. It was during those years where I learned much of what I do today in working with companies to help them Build New Business. In was in those early years where I really learned to appreciate the difference data can make.

Part of leveraging data is focusing on what makes the difference between ‘data’ and ‘useful data’. They are not the same. One of the best ways to discern the difference is leveraging analytics. While analytics might sound like a buzzword reserved for data scientists, it's really just about using information to spot patterns, make predictions, or inform decisions.

We encounter it constantly without even realizing it. Here are a few examples from daily life to hopefully highlight how approachable the concept is. I've included a brief explanation for each, plus how it ties back to CRM principles.

-- Weather Apps – Definitely one of the most used apps on my phone. It doesn't just show current conditions - it analyzes vast amounts of historical data (like past rainfall patterns), real-time inputs from satellites and weather stations, and even your location to forecast rain probabilities or suggest an umbrella.

This is analytics at work: processing data to provide actionable insights. Do I need an umbrella, an extra jacket, should I postpone the trip?

In CRM terms, it's similar to how businesses analyze prospecting efforts, engagement history, market penetration, proposal stats to predict a best path forward for specific opportunities.

-- Fitness Trackers – Devices like Fitbit or Apple Watch count your steps, track heart rate, and sleep patterns, then crunch that data to give you summaries - like "You've burned 500 calories today" or "Your activity level is up 20% from last week." Or, you really need to get more than four hours and 38 minutes of sleep per night. (Yep, that’s me…I’m open to suggestions!)

It uses algorithms to identify trends and even alert you to irregularities. These everyday analytics help you make better choices, such as adjusting your routine. Just as a fitness tracker analyzes your personal data for health optimization, CRM analytics can review customer interactions to spot loyalty patterns, churn risks, marketing strategies and more.

-- Streaming Services - Before Spotify became my number one app, there was Pandora. I discovered so many new artists whose music was similar to my favorites and it wasn’t by chance. Netflix or Spotify doesn't randomly suggest content; it analyzes your viewing or listening history, ratings, and even what similar users enjoy to curate personalized recommendations.

In a CRM context, analyzing pipeline data can help you prioritize estimating’s efforts when things are too busy or too slow. What's our win/loss record with companies 'A', 'B' and 'C' - because we only have the resources this month to propose to two of them.

-- GPS - Waze and Google Maps process real-time data from millions of users (like speed, accidents, and traffic flow) alongside historical trends to recommend the fastest route. It might say, "Avoid I-95—it's 15 minutes slower due to congestion." That's analytics turning raw data into time-saving decisions.

Tie this concept to CRM to analyze data on your prospecting journey. Example: Opportunity source, primary and secondary – one of the most overlooked data points with the companies I have worked with. Tracking client engagement – when should we categorize a client as ‘active’ or ‘inactive’? It can help create targeted follow-ups at the optimum moment.

-- Shopping Recommendations - When Amazon says "Customers who bought this also bought..." or emails you about a deal on something you viewed, it's analyzing purchase histories, search queries, and even abandoned carts across users. This collaborative filtering is a form of analytics that drives sales. (I am not here to defend this, sometimes I like the recommendations, sometimes, it ‘scares’ me!)

This is essentially what a properly implemented CRM can deliver when examining project, prospect and client data to forecast buying behavior and create targeted promotions. (More for my building product clients and prospects)

These examples illustrate that analytics isn't about complex math -it's about leveraging everyday data into creating a shorter line from this very moment to your next new client or contract. It’s about separating the wheat from chaff. Leads vs. qualified leads vs. ideal leads.

I have often talked about how far too many companies implement CRM and ignore so many of the features that can make life so much easier. One of the most overlooked features that offers authentic intelligence would be analytics.

Maybe it’s time to crack open the user manual and take a peek and would could be. It’s the smart thing to do.

Remember - "Without data, you're just another person with an opinion." - Edwards Deming

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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. (Translation: You don't have to worry about booking a call and having him pester or flood your 'in-box'.)

Business Development And AI (1 of 3)

Wed, 11 Mar 2026 13:46:15 GMT

Utilizing Authentic Intelligence Today

You’ve probably heard the buzz: “AI Is Going To Revolutionize Business Development.” When you hear that, just remember that ‘is going to’ does not equal ‘has’.

Prospects and clients ask me about AI constantly and I tell them the truth - I use AI tools every day for research, tech support, a second opinion and helping me remember the name of the 80’s song that is stuck in my head. It’s powerful, it’s evolving fast, and yes, it’s a moving target. But right now, before we chase the next shiny algorithm, let’s talk about something far more reliable…a different AI: Authentic Intelligence .

As a Business Development consultant for the AEC industry for the past 25 years, a large part of what I do involves CRM (Client Relationship Management). The utility of CRMs most of the companies I work with is very much like the tip of an iceberg. The visible tip is their contact list, open opportunities, and basic activity logs - the stuff you see every day. But below the surface lies the real mass: patterns, trends, and hard truths your data has been whispering (or shouting) for months or years.

Authentic Intelligence is listening to that submerged 90% with human judgment, not waiting for artificial magic to surface.

The problem? Most AEC firms treat their CRM like a glorified Rolodex or a compliance checkbox. Data gets entered (sometimes) but rarely properly mined or leveraged. Pipelines stay stagnant , proposals repeat old mistakes, and lead sources go unexamined. The result is feast-or-famine cycles: scramble when cash is tight, coast when it’s not. Meanwhile, top performers quietly extract gold from the same data mine too many others ignore.

Here’s where Authentic Intelligence delivers what 'Artificial' hype only promises. It starts with ruthless self-audit of underutilized CRM analytics features and Business Development practices - ones I see overlooked time and again in AEC firms. Here are a few that are at the top of my CRM ‘sermon/soapbox’ list:

-- Win/loss Analysis : Why did you win that last institutional project? Logging reasons (client feedback, scope fit, relationship strength, pricing perception) reveals patterns. Firms that do this consistently adjust proposals faster and stop bidding on unwinnable work.

-- Pipeline Velocity : Measure how quickly deals move from lead to close (number of opportunities × average deal value × win rate ÷ sales cycle length). This is without a doubt the one question I ask in a discovery call that gets the highest ranking on the, ‘I have no idea’ meter. Slow velocity often signals bottlenecks - qualifying too late, poor handoffs, or mismatched project types. Speed it up, and revenue predictability improves dramatically.

-- Custom Dashboards & Reports . One of the first things I tell a client, when we start working together, is to think of three or four reports that you want to see and how often. Stop staring at generic reports. Build views that show which markets convert best, which lead sources deliver highest ROI, whether repeat clients are trending up or down and most importantly, quantifiable data that shows our specific progress in advancing our business development efforts per our current plan . (Italicized for emphasis - this is a big one!)

-- Better Forecasting . Track hit rates by team member, scope, or geography. Forecasting pulls it together: realistic revenue projections based on historical close rates, not wishful thinking.

These aren’t fancy add-ons; they’re core to most CRMs (and yes, even the budget-friendly ones handle 80% of what the big names do). The gap isn’t the tool - it’s the discipline to use it .

Real-world advisory: An engineering firm was stuck in reactive mode, bidding everything that moved. After completing our self-performing Business Development & Marketing audit – which includes CRM usage – they spotlighted win/loss patterns and pipeline stalls at proposal stage.

We refined qualification, targeted repeat-client niches, and watched velocity pick up - leading to steadier backlog without the panic pricing as well as making smarter decisions in the initial pursuit.

Authentic Intelligence isn’t anti-AI; it’s pro-foundation. Use your human insight to interpret what the data reveals, then layer in AI where it shines (summarizing notes, spotting quick trends, prospecting research, data management). But skip the foundation, and AI just amplifies noise.

Ready to uncover what your CRM is already telling you? Start with a Business Development & Marketing Audit —a 165+ point diagnostic that compares your current setup against best practices from hundreds of AEC firms. It’s eye-opening, occasionally uncomfortable, and almost always uncovers untapped opportunities.

Drop me a note if you’d like to discuss ( no pressure, no unsolicited follow-up—I promise ).

Here’s to turning authentic data into authentic growth.

Remember: "We're drowning in information and starving for knowledge." - Rutherford D. Rogers

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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. (Translation: You don't have to worry about booking a call and having him pester or flood your 'in-box'.)

Business Development And Pipeline Posture

Wed, 25 Feb 2026 14:32:40 GMT

How Is Your Pipeline's Posture?

It’s A Pipeline, Not A Pipe Labyrinth

In the AEC world, we all know the value of a well-designed system. Whether it’s laying out HVAC ducts or routing plumbing lines, pouring concrete or erecting steel, the goal is always efficiency: get from point A to point B with minimal waste, leaks, or detours.

The same principle applies to business development in our industry. Your sales pipeline isn’t meant to be a tangled web of half-baked leads and endless follow-ups - it’s a direct conduit to revenue. Yet, too often, it turns into a pipe labyrinth: a convoluted mess that drains time, resources, and morale.

As someone who’s been navigating construction business development since before smartphones were a thing (remember flip phones?), I’ve seen pipelines thrive and implode. The key? Keep it efficient, timely, and uncomplicated. Let’s break this down and explore how to straighten out your approach.

What Makes a Pipeline 'Straight'?

First, a quick refresher: In AEC Business Development, your pipeline is the flow of potential projects from initial contact to signed contract.

It’s not just a list of names - it’s a process that includes qualifying leads, nurturing relationships, proposing solutions, and closing deals. A straight pipeline moves prospects through these stages quickly and predictably, like water through a well-engineered pipe.

But life in our industry isn’t always linear. Market fluctuations, client indecision, or competitive bids can introduce bends. The problem arises when we add unnecessary complexity: chasing every shiny lead, layering on too many approval steps, or drowning in data without action. Suddenly, your pipeline resembles that nightmare plumbing job where pipes snake around obstacles that didn’t need to be there.

