A recent article in the Harvard Business Review examines the future role of sales people in the business-to-business (B2B) environment. The article is based on “Death of a B2B Salesman,” a new report from Forrester Research, and encourages companies to transform their sales models by incorporating digital media into their processes.
For the last several years, I've had the opportunity to write and speak on the topic of how technology is impacting the B2B buying process. The Forrester study highlights some significant trends that should get the attention of CEOs, CMOs and CSOs in the architecture, engineering and construction (AEC) industry. The study reveals that B2B buyers want to self-educate themselves by going to sellers’ websites to learn about offerings, and a majority of buyers prefer to make purchases online. Forrester also reported that many sellers continue to force customers to deal with a sales representative to learn about prices and complete the transaction.
While actually procuring design and construction processes online is general not feasible, the findings of the report are still valid. My own research over the last few years has indicated that buyers of design and construction services are increasingly using the web to review and validate companies-and even specific company employees-via social networks, technical articles, videos, and other means.
The HBR article, written by James A. Narus, a professor of business marketing at Wake Forest University, encourages firms to rethink its sales funnel and integrate digital marketing into the overall sales and marketing process. In my book, Building Business with Social Media, I discuss how technology is impacting the process for finding, attracting, and retaining customers. Efforts to establish thought leadership and become a knowledge provider will provide buyer with information to educate themselves to them make purchase decisions. Digital marketing effort must be integrated into the sales and marketing process. AEC firm leaders must encourage and promote cohesion between the sales and marketing efforts to better align with the behaviors of customers.
According to the Forrester study, sales people can still be important to