Common Traps That Turn Pipelines into Labyrinths

Over the years, I’ve observed these pitfalls in design and construction firms with, and without, dedicated Business Development teams:

1. Overloading the Inlet : Not every inquiry is a viable lead. If you stuff your pipeline without qualification, it clogs up fast. I constantly remind clients that goal of Business Development is not to gain more estimating practice, it is to close deals on targeted (qualified) projects.

2. Unnecessary Branches : Adding too many side paths dilutes focus. Think endless email chains or redundant meetings with unqualified prospects. In a labyrinth, every turn leads to more turns; in Business Development, this means delayed closes and burnout. Timeliness suffers. There are ways to include key milestones for an opportunity without adding a 'section of pipe'.

3. Ignoring Leaks and Blockages : Poor tracking turns minor issues into major jams. Without timely follow-ups or metrics (e.g., win rates or stage durations), leads stagnate. I’ve seen pipelines where 70% of opportunities sat idle for weeks because no one owned the next step.

These complications don’t just slow you down - they cost money. Inefficient sales processes can unnecessarily extend sales cycles.

Straightening Your Pipeline: Practical Steps for Efficiency

The good news? You can redesign your pipeline for that straight-line efficiency. Here’s how:

1. Qualify Early and Ruthlessly : At the inlet, ask the right questions. Use a simple scorecard: Does the prospect have funding, authority, need, and timeline. Add specifics like project scope, site constraints, or regulatory hurdles. If it doesn’t fit, divert it out - politely refer them elsewhere. This keeps flow steady and prevents backups.

2. Streamline Stages with Timelines : Define clear stages (e.g., Lead Gen → Qualification → Proposal → Negotiation → Close) and assign deadlines. For timeliness, set automated reminders in your CRM. Treat it like a project schedule: Miss a milestone? Escalate or drop. Also, take advantage of your CRM’s automation features. You do not want to be updating manually if your system can update automatically.

3. Minimize Tools and Touches : Don’t over complicate the process. Focus on high-impact actions: One targeted follow-up call beats ten generic emails. Analogy from the field: Just as you wouldn’t use a dozen fittings when one elbow joint does the job, keep interactions direct.

4. Prioritize and Prune Regularly : Review your pipeline weekly. Rank opportunities by value and velocity - push high-potential ones forward, archive the rest. This means focusing on repeat clients or niche specialties where you have an edge.

5. Measure What Matters : Track simple KPIs: Average deal cycle time, conversion rates, and revenue per lead. If your pipeline’s average close takes 90 days but the industry norm is 60, you’ve got a labyrinth. Adjust accordingly.

Implementing these isn’t rocket science - it’s basic engineering. One client simplified their pipeline this way and shaved 20% off their sales cycle, while landing one to two extra projects per quarter.

The Payoff: Flowing Toward Success

A straight pipeline isn’t about cutting corners - it’s about removing unnecessary ones. In the AEC world, efficiency wins bids, retains talent, and builds reputations. By keeping your Business Development process timely and uncomplicated, you’ll close more deals, reduce stress, and free up time for what matters: delivering great work and continuing to Build New Business .

Look at your current pipeline. Is it a straight shot or a tangled mess? If it’s the latter, start straightening today. Grab that graphic as a visual reminder, and commit to one change this week - maybe qualifying leads more stringently.

If you get stuck, take advantage of the four hours per week I set aside for just ‘talking shop’ with AEC Business Owners and/or Business Developers. Remember, I never email or call you back after such chats try to pitch anything…that’s not how I roll.

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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.

Business Development and Playing Golf on a Crowded Course

Thu, 11 Dec 2025 19:20:27 GMT

Hurry Up And Wait Is Never Fun

Today’s article is written from 30,000 feet — not because I’m on a plane, but because that’s the altitude where the big-picture problems in AEC business development become painfully obvious.

When an architecture, engineering, or construction firm first reaches out to me, I always start with the same question: “Tell me exactly what you’ve been doing to Build New Business.”

Once I hear the answer or, too often, the long silence, we can start to focus more on particulars. Or, as I like to say ‘areas of opportunity’.

That’s when we start hitting upon some of the key items in our comprehensive Business Development & Marketing Audit — a 120+ point diagnostic that compares what they’re actually doing against what the top-performing firms do consistently.

And that’s where the golf analogy comes in.

Imagine stepping onto a crowded golf course on a Saturday morning. Play is painfully slow. You stand on every tee box waiting to hit because the group ahead is still in the fairway…who are waiting because the group ahead of them is on the green… who feel rushed the moment they mark their ball because they can sense the growing conga line behind them.

The result? You’re either hurrying or waiting — never playing at the steady, confident rhythm that produces your best scores.
That is exactly how far too many AEC firms do business development.

The “Hurry” Phase: Cash is tight, the pipeline is thin, overhead is burning, payroll is due — suddenly everyone is scrambling: cold calls, desperate proposals, “We’ll sharpen the pencil,” price-cutting, attending every networking event in town.

The “Waiting” Phase: A big project finally lands. Margins are decent, the schedule is full for the next 6–18 months, and the entire team breathes a sigh of relief. Business development? “We’ll get serious about that again when things slow down.”

Sound familiar?

The best golfers — and the most successful AEC firms — don’t play this feast-or-famine game. They maintain a disciplined, consistent pace no matter what’s happening around them.

They also use the right clubs for the shot in front of them. Golf gives you up to 14 clubs plus specialized gear. AEC business development gives you CRM, lead services (ConstructConnect, Dodge, etc.), LinkedIn, thought-leadership content, targeted proposals, relationship mapping, automation, analytics, AI and many other tools.

I’ve seen too many companies swing the same rusty 7-iron on every hole — or worse, leave half their bag in the trunk.
Want to shoot lower scores in golf? Take a lesson, get fitted for clubs, practice with purpose.

Want to Build not just New Business but Better Business? Then start with a ruthless review of what you’re actually doing today versus proven best practices.”

Think of your audit as a scorecard that forces you to confront every weak link in your process, from lead generation and qualification to proposal hit rates and client retention systems.

I’ve had companies complete it and tell me it’s the most eye-opening (and occasionally uncomfortable) 90 minutes they’ve spent on their business all year.

Don’t wait for the next “hurry” cycle to hit. Gather your team, audit your processes, score your firm honestly, and finally start playing business development at the steady, confident pace that fills the pipeline — and keeps it full.

Remember, "It is a bad plan that admits of no modification." - Publilius Syrus

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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. (Translation: You don't have to worry about booking a call and having him pester your or flood you 'in-box'. You will literally never hear from him again.)

Business Development - A La Carte

Tue, 18 Nov 2025 15:36:18 GMT

Business Development - À La Carte

Another trip around the sun and, for many, fiscal and calendar year will soon be in the books. As AEC firms look back on the year and forward to the next, some will decide it’s time for a complete business-development overhaul…or at least, a thoughtful review.

Most, though, just need to sharpen a few things. Think of this post as a tasting menu — bite-sized reminders with links to deeper dives from previous articles. Pick what looks enticing and dig in.

Start With A Simple Audit Of The Fundamentals

Even the best firms drift. Take a half-day and honestly review your current inbound and outbound practices: social media, networking, CRM hygiene, pipeline management, and proactive prospecting. In other words, do a thorough audit of your business development processes . Remember, if you can measure it, you can improve it.

→ Full post: Reviewing the Fundamentals

“Success is the sum of small efforts, repeated day in and day out.” – Robert Collier

Always Chase The Shorter Line

The only timeline that matters is the one between “Nice to meet you.” and “Here’s your signed contract, we look forward to working with you.” Shorten it relentlessly.

→ Full post: Focusing on the Shorter Line

“All we are doing is looking at the timeline from the moment the client says yes until we collect the cash…and reducing it by removing waste.” – Taiichi Ohno

My Million-Dollar Guarantee (Yes, Really)

I’ll stake a claim most consultants won’t: follow the exact process in this article and I personally guarantee you’ll add at least seven figures to your top line. No loopholes, no fine print.

→ Full post: My Million Dollar Guarantee

“Opportunity is missed by most people because it is dressed in overalls and looks like work.” – Thomas Edison

Are You Actually Using the Tools You Already Paid For?

We constantly find firms sitting on a CRM system, Construction Data Subscription, or staff talent they’re barely touching - or not leveraging properly. Sharpen the axe before you swing harder.

→ Full post: Are You Properly Using the Tools Available?

“Give me six hours to chop down a tree and I will use the first four sharpening the axe.” – Abraham Lincoln (Attributed)

Sometimes You Have To Tell the Client Their Baby Is Ugly

Great marketing materials, an up-to-date website, and targeted prospecting aren’t optional anymore. If yours are hurting you, an honest friend needs to say it out loud. There’s a difference between doing business development and doing business development effectively. (That’s part of my job.)

→ Full post: Why Freddie Mercury’s Solo Album Fizzled

“Without counsel plans fail, but with many advisers they succeed.” – Proverbs 15:22

Spiders Wait. Sharks Swim. Be Both.

Smart firms master two completely different games:

Spider Marketing (inbound) - prospects find you because you’re impossible to miss online.
Shark Marketing (outbound) - you target, pursue and hunt the right prey, qualify fast, and close.

One without the other leaves money on the table.

→ Full post: Spiders and Sharks

“Opportunities are like sunrises. If you wait too long, you miss them.” – William Arthur Ward

“Here I Am, Come Find Me” Is Not a Strategy

Remember Newman’s business card on Seinfeld that just said “Newman”? Too many AEC websites and LinkedIn profiles are the professional equivalent. If a 6th-grader can’t figure out what you do and why you’re the best choice in under 10 seconds, you’re bleeding opportunity.

→ Full post: Here I Am, Come and Find Me

“If you don’t brand yourself, someone else will—and they probably won’t do it as well as you can.” - Gary Vaynerchuk

Which one of these made you nod (or wince) the hardest? Feel free to drop me a note and tell me - I read every response.

Here’s to a ridiculously prosperous 2026. - Bobby Darnell

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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.

BNB 101: AEC Business Development Planning

Wed, 27 Aug 2025 13:25:56 GMT

Plan Review For Architects, Engineers, Contractors and Subcontractors

If we are connected on LinkedIn , you may have seen my occasional post where I mention I budget four hours per week for taking calls from AEC business owners and/or business development and marketing folks…just to ‘talk shop’.

I try my best to emphasize this is not a sales pitch and that I have never, and will never, follow up with a phone call or email, unless asked. The reason I ‘beat the drum’ so hard on this is because I have signed up for a ‘free this or that’ only to shortly thereafter receive a barrage of emails trying to sell me something. I refuse to play that way. Today's post is was born from the last few such calls as it seems to be a reoccurring theme.

Now, on to today’s lesson:

I have always been fascinated by the amount of information contained in a set of plans and specs for a building. If you have worked with me, or been on one of my ‘talking shop’ calls, there is a chance you have heard this before.

It is the set of plans that describes the process of how to pour the concrete, erect the steel, wrap the building, install intricate electrical systems, coordinate HVAC and plumbing layouts, specify high-end interior finishes, ensure compliance with fire safety codes, etc., etc.

That said, let’s look at seven concepts many companies overlook when it comes to Building New Business for their AEC company.

1. Have A Plan

“You do not rise to the level of your goals. You fall to the level of your systems.” - James Clear

In an industry that eats, lives and breathes by following a specific set of plans and specifications to achieve success, it is surprising how few companies have a plan (system) for Business Development.

2. Understand The Plan

“O Lord, help me not to despise or oppose what I do not understand.” - William Penn

A common hurdle in implementing a Business Development and Marketing plan is push back from those who ‘misdiagnose’ the ‘why’ behind the goal. Like the old saying goes, “Get them to help plan the fight and they will be less likely to fight the plan.”

I have often asked seven different employees to define their company’s marketing strategy or plan and it is not uncommon to get seven different answers.

3. Work The Plan

“If there's a single lesson that life teaches us, it's that wishing doesn't make it so.” - Lev Grossman

It’s very simple, owning an ax doesn’t put firewood in the shed…using it does.

4. Test The Plan

“Without data, you're just another person with an opinion.” - Edwards Deming

Allow me to paraphrase a famous quote from John Wanamaker. "Half the money I spend on Business Development and Marketing is wasted; the trouble is I don't know which half.” John, with a proper plan and functioning CRM, one can.

5. Don’t Ignore The Plan Once You Get A Big Job That Will Keep You Busy

“We are what we repeatedly do. Excellence then, is not an act, but a habit.” - Aristotle

And yet, I see this all the time. A company is not getting work from the two clients that provide them with 80% of their revenue and soon start ‘shooting at anything that moves’. Then, they land something and know they will be busy for the next nine months. Therefore, they put aside Business Development and Marketing efforts for next eight.

6. Refine The Plan

"It is a bad plan that admits of no modification." - Publilius Syrus

What are we on now, the iPhone 16?

7. Celebrate The Plan

In the past 24 years, we have worked with close to 400 separate companies (A/E Firms, General Contractors, Subcontractors, Building Products Entities) in the AEC Industry, helping them in Building New Business. The Number One thing that separates them from their competition is they have a plan.

If you are still with us, here is an easy quiz, answers provided, to test today’s material.

Q: I’m trying to build a restaurant, I want to pour the concrete, what should I do to best facilitate this process?
A: Refer to the plans and specifications

Q: I’m trying to build a gymnasium, I want to erect the steel, what should I do to best facilitate this process?
A: Refer to the plans and specifications

Q: I’m trying to build a courthouse, I want to wrap the building, what should I do to best facilitate this process?
A: Refer to the plans and specifications

Q: I’m trying to build General Contracting Company, what should I do to best facilitate this process?
A: Refer to your Business Development and Marketing Plan.

Q: I’m trying to build an Architectural/Engineering firm, what should I do to best facilitate this process?
A: Refer to your Business Development and Marketing Plan.

Q: I’m trying to build a Specialty Contracting Firm, what should I do to best facilitate this process?
A: Refer to your Business Development and Marketing Plan.

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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.

Business Development and Diminishing Intent: Why Your AEC Firm Needs a Plan

Tue, 27 May 2025 11:46:35 GMT

Breaking the Cycle of Diminishing Intent

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.

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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.

Business Development – Some Assembly Required

Thu, 03 Oct 2024 09:59:18 GMT

A Few Tips On Putting Together Your Next Deal

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.

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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

Business Development And The Beta Concept

Tue, 27 Aug 2024 15:42:52 GMT

Reducing Pipeline Volatility

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.
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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.

Business Development, CRM And Your Log Home Kit

Thu, 16 May 2024 12:27:12 GMT

A Pile Of Logs At The End Of Your Driveway Does Not A Log Cabin Make

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

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Business Development Is Not Rocket Surgery

183:722405753 (Bobby Darnell) — Tue, 30 Apr 2024 15:40:35 GMT

Or Brain Science Either

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.

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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

Business Development - Reviewing The Fundamentals

Sat, 06 May 2023 01:42:51 GMT

How Jack Nicklaus Holds A Golf Club Could Improve Your Business Development

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!

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Business Development and Saving The Recipe

Tue, 21 Mar 2023 15:12:38 GMT

Moving On And Passing Along?

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

Tue, 07 Feb 2023 19:27:27 GMT

Building New Business Is A Process

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.

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Business Development And Being Uniquely You

Thu, 12 May 2022 15:49:10 GMT

Differentiation From Your Competition Is A Never Ending Endeavor

I am going out on a limb here (not really) by guessing that at some point, your mother mentioned to you just how special you are. If so, no doubt she was correct.

In business, while you may be uniquely you, we have to ask ourselves just how unique we are as a company.

If I am a commercial general contractor, what do I bring to the table that is different than the other four GCs asked to bid on the same medical office building? Won’t I have to lay the foundation, erect the steel, install the mechanical systems exactly the same way, as directed by the plans and specs, as any other contractor?

If I am a subcontractor, am I not tied to the same specified equipment as any of my competitors? When it comes to executing the scope of work, the opportunity to showcase how unique you are may be a bit of a challenge.

So, how do we stand out and separate ourselves from the other ‘X’ number of contractors in our field?

This is where marketing happens.

Suppose a prospect has the following criteria for contractor/vendor approval.

--Must have annual revenue of at least $20,000,000

--Must have at least ten years experience

--Must have required bonding capacity

--Must have built at least three similar projects

--Must have a required safety rating

Now, suppose you are one of five contractors invited to submit a proposal and the results of all the above are exactly the same for each company.

Also, the owner/prospect…and hopefully, future client, has stated that they are not a low bid firm.

What next?

If you are leaving it up to your proposal to close the deal, you may be fooling yourself. From the moment you become aware of the prospect, and they become aware of you, that is when you start closing the deal. The proposal should just be the punctuation mark at the end of the sentence.

Never stop reviewing and refining your processes along the way as too often, we have worked with clients that come to us for that very reason. Why did we lose when our numbers were solid and more than competitive?

We have actually been tasked to find out “Why did we not make the ‘short list?” From that exercise, we learned the following:

A sloppy website impresses no one. Something as simple as, on your footer, stating: “Copyright 2018” when it is 2022 can make a difference. ( Real world example )

Information on the company alone and not the employees. The owner is going to interact with people , not ‘ABC Construction, LLC’.
( Real world example )

The contractor focused only on the numbers.
( Real world example )

Maybe it’s time to review the ‘non-number’ portion of our proposals, our website, our marketing. It is a given the plans and specs will be followed to the letter. If you offer nothing new, different, unique in that delivery, a constant question you need to ask is what makes you special and how can we emphasize that to our prospects and clients?

It might be time for a full audit of your business development and marketing processes.

Qualification Boulevard - A Two Way Street

Tue, 05 Apr 2022 12:29:37 GMT

Why A Signed Contract Beats Estimating Practice

If there is one thing I can’t stand is ‘click-bait’ headlines and I see them all the time as I navigate the interwebs. That is why I did not entitle this post, “How Brad Pitt Can Help You Build New Business”.

That said, allow me a moment to tell you how Brad Pitt Can Help You Build New Business.

At The Darnell house, we are big movie people and being the data nerd that I am, one of my favorites is ‘Money Ball’…starring, you guessed it, Brat Pitt. If you have seen the movie, you know what I mean. If you haven’t allow me a quick synopsis.

The movie is based on the true story of Oakland A’s general manager, Billy Beane and how he must compete against much richer teams while having the lowest salary constraint in baseball. He achieves this by using statistical analysis to make smarter decisions.

“People who run ball clubs, they think in terms of buying players. Your goal shouldn't be to buy players, your goal should be to buy wins. And in order to buy wins, you need to buy runs.” ~ Peter Brand (Moneyball)

Without turning this into more of a movie review…let’s get back to Business Development.

When we implement a CRM, our goal is to be ‘two clicks’ away from answering any question our client may have about their prospects, clients, contacts, tasks and pipeline. Over 90% of our CRM Implementation clients come to us, not for CRM, but for Business Development.

Once we have their data, ‘scrubbed’, formatted and in place, we introduce them to CRM with this guarantee: If within two weeks, you do not approve of the direction this is going, you can walk away, owe us nothing. (We are pleased to say, we are batting 1,000 with not the first client taking that offer.)

For this post, we want to focus on Opportunities (Potential Contracts). The first stop on the timeline for a new Opportunity, on its way to a signed contact, is ‘Qualification’

This tells us the Opportunity is early and we are (1) Working on getting qualified with the owner to submit a proposal and (2) qualifying the Opportunity to determine if it is worth our effort to pursue. Too often, item (2) is ignored and we go from ‘buying runs’ in order to ‘buy wins’ and are just happy to have something for estimating to price.

Or, a happy Business Development person having something to submit on their weekly ‘Why You Should Keep Paying Me’ report.

This post was inspired by a client, from a few years ago, calling and asking if I could take a look at their CRM and help them ‘untangle’ it a bit. What I saw was over 112 Opportunities waiting in the ‘Proposal/Price Quote’ stage. (Insider Note: Their pre-construction department can, at best, effectively estimate six or seven projects.)

To say things got a bit messy would be an understatement.

When we walked through those projects in ‘‘Proposal/Price Quote’ stage, a very large number of them were projects that they had about as much of a chance of landing as I do being Brad Pitt’s stunt double. Remember, qualification works both ways.

This is not to suggest never trying for an opportunity outside your ‘ critical mass ’ but rather not trying for two dozen at the same time. I doubt you will get asked to be on an Invited Bid list for a new Kroger or Publix, if you have never done any type of grocery store. (real world example)

Every single company in the construction industry eats, lives, breathes by a set of plans and specs. A very specific collection of data pointing to a very specific conclusion. I encourage you to have a similar plan for Building New Business.

We want to ‘buy’ wins’...not estimating practice.

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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, CRM as well as executive placement for the Architectural, Engineering and Construction industry.

The Absolutes of Subjective Advice – A Business Development Philosophy

Tue, 06 Jul 2021 15:05:59 GMT

Since I took my first philosophy course as a freshman in college, I have been a fan. In the many years since, I still enjoy studying philosophy and can say that doing so has done much more for me than being able to answer a few more questions on Jeopardy than I would have otherwise.

Bear with me here as I promise to quickly get beyond the ‘school lesson’. If you read my post on ‘Magic and Sushi’ then you may remember that my passion for magic (Illusions) has helped me in business as it taught me to look at situations differently as far as coming up with solutions that may not be so obvious at first; the same is true with philosophy.

That said, let me take you to what I have learned watching some of the home repair/fix-it shows on cable. I am not a handyman, but I do enjoy watching the work of those who are. In watching these shows, and I admit I speak from an understanding that I know little about interior design, I could not help but notice how much of what is suggested as a solution seems to be quite subjective.

A few examples:

1. We want to add this color to the baseboards because it will anchor the theme throughout.
2. If we place this bowl on the table, it will serve as a focal point helping to distract the buyer from the fact that the ceiling is not that high
3. If you are going for Zen, then nothing says Zen like river rock and textures.

Now, these claims may in fact be absolutes. I could query 1,000 designers and they may all be in total agreement and if so, fine. The point I am making is that as you are trying to grow your business, be careful of what may be subjective advice passing for an absolute.

A few examples:

1. Cold calling is for the stone age, no one cold calls any more
2. If your business card does not make someone do a back flip, get rid of it and get one that does.
3. If you are not subscribing to a lead service, you are dead in the water.

In my, admittedly, subjective opinion, there are elements of truth in each, but one should not accept or discard each as an ‘either/or’ (Either true or false). I would ‘translate’ each as follows:

1. There may be better options for you than cold calling.
2. A great looking business card is better than a dull or amateurish looking one.
3. Subscribing to a lead service could give you an advantage.

If you are still reading, allow me to jump back to the ‘classroom’ briefly and what is known as the ‘fallacy of appeal’. This is common form of fallacy in that, rather than present an objective argument that stands on its own merit, presents some form of appeal, prompting the listener to accept a point without further questioning.

As you build new business remember there are lots of free advice out there, mine included. I encourage you not to fully discount or embrace what you read but rather see how it can apply to your business and take what truth from each that will help.

Sometimes, the value may be nothing more than hearing or reading something that almost immediately you reject as ‘crazy’ but, after some thought, may prompt you to, as Apple says, ‘think different’.

In answering emails and my involvement in discussions in industry related forums; it is easy to see/read so much advice that is pure opinion. In tough economic times, are there any absolutes that deserves a company’s focus? I believe there are, the good ole P&L Statement comes to mind.

However, the path one takes to go about making productive changes will be paved with subjectivity which is why I am such a big proponent of doing all you can to not just ‘shoot from the hip’ but document your changes, tweaks, adjustments. (See: ‘Practice Does Not Make Perfect, Perfect Practice Makes Perfect’ - Bumper Sticker (Business) Theology –Thursday, November 6, 2008)

Bottom line, keep what works, toss what does not but make sure you understand the difference on absolutes as opposed to whether you find it personally appealing.

As always, if you have any questions, please feel free to drop me a line via email…I love talking shop.

Business Development, CRM And Vince Gill’s Guitar

Wed, 03 Jun 2020 14:20:37 GMT

Recently, I had to pleasure of being a featured guest on PSMJ ’s - ‘A/E/C Senior Executive Briefings’. My contribution was speaking on Business Development and CRM. One of the points raised was how to highlight CRM as a positive tool versus a negative one. Allow me a brief anecdote.

Way back when, I was working with a national contractor that specializes in retail renovations across the United States. We sold a rather substantial contract that involved hundreds of locations with part of the scope requiring them to move entire aisles of shelving/merchandise inside each store.

There are two basic ways to move an entire aisle of product. (1) The hard way. Remove all merchandise, disassemble and move the shelving or (2) Roll the entire aisle, ‘as is’, leaving the merchandise in place.

Through this venture, I became aware of an architect who invented an amazing product that ‘racquets’ the shelf upward a couple of inches. After a few units strategically placed, the entire aisle could easily be rolled out of the way without touching the merchandise.

Several crew members from the retailer, at first, were struggling a bit with the equipment and eventually the team leader told me, “This thing doesn’t work.” Now, I had witnessed it working, in several similar situations, many, many times…and, not only working, but working very, very well. It is truly an amazing, well designed, solid piece of equipment. It was time to remind my contact there is, like most things, a slight learning curve.

We had developed a pretty good relationship getting to this point so I felt comfortable saying what I was about to say. I simply asked if he played guitar. After a slight pause, he said he did not. (I went out on a limb by asking because if he did…it would have ruined my ‘parable’.) I then asked him, “So, if I handed you Vince Gill’s guitar and asked you to play a song and you couldn’t, would it because you don’t yet know how or would it be because Vince Gill’s guitar does not work?”

My gamble paid off as he laughed, nodded and said, “I see your point. Yes, we should get a little more training.” After a bit of receptive training, the crew began to marvel at how much faster, easier, better the project moved forward.

This is the same with CRM. Without a structured plan in place and a little training, it will be just one more tool no one knows how to use or wants to use.

Marketing is a skill
Networking is a skill
Prospecting is a skill
Lead generation is a skill
Building New Business is a skill
Business Development is a skill

Remember, implementing CRM does absolutely nothing for your business . However, the continued and effective use of it will.

7 Business Development Tasks You Can Do Now In The New Normal

Tue, 28 Apr 2020 19:06:30 GMT

Be Prepared For When We Return To The 'Previous Normal'

One of my favorite moments in the wonderful movie Forrest Gump is when, after running back and forth across the country for three years, Forrest decides…out of the blue…to just stop running.

During his journey, Forrest gained a fairly large following of other runners who, for whatever reason, ran behind him. Suddenly, out in the middle of nowhere, Forrest stops, takes a breath and declares that he is tired and is going to go home. The crowd is silent until someone in the group asks, “Now what are we supposed to do?”

Does our present situation feel like this in the ‘new normal’? Forrest’s run could represent the economy, chugging along and everyone else running in stride, doing what they did in the previous ‘normal’. Now, the economy is no longer running ahead of us and many are asking, “Now what are we supposed to do?”

Here are seven things you can do, starting now. (Translation: Today!)

Business Development And Marketing Audit – I begin with this one because I have a freebie for you. Reach out to me and I will send you a copy of our DIY Business Development And Marketing Audit , a document listing 76 items to measure your company’s proactive approach to building new business.

You don’t have to register, there is nothing to subscribe/unsubscribe later, and there won’t be any ‘would you like fries with that’ emails to follow. Simply go to our website and request a copy. (See the link below)

The audit is the product of working with nearly 300 companies, since 2001, in some form of business development, CRM, marketing, sales, prospecting, branding, social media and beyond. After you grade yourself, you can see how well, or poorly, you score and hopefully find a few ways to make some positive changes.

Remote Networking – The current situation is a great time to continue meeting with your private networking group or start one. Being quarantined does not mean we have to stop meeting. Zoom, Zoho, Skype, Slack, etc. make it easy to have ‘face to face’ meetings from afar. Warning, if you don’t have a webcam, expect to pay a premium!

Write An Article – The fact that you are reading this should tell you, articles, blog posts, newsletters, etc. can prove to be an effective way to make a point and/or share a message to a wide variety of inquiring minds. I am proof you don’t need to be Pat Conroy to write an article.

Challenge Your Dog And Pony – Somewhere on the timeline between entering a contact’s information to signing a contract is often doing the proverbial ‘dog and pony show’. (Sales or qualification presentation.) Until you can actually 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.

Revisit Inactive Clients – 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 and circle back with those you may not have contacted lately. Share a recent success story, ask if there is anything you can do, and if nothing else, forward this article. Bottom line, you could be a valuable resource by letting them know you are happy to help.

Pump Up Your Social Media – The audit lists several ways to do this but the main purpose is it challenges you to check your efforts against your competition. Are you a trend-setter, hanging somewhere in the middle or far, far behind? If you have been ignoring social media, get busy!

CRM Tune Up – 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, marketers, operations, etc. if there is a report or list they need but are not currently receiving.

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 sent, etc.

Is your CRM more stick than carrot when it should be more carrot than stick?

There are so many opportunities here that can come from a little fine-tuning and they are listed in the audit.

Hint: Excel and Outlook is not a CRM.

In closing, I do believe we will get back to the ‘old normal’ soon. I also believe now is the best time to review what you have been doing, keep what is working and correct what is not. Remember, I budget four hours per week to talk shop and bounce around ideas with those sincerely wanting to shave a few strokes off their game.

Audit Link: Click Her e

Better CRM With Freddie Mercury of Queen

Tue, 23 Apr 2019 09:52:44 GMT

I am constantly looking for pearls of wisdom that I can learn from, both personally and professionally, as well as share with clients to help them build new business. Most recently, I found one in what may seem an unlikely place…the movie ‘ Bohemian Rhapsody ’.

*Spoiler Alert* – If you have not seen the movie, I am about to offer a quote so consider yourself warned.

The line comes from the scene where the band finds themselves back together in a room, discussing their potential appearance at the US Festival, after Freddie had taken a bit of a detour with an attempt at a solo career. There is a bit of tension and apprehension amongst the group as Freddie explains what he did (solo effort) and why it did not work:

“I went to Munich. I hired a bunch of guys. I told them exactly what I wanted them to do…and the problem was…they did it.” ~ Freddie Mercury

The point he was making is that no one challenged his decisions; no one offered a ‘second opinion’ and the reason Queen was so successful, compared to his solo venture, was collaboration.

The past four or five years, I have been mostly engaged in CRM implementation as the foundation of our ‘ Building New Business 1.0 ’ program. Working with AEC companies on developing a more pro-active approach in their business development and marketing. One of the things I share with each new client is that part of my job will be to tell them when they have an ‘ugly baby’. (Pointing out processes that need adjusting.)

“But Bobby…

…we have been in business for XX years without CRM!”

…we have CRM, we use Excel and Outlook!”

…I don’t see our people embracing CRM.”

In other words, part of my job is to say, “Freddie, you may want to reconsider the tempo of this song, rewrite the bridge and lower the background vocals on the chorus.”

It is always a good idea to challenge the status quo, just to make sure your business development efforts are as efficient and effective as possible. Is your CRM set up so that you can pull the necessary information that helps make this quarter better than last quarter? How fresh is your Statement of Qualifications? Are you as current with your social media outlets as your competitors?

Challenge those around you to challenge current processes because building new business should be more of a group effort as opposed to a solo gig.

#Construction #Marketing #BusinessDevelopment #CRM

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Bobby Darnell is the founder and Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in CRM implementation and development, business development, sales, marketing as well as executive placement for the AEC (Architectural, Engineering and Construction) industry.

Bobby can be reached at bobbydarnell [at] cmconl.com

CRM, Sextants, Maps & Satellites

183:722405753 (Bobby Darnell) — Thu, 20 Dec 2018 21:36:48 GMT

CRM Is Your GPS For Building New Business

To get to Jacksonville, FL from my hometown one simply gets on GA 400 South, to I-85 South, to I-75 South then, once in Florida, take I-10 East to Jacksonville. Easy peasy.

Now, to get from my house to my favorite Jacksonville, FL restaurant requires much more specific information.

In your company, to grow your business you simply need to successfully price and close more jobs. Easy peasy.

How you successfully price and close more jobs requires much more specific information.

The point here is not about getting from Atlanta to Jacksonville…the point is there are many ways to figure out how to get from A to B.

Christopher Columbus used a sextant and the stars
Growing up, we used a folded map and stopped at convenience stores to ask for directions
Today, we have satellites helping us navigate with near pinpoint accuracy via a GPS app on our smartphone

So, think of CRM as your GPS for getting from: Point A - a new prospect - to - Point B – a paying client.

Just as my favorite GPS app tells me when and where I need to turn, it also can tell me to change my route due to heavy traffic or an accident. It gives me an estimated time of arrival, an indication of the local lawful speed and even how far to the nearest coffee, etc.

One of the biggest hurdles I have found when engaging a prospect interested in CRM is helping them overcome the ‘fear’ of the unknown. To many, CRM is like Social Media…a word/term they hear all the time but do not fully understand.

CRM implementation is definitely a crawl --> walk --> run initiative but the benefits are similar to putting your folded map in the glove box and following your GPS.

I remain convinced there is nothing more powerful to help a company build new business than a CRM used properly. Once one begins to understand the functions and features of this amazing ‘app’…it will serve as a reminder that the shortest distance between two points is still a straight line.

CRM Implementation Failure: A Recipe For Success

183:722405753 (Bobby Darnell) — Tue, 22 May 2018 19:39:43 GMT

I was recently asked ‘Why do CRM implementations fail?’ While there are many causes, I would argue the main reason for a CRM implementation failure is lack of a proper plan.

Note the word ‘proper’.

I have been involved in implementations where was the plan was simply ‘Implement CRM’ and that was as deep as it got. So, if you are looking to have a failed implementation, here is my simple, but proper, recipe for success:

Have No Idea What Is To Be Gained From CRM . Ignore the tried-and-true S.M.A.R.T. plan for goals and make sure you don’t have a list of definitive achievements you want the system help you accomplish.

Shun Involvement From The Initial End-Users From The Very Beginning . Often CRM begins with Business Development and/or Sales and grows from there. Therefore, make sure you ignore their input. Remember, implementing CRM underlines the wise-old saying, “Get them to help plan the fight or else they may fight the plan.” Having the early adopters fighting the plan is key to a successful failed implementation.

Make Sure Management Lacks Understanding What CRM Can Do. If management promotes and supports the program, then your goal of a failed implementation will be greatly hampered.

Make Sure You Are Buying A Size-Seven Shoe For A Size-Ten Foot . (Or vice-versa) What I mean by that is make sure you come out of the gate with an ill-fitting system that does not meet your exact needs. Smother the end-user with unnecessary features or limit them with not enough.

Skimp On Training. Nothing will ensure you reach the goal of failure faster than dropping a twenty-pound user manual on someone’s desk and saying, “If you have any questions…the index is in the back.”

No Data Standards. Trust me on this one! If there are no standards it won’t take long for there to be five entries for Walmart (or more) which will lead to contacts being added to different accounts and notes added to different entries for the same contact. This alone will prove to be huge in helping you achieve your goal of a failed implementation.

Example:

Walmart
Wal-mart
Walmart, Inc.
Walmart Inc.
Wal-mart, Inc

No Champions! Make sure there is no one involved who is truly enthusiastic about what CRM can do and champion the implementation. That ‘loving feeling’ will likely wane after a few weeks and an enthusiastic champion could ruin your chances for failure.

Just by asking ‘Why do CRM implementations fail?’ tells me you are off to a good start.

Best of success!

#CRM #Implementation #Success

Probable vs. Possible and My Million Dollar Guarantee

183:722405753 (Bobby Darnell) — Wed, 24 Jan 2018 00:00:00 GMT

Today’s entry explains the difference between probable, that which is likely to occur, and possible, that which may occur.

When a company’s pipeline decreases, businesses often have a tendency to shift from going after work that is probable and leaning towards opportunities that are possible. This temptation is natural and understandable but yet, allow me to encourage you to not stray too far.

Here is an example: Follow my advice here and I guarantee you will make at least one million dollars. It is a proven formula and everyone who has followed it has made, at the very least, one million dollars.

This formula does not require any heavy lifting. You can do this from the comfort of your home, riding down the road, traveling on an airplane, sitting on the beach, or anywhere. You do not need a computer, Internet, laser printer or wireless network.

All you have to do is this…

Write a song that goes to number one for at least 10 weeks on the Billboard Hot 100 charts. That’s it! That is all you have to do to become a millionaire!

Possible? Oh yes.

Probable? Sorry, not very.

The point to remember is there are people and/or companies in your market in need of your product or service. Instead of losing focus on the probable and succumbing to the temptation of the possible, focus your energies on doing an even better job of finding those probable opportunities.

Ask yourself this question: Is the fulcrum of the lever that is my business development and marketing efforts in the right place?

An architectural firm with a 20+ year history and portfolio of designing large distribution centers will probably not win the commission to design a medium sized worship facility when going against the medium sized design firm who has a 20+ year history, and portfolio, of primarily worship facilities.

Is it possible the talent at the larger firm can design a new church? Oh, yes.

Is it probable they will get the business? Sorry, not very likely.

Finally, I am definitely not saying one should never branch out and look for new revenue streams, new opportunities to partner, new service or product offerings. Chances are there are plenty of ways you can adjust your current efforts for Building New Business that could make increasing the probable, very possible.

Just make sure your efforts make sense – so you don’t find yourself trying to pay the bills by sitting under a tree somewhere trying to rhyme ‘spoon’, ‘June’ and ‘moon’ for the debut single, on the debut album, of the next American Idol winner.

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Bobby Darnell is the founder and 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

New Flash: Rome Wasn’t Built In Two Days Either

183:722405753 (Bobby Darnell) — Tue, 12 Dec 2017 00:00:00 GMT

Good Things Take Time

I firmly believe we live in a world that leans towards, and leads us to, instant gratification.

Fresh hot coffee, by the cup, brewed instantly. Do you want your friends to see what you are having for lunch? You can upload a picture instantly. Do you want the latest music from your favorite artist? Simply, download it instantly.

When it comes to building new business, ‘instant’ can help but cannot replace that which it cannot replace.

Developing a brand takes time.

Building trusted relationships takes time.

Developing a portfolio of solid projects takes time.

I am a big believer in not reinventing the wheel. I prefer to look around, see what others are doing, and doing well, and try to follow. Who has not heard of Coca Cola? Yet, I see ads for Coke everywhere. Why would a brand like the Mayo Clinic feel the need to be on Twitter? Yet they are and they are crushing it. Why would contractors with billions in revenue use a lead service? Yet many do.

Buying a CRM is not a business development strategy. Placing a single ad in a publication is not an advertising campaign. Sponsoring a hole in the local association golf tournament is not a marketing program.

I often use the following when engaging a prospect or client: “Buying a treadmill will not get you in shape…however, the continued and effective use of it will.”

The key is ‘continued and effective use’.

I’ve witnessed companies spend thousands on CRM and use it continually, but not effectively. I have worked with companies that bought a healthy dose of advertising for one trade show but that was all. I have written business plans for companies only to follow up six months later and learn they never read it.

Of all industries, the design and construction industry understands what it means to follow a plan. There are not too many buildings that go up by assembling a couple hundred building product manufactures, subcontractors, contractors and designers on a vacant piece of land with everyone just winging it on their own.

They follow a very specific set of plans and specifications to a successful, completed goal.

The same should be true for that portion of business charged with gaining new customers and keeping current ones. The desired results will not happen overnight, through a single tweet, one blog post, one half-page ad, a golf shirt with the new logo, etc. Success will come from a dedicated program that can be executed effectively and continually.

Instant is for soup.

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Bobby can be reached at bobbydarnell [at] cmconl.com

This article first appeared in the December, 2017 issue of Properties Magazine

So Thankful For Our CRM

183:722405753 (Bobby Darnell) — Tue, 21 Nov 2017 00:00:00 GMT

This is the week of Thanksgiving - a short week in business and, hopefully, a week where we all take time to count our blessings.

As we wind down another year, I am reminded of a few occasions where I went to our CRM for answers and am thankful the information was easily available.

As in most businesses, our contracts are sometimes signed by someone who eventually leaves the company and their replacement may not have a full understanding of our services. This happened two days ago when a new contact needed to update our agreement.

In retrieving a copy of the current agreement, at a glance I was able to tell the following:

How we discovered this company
How many approaches it took to secure the company as a client
Details of our interactions
Their payment terms
Specific warranty information
Fee schedule
Our win/loss percentage
Length of each sales cycle
Names and sources of key contacts (LinkedIn, trade show, networking, etc.)
Industry classifications: (1) AEC (2) Specialty Contractor (3) Building Envelope
All files related to this particular client
Locations and key contacts for all active opportunities

I could keep going but I believe you get the idea.

Yes, one could argue I could do all that with a spreadsheet and files on a hard drive which is true. I could also spin the thread to weave my own cloth to sew my own clothes but who has time for that?

It doesn't have to be Thanksgiving week for me to be thankful for my trusty CRM, which allows me to focus on what is important for my company; whether it is building new business or effectively providing services to our clients.

Obviously, I have much more to be thankful for other than CRM but I have yet found a way to get paid for my love of family, guitars, raw oysters, good health, my home, coffee, etc., etc.

Happy Thanksgiving!

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Bobby can be reached at bobbydarnell [at] cmconl.com

CRM, Guitars And A Broken Lever

183:722405753 (Bobby Darnell) — Mon, 16 Oct 2017 00:00:00 GMT

Archimedes of Syracuse, the noted Greek mathematician, philosopher, scientist and engineer is reported to have said, “Give me a place to stand and with a lever I will move the whole world.”

A lever is a tool, as is a CRM system and both require a proper configuration in order to gain maximum output. With a lever, it is much easier to move the fulcrum in order to quickly see an improvement in efficiency. With CRM, it is not quite so easy.

Too many times I have heard from companies saying that their CRM is just not working.

Once, I had a company tell me their CRM was useless which I believed to be untrue. This particular person was from Nashville (Music City) so I went out on a limb and asked if he played guitar. He replied he did indeed play. I asked him if he handed his favorite guitar to my then 10 year old daughter, asked her to play a song and if she couldn’t, would that mean the guitar was broken?

Fortunately, he chuckled and we set a time to review their program.

To follow on the guitar example, CRM requires on-going tuning and often necessitates input from people other than the OFA (Overall Firm Administrator). A specific data need that seemed like a good idea at the time may, after six months of review, prove to be not so relevant.

Those vital reports that were part of the decision to invest in CRM may be delivering less than vital results due to missing data captures.

User participation may be an uphill battle because user benefits were not properly conveyed.

If your CRM is starting to resemble a guitar sitting on a stand in the corner, gathering dust…maybe it’s time to put on some fresh strings, take a lesson, move that fulcrum a bit and start playing in tune.

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Bobby can be reached at bobbydarnell [at] cmconl.com

CRM - Eggs Are Good/Not Good For You

183:722405753 (Bobby Darnell) — Mon, 09 Oct 2017 00:00:00 GMT

Eggs are good for you. Wait, no they aren’t.

The best way to lose weight is watch your fat intake. Actually, the best way is a diet high in fats and protein.

To reduce the national debt, we need to raise taxes. Well, in fact, lowering taxes will increase federal revenues.

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What does any of the above have to do with CRM? Not much except when seeking wisdom on the best CRM for your business, generating corporate acceptance, data standards, dashboard formatting, etc. - you will likely get more than one answer.

Getting input on which CRM package to use, and how to use it, can be a lot like asking someone how they make gumbo…everyone has their favorite recipe.

I don't want to discourage anyone from asking questions, but remember, what works for a logistics company may not be suitable for a commercial general contractor. What may be vital for an insurance company may not make the short list for an architectural firm.

I recently completed two projects untangling data from two separate CRMs. One client struggled with the temptation of features overkill, while the other was the exact opposite.

You will need to take time in fine-tuning your data input requirements, user-time investment, data-mining best practices and the other important functions of your CRM. However, don't allow yourself to get bogged down in the details.

Your CRM system doesn't have to be perfect before you begin implementation. It doesn't matter how much time you spend prior to launch, until you start using your CRM, you won't know exactly what works and what doesn't for your company.

I encourage my CRM clients to remember; there is a reason very few successful software programs stop development at version 1.0. CRM was made to be tweaked and is, if you will, a living organism.

Once you have a good baseline for your CRM, be sure you have a process in place to propose, review, approve and make changes. Your business isn't static, and your CRM shouldn't be either.

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Bobby can be reached at bobbydarnell [at] cmconl.com

Subcontractor List: Drywall, Concrete, Business Development…

183:722405753 (Bobby Darnell) — Wed, 16 Aug 2017 00:00:00 GMT

It is no secret that a commercial general contractor does not handle all the sub-trades with their own W-2 employees. It is also not a secret that architects often hire consulting engineering firms as well. The A/E/C marketplace lives and breathes subcontracting.

With that stated, this post is not about getting pricing for steel, electrical, HVAC, etc., or even proposals for MEP, Structural or Civil Design. I am here to shed some light on the ever-growing subcontractor population of the Sales, Marketing and Business Development consultants.

When I started Construction Market Consultants back in 2001, I began by offering part-time, business development on a retainer basis to several non-competing firms. Each client was fully aware of the other companies I was representing. It was a win for me as I had immediate revenue, and it was a win for my clients as they had someone handing out their business cards at industry and networking events, beating the bushes, and developing a CRM of targeted, qualified prospects at a fraction of the cost and overhead of a full-time employee.

Part of what I did in my early days ran the gamut from developing collateral materials, logo design, website development, guest blogging, CRM implementation, lead generation, business plans, marketing plans and more. Along the way I developed a network of industry professionals enjoying real, symbiotic relationships.

Allow me a quick pause to share a bit about the name Construction Market Consultants, Inc.

The first part of my career I worked for a company called Construction Market Data, Inc., or as it was known in the A/E/C world, CMD. CMD tracked commercial construction projects from concept through the design, bidding, or contract negotiation, and on through the post-bid and awarding of subcontracts. We took that data, sliced and diced it into a number of products and sold it to just about anyone that had anything to do with a commercial building. Basically, our data served as project leads for our customers.

In 2001, when CMD was sold to Reed Elsevier, I knew the name Construction Market Data was going by the wayside. When I learned I was going by the wayside as well, and I decided to hang out my shingle, I wanted to leverage anything I could from the “Construction Market” portion of CMD.

Plus, I am an optimist. I envisioned one day having a robust network of consultants in the construction industry that would be available to help with projects too large, complex and/or time sensitive for just little old me.

When I write about CRM or Business Development, it is not just some guy fondly recalling his salad days, but I write from a player/coach perspective. I continue to do business development daily and I love it. My tenure at CMD afforded me access to the marketing and business development departments, strategies, techniques and practices of the largest players in design, construction and manufacturing.

Working with these companies, helping them leverage their data allowed me to develop an appreciation and, dare I say, expertise in CRM unique to the A/E/C industry. Even back in my CMD days, I was a business development consultant but didn’t know it at the time.

I am happy to report that I do have a small circle of consultants I call on for support and assistance. I am also happy to report I am not alone when it comes to offering business development on a contract basis. Contract Business Development is alive and well and has proven to work for Fortune 500 Building Product Manufacturers, National Commercial General Contractors, Architectural Firms, Subcontractors, Technology Companies, and more.

Could it make sense for your company to find a place somewhere in the middle between limited business development and a full-time, six-figure employee? Please note: I am not knocking six-figure Business Development employees - I believe every company should have at least one ! But, in the meantime, just know there are options.

If you want to know more, reach out to me. In that small circle I mentioned, I know several people who may be able to help you Build New Business without breaking the bank.

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Bobby Darnell is the founder and 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

Your Best Networking Story

183:722405753 (Bobby Darnell) — Wed, 02 Aug 2017 00:00:00 GMT

(For the Seinfeld fans among us, the picture caption for this post is a play on Kenny Bania's unbridled enthusiasm for Jerry's bit on Ovaltine.)

While I enjoy many great posts on LinkedIn, I admit I miss those offerings that generate a true discussion, where people actually exchange useful thoughts and ideas. I am in the process of finalizing my newest book entitled 'Building New Business' and would like to include several 'Best Networking Stories'.

Today, I am not offering a bullet list of 'The X Number of Reasons You Should be Networking' or 'The X Biggest Networking Mistakes' . No, just my attempt at pure-networking gold. So, that said, let the story telling begin. Here's my best networking story from a few years ago.

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My Best Networking Story

At the time, my main client was a national construction firm specializing in store renovations across the United States for top-100 retailers. One afternoon, I was attending our daughter's regional track meet after learning one of my friends, who had moved away, would be there.

Having not seen Jon in a while, it was nice to catch up and visit. Jon asked, "Are you still running your consulting business?" to which I replied yes. Jon then asked, "Would it be helpful to have a contact at 'XZY'?" (Think of a very large retailer.)

I replied, "Well, it could...do you know anyone?"

Jon replied, "Yes, my best friend just moved to their headquarters. He is in charge of their national store renovations program."

I asked, "Are you serious? Do you really know this guy?"

Jon replied he did, gave me his cell number, said to call and tell him how I got his name.

When I returned to my office, I called the number, went straight to voice mail and left a message fully expecting that would be the end of the story. To my surprise, in about 15 minutes, I received a call back.

After a few minutes of sharing how we each knew Jon, I was invited to their headquarters for a presentation...which lead to a contract...which lead to my client making literally millions of dollars, over the next few years, doing store renovations across the country.

Now, I like to think I would have eventually discovered this contact, as he was indeed the one in charge of store renovations. And I would have eventually been able to secure a meeting. However, the call was certainly easier with us having Jon as a mutual friend. Definitely a much shorter line .

Finally, I have several other incidents that are very close to this one which continue to confirm my passion and enthusiasm for networking. As the old saying goes, often times it is not what you know but who you know.

I am convinced my story is not unique so the floor is now open to others. If you prefer not to share your story in a public setting, feel free to email me: bobbydarnell [at] cmconl.com

Networking can be pure gold, literally.

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Bobby can be reached at bobbydarnell [at] cmconl.com

CRM For The Construction Industry…Lifting The Fog - Part 3

183:722405753 (Bobby Darnell) — Thu, 06 Jul 2017 00:00:00 GMT

This final installment of our little series is more for those already using CRM or are very close to implementation. Now that you’ve pulled the trigger and have committed to a brand/system, what next?

While I have no empirical evidence to share, I would say the majority of the CRM systems out there probably offer less than 15% of a difference in features. They all do leads, accounts, contacts, opportunities, tasks, dashboards, email links, allow one to attach documents, make time-stamped notes, set up reminders, etc.

The real challenge in ‘right-sizing’ your CRM is to have an awareness of what exactly you want the system to provide beyond the basics.

One method I suggest is to ‘reverse engineer’ your way towards a solution; focus on functionality as opposed to features. Where exactly is the optimal point to place the fulcrum on this lever called CRM? What do you need your data to tell you?

If you are new to CRM or dusting off a neglected system…here is a list to consider. If you find no value in any of these, at least it may get you thinking of ways you can tweak your current system in order to provide useful and actionable information at the click of a mouse. Currently can your CRM tell you?

The top five source categories for new opportunities
The top five source categories for new contacts
The percentage increase/decrease in the timeline it takes for an opportunity to become a contract
The percentage increase/decrease in your public to private work
The best time of day to contact your top prospects
A breakdown of industry class of your new clients YTD (Subclass)
A breakdown of industry class of your new prospects last quarter (Subclass)
A report that gives the CEO a ‘headline update’ of where the company stands with the top 100 clients/prospects in your industry
The top five reasons why you lost the last 25 opportunities
Where you stand with a prospect on becoming an approved vendor
A list of all inactive clients and the amount of time since the last contract
Win/loss percentage that truly reflects wins vs. losses and not ‘misses’
A list of all active clients and key contacts, broken down by revenue gained from each, for holiday packages

I could go on and on but these are just a few of the reports I like to create when working on any system, for any client.

In closing, another overlooked item I come across would be the lack of data standards. Without some guidelines, it won’t take long to have a dozen different entries for the same company, duplicate contacts, duplicate opportunities and things can get real ugly, real fast.

If you have any questions, let me know. For a brief, three part series on lifting the fog on CRM, there is no doubt I mist something. (rimshot!)

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Bobby can be reached at bobbydarnell [at] cmconl.com

CRM For The Construction Industry…Lifting The Fog - Part 2

183:722405753 (Bobby Darnell) — Fri, 23 Jun 2017 00:00:00 GMT

Which of the following does not belong?

Lean Process Improvement
ISO 9001
The Dodd Frank Bill
CRM
IRS Statutes Involving Multi-State Revenue Sources As They Pertain To Personal Income.

If you answered number four, CRM, you are correct! The reason? Most business people enjoy talking about the other four.

Seriously, CRM does seem to have a sense of mystery that reminds me of my ‘pre-sushi’ days. (Raw fish? I’m not going to try that!) People are comfortable with what they know and no matter how much ‘something new’ can help, they are often content with the status quo.

Example: Several years ago I was involved in a project with a construction software developer. The main investor owned a substantial amount of stock in a publicly traded, building product manufacturer and was worth hundreds of millions of dollars. (I only know this because his story kept coming up in meetings where he was not in attendance.)

Anyway, the investor had a private jet, a huge yacht and everything one would expect for someone with his means. However, his cell phone was the size of a shoe…and this was back in the day when cell phones were small.

One day, on our way to lunch, David said, “Hang on, let me get my cell phone.” At this point in the project, I knew him well enough to say, “You know David, they are making them smaller these days.” To which he replied with smile, “Yes, but I actually know how to work this one!”

Outlook, Excel, Rolodex, index cards in a plastic container are all tools people use to track their contacts and leads. If there is reluctance to embrace CRM, think back to a time when, once you were beyond your initial hesitancy, you enjoyed a substantial benefit from learning something new….like learning to swim.

Don’t let complacency fog your vision. Once you engage CRM, use it to build new business and see how powerful it can be, I believe you will be more excited to talk about it than you would IRS statutes involving multi-state revenue sources as they pertain to personal income.

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Bobby can be reached at bobbydarnell [at] cmconl.com

CRM For The Construction Industry – Lifting The Fog

183:722405753 (Bobby Darnell) — Fri, 23 Jun 2017 00:00:00 GMT

I was recently asked, “What is the best CRM for my construction company”?

Answering that question, without asking some qualifying questions would be similar to answering the following, “I don’t feel well, what medicine should I take?”

CRM, it’s good for what ails you if it is applied in way that addresses your symptoms.

Managing construction data has been the foundation of my entire career. As a result of that, I have been involved with CRM implementation for companies with more than 200 users down to a small local general contractors with three users. Each engagement is like a fingerprint, unique.

There are so many great systems available and often CRM can been seen as a ‘Silver Bullet’. Hint: It’s not and never is. My reply to questions such as this is to use an exercise parallel…”Buying a Treadmill does not get you in shape. However, its continued and effective use can.”

The same with CRM with an emphasis on ‘continued and effective use’. Getting to ‘continued and effective use’ is typically where the fog rolls in.

A few questions that will help steer one towards a better solution:

Q: Do you subscribe to a lead service such as F.W. Dodge, CMD, CDC News, etc.?

Q: Who will ‘champion’ this initiative towards its ‘continued and effective’ use?

Q: Will you need to be able to attach more than one company to an opportunity?

Q: Do you need to capture this? Why do you think this is important?

Q: Do you understand the difference between a ‘Lead’ and an ‘Opportunity/Potential’?

Q: Will you be importing data from Excel, BST, Unity, Outlook or another system?

Q: Is your company large enough to be concerned with territorial standards?

Q: What are you top three goals in implementing CRM?

…and many more.

Having answers to the above will guide one towards a system that is better suited for a company’s specific needs. Selecting possible vendors, vetting vendors, short listing vendors, getting a purchased signed, assigning roles for a corporate wide implementation and managing data standards can be the easy part.

No CRM? Is your CRM gathering dust? What are you waiting for?

Often times, when pressed to provide an answer, some companies don’t have the foggiest idea.

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Bobby can be reached at bobbydarnell [at] cmconl.com

Business Development And Shorter Lines

183:722405753 (Bobby Darnell) — Thu, 09 Mar 2017 00:00:00 GMT

I remember doing some channel surfing many moons ago and coming across George Carlin doing a bit about how all we really need in life is a ‘place for our stuff’. He went on to say that all life is about is finding a place for your stuff. Your house is really nothing but a place for your stuff with a roof. When you go on vacation, you take a smaller version of your stuff but you will still have a place for your stuff.

In the same spirit and thinking, I will contend the parallel for business is not so much having a place for our stuff but, from Walmart all the way down to the sole proprietor, business is all about finding ‘shorter lines’.

Sure, we all have ‘stuff’ for our business: laptop, smartphone, copy machine, coffee maker, scanner and printers. These are merely tools to help me obtain what I truly desire…shorter lines.

Everything in business is a part of some type of line and we all want shorter ones. Think about it: You pull into the bank to make a deposit and there are four open drive-thru lanes. Which one do you pick? The one that has the shorter line. This also applies to checking out at the grocery store, going through security at the airport and any visit to your friendly Department of Motor Vehicles. We all want shorter lines.

When it comes to Building New Business, every single task we engage ourselves with involves a line of some kind with, I believe, the broader category being ‘time lines’. For each of the following, whatever process we choose, we cannot escape getting from ‘A’ to ‘B’ via a line of time.

Complete stranger to loyal client
Zero revenue to your first $1,000,000
Profit margin from breakeven to 15%
One location to ten branch offices
30 employees to 50 employees

You get the picture. Every business person worth their salt is quite aware of the different lines involved in achieving one’s goals but what separates those possessing shorter lines from the ones with longer lines, is the amount of preparation put into each goal.

How does one reduce the timeline from meeting a complete stranger to having that person as a loyal client from 10 months down to six?

How does one shorten that timeline to seven figures in revenue from three years to two?

The simple answer is effective planning.

This past week, I am happy to report that we moved four companies from our ‘Prospects’ folder to our ‘Client’ folder…each being an entity in the A/E/C marketplace.

If I had to highlight one item as the most profound and common issue of every single company we have worked with it would undoubtedly be how amazed I am to find the number of companies who make their living designing or following a set of plans and specifications…yet do not plan for their business.

What would the timeline be to build a 10,000 SF commercial building without plans and specs versus the timeline with plans and specs?

What would the timeline be to build a million dollar business without a plan versus having one?

The late great coach Paul "Bear" Bryant once said, “Have a plan. Follow the plan, and you'll be surprised how successful you can be. Most people don't have a plan. That's why it's is easy to beat most folks.”

The shortest distance between two points will always be a straight line. The best way to make that line shorter is to plan for a shorter line.

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Bobby can be reached at bobbydarnell [at] cmconl.com

Business Development: Making A Long Story Short

183:722405753 (Bobby Darnell) — Tue, 10 Feb 2015 00:00:00 GMT

We live in an age of time-saving devices and services and I love each and every one. I truly believe a fax machine, for those who still use them, saves time compared to putting a document in the US mail. However, I am not so sure the time we save actually goes in as a credit in our ‘time bank’ before we quickly ‘spend’ those saved moments. We want things fast and we want them now.

As much as I love being able to get the latest ball scores and weather on my smartphone while watching my little girl play softball, there are just some things that cannot be hurried.

Since I started my business back in 2001, I have learned many things and key among those is, in the A/E/C market, when you bill yourself as a ‘business development consultant’ people will listen to you...at least in the beginning.

They want to know what you may know which they do not know. What small bit of information do you have that may help them bring in some new business, today?

The truth of the matter is, there are not any ‘New Business Packets’ one can stick in the microwave for 90 seconds which will produce a purchase order or an RFP.

Building your pipeline takes time.
Building your brand takes time.
Building your company’s reputation takes time.
Building new business takes time.

Of course, I am not telling anyone anything new so don’t think of this offering as anything more than a gentle reminder that the things we do today are the seeds for the contract we close in weeks or even months down the road.

The economy is still tighter than bark on a tree right now and there are a lot of prospects and potential customers sitting on the sidelines wanting to ‘wait and see’.

As a business owner, this is not the time to sit on the sidelines, waiting and seeing. If you have some extra time on your hands, here is a short and quick list of items you may want to consider giving a quick review:

– How does your collateral material look? It is time for an upgrade? This includes your letterhead, brochures, website, mailing labels, business cards, etc.

– How are your public speaking and/or sales presentation skills?

– How are you doing in the wonderful new world of ‘social media’?

– How many e-newsletters do you receive versus how many you read?

– How are you doing on keeping in touch with your tried and true clients/customers? Do you only call on them when you are trying to sell them something?

– How long has it been since you attended your local association meeting?

– When was the last time you queried your CRM for telling data that will make the next sales cycle shorter?

The list could go on and on, but I would like to keep this short and quick.

We live in an age where we don’t have time to read the entire book…give me the ‘Cliff Notes’ version please. Heck, there are even services one can subscribe to that does exactly that…gives you the latest and greatest business book reduced down to just a few pages. [I have always wanted to give their trial version a run, but never had the time!]

Speaking of Cliff Notes, and I will close with this as I know you are in a hurry. I was on a plane not too long ago and the gentleman next to me had the last name, ‘Cliff’. I made a comment to the effect of, “Oh, Cliff, as in ‘Cliff Notes’?”

Believe or not, he replied, “Yes, exactly. My father created ‘Cliff Notes’.”

After asking him to thank his father for helping me, and an untold number of other high school students who did not make time to read ‘Robinson Crusoe’, I asked him, “How did your dad come up with the idea for ‘Cliff Notes’?"

His reply was, “Well, to make a long story short…”

* rimshot *

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Bobby can be reached at bobbydarnell [at] cmconl.com

Elon Musk, Warren Buffett And Bobby Darnell

Fri, 16 Jan 2015 00:00:00 GMT

Naturally, when I sit down to write I try to think of a title for each entry that has ‘headline’ appeal. The headline causes you to want to read the rest of the article, but the headline needs to be related to the information being presented. So allow me to explain myself, before people start knocking on my door wanting me to invest in the next big thing.

What do I have in common with Elon Musk and Warren Buffett? Is it billions of dollars? No, not yet any way.

What I, you, and everyone else has in common with the two of the richest men in the world is simple. Everyone has the same amount of time each day. Elon and Warren’s days are no longer than yours or mine.

So, here we find ourselves trying to shake off the effects of the worst economy since the Great Depression, and a new year is ahead of us. What do we do?

I recently took a call from a business development person who was attempting to network. He mentioned how slow things are on his end as they were finishing four projects with nothing new on the horizon. I took a call yesterday from a regional subcontractor who recently lost their major client and was in a pinch. I met with a building product manufacturer this week and he wanted to know what his sales staff should be doing that they aren't.

If you have read my blog before, you will know that I am a big believer in (1) everyone in a company is in sales and (2) never stop looking for new ways to do things better, smarter and faster.

One of the biggest ‘ah-ha’ moments of my career was about 15 years ago when all the upper level managers were taking a time-management course. This was even before Palms, PDA’s and Blackberry's. The course came with large leather, three-ring binder, expensive charts and forms which I thought was completely ridiculous. But in our office, it was almost a ‘Star Belly Sneetches’ kind of thing (for the Dr. Suess fans amongst us).

Finally, I caved, took the course and received my own huge binder. However, this time, I once again, ‘tasted the sushi’ and loved it. What I learned in that course was, and still is, one of the best investments I have made…even though I did not have to pay for it. Time is money, spend it wisely.

If you find yourself with extra time on your hands, invest your time in opportunities which will continue to pay off when the economy recovers. Take a look at online courses; create your own leads group; attend a lecture on marketing; go have coffee with the business development person of a non-competitor.

Have a brain-storming session with your staff; get organized; do some early ‘spring cleaning’; review your business plan if you have one, and get one if you don’t; create an action plan; review your collateral material; update your case study inserts; ask someone to critique your website; hold a contest so see how many ideas you can come up with to save money and give the winner a dinner at your favorite special occasion restaurant, a gift card or just good old cash.

The thing is, do something so that in a year from now, you will be glad you started today.

Ask yourself this, what is the number one thing your company needs right now? Whatever that is…start doing it and don’t stop until it is done.

At the end of the day, Elon Musk, Warren Buffett, you and I will all go to sleep after having the opportunity to decide on how to invest the same amount of time presented to us each day. Finances aside, what separates each of us is what we do with that time.

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Bobby can be reached at bobbydarnell [at] cmconl.com

The Absolutes of Subjective Advice

183:722405753 (Bobby Darnell) — Wed, 17 Dec 2014 00:00:00 GMT

That said, let me share with you some of what I have learned watching home repair/fix-it shows on cable. I am not a handy man but I do enjoy the work of those who are. From these shows, and I admit I speak from an understanding that I know very little about interior design, I could not help but notice how much of what is suggested as a solution seems to be subjective.

A few examples:

We want to add this color to the baseboards because it will anchor the theme throughout
If we place this bowl on the table, it will serve as a focal point helping to distract the buyer from the fact that the ceiling is not that high
If you are going for Zen, then nothing says Zen like river rock and textures

Now, these claims may in fact be absolutes. I could query 1,000 designers and they may all be in total agreement and if so, fine. The point I am making is that as you are trying to build new business, be careful of what may be subjective advice passing for an absolute.

A few examples:

Cold calling is for the Stone Age, no one cold calls any more
If your business card does not make someone do a back flip, get rid of it and get one that does
If you are not subscribing to a lead service, you are dead in the water

In my, admittedly, subjective opinion, there are elements of truth in each of those sayings but one should not accept or discard any as something ‘either/or’ (Either true or false). I would ‘translate’ the three bits of advice as follows:

There may be better options for you than cold calling
A great looking business card is better than a dull or amateurish looking one
Subscribing to a lead service could give you an advantage

If you are still reading, allow me to jump back to the ‘classroom’ briefly to what is known as the ‘fallacy of appeal’. This is a common form of fallacy in that, rather than present an objective argument that stands on its own merit, presents some form of appeal, prompting the listener to accept a point without further questioning.

As you grow your business remember that there are lots of free advice out there, mine included. I encourage you not to fully discount or embrace what you read but rather see how it can apply to your business and take what truth from each ‘pearl of wisdom’ that could help.

Sometimes, the value may be nothing more than hearing or reading something that you almost immediately reject as ‘crazy’ but, after some thought, may prompt you to, as Apple Inc. says, ‘Think different’.

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Bobby can be reached at bobbydarnell [at] cmconl.com

Spiders and Sharks

Sat, 29 Nov 2014 00:00:00 GMT

When it comes to business development, often it seems one is either a spider or a shark.

Spiders build webs and wait for a meal to find its way in and get stuck. A shark on the other hand has to keep swimming, always on the lookout for the next bite.

In Building New Business, you have to be both. A great online presence is much like a spider web, it can be helpful for snagging interest but you can't just spin the web and wait in the corner.

Being constantly on the prowl, pro-actively beating the bushes for leads and prospects, can be a winning tactic so long as you are not swimming in circles.

I love 'talking shop' with readers and, without a doubt, the biggest commonality they share is they do not have a firm grasp on the 'non spider web' portion of their business development efforts. This a large part of why we have been focusing more on proper prospecting .

All the sales training and effective closing techniques are not going to be much help unless they are directed to the attention of a qualified prospect.

Much like trying to improve the family budget, going back and reviewing the past three months of expenses to find opportunities to manage your money better...go back to the last three months of your proactive marketing and look for the same. (Opportunities to manage your time better). Unfortunately, this is next to impossible for many as the only way to 'look for clues/insight' is sifting through the 'SENT' folder in the their email program.

Proper prospecting requires a process that can be measured and that is where an effective CRM comes into play.

“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” – H. James Harrington

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Here I Am...Come And Find Me!

183:722405753 (Bobby Darnell) — Fri, 25 Apr 2014 00:00:00 GMT

I have said for a while that active participation on LinkedIn is the best way to say, 'Look at me!' without saying, 'Look at me!'

That said, when I see or recognize someone in the LinkedIn Groups I frequent I am amazed at the number of people, especially those in sales or business development, who make it quite difficult for people to contact them.

- Vice President's of Sales and Marketing
- Regional Directors of Sales
- Sales Managers
- Account Executives

These positions/people are all over the place on LinkedIn and yet, so many offer no direct way to contact them.

As a joke, I like to say that my goal in sales is to build a client base to the point where I have an unlisted number. Since I am not there yet, if you look on my LinkedIn profile under contact information you will be able to reach me.

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Bobby can be reached at bobbydarnell [at] cmconl.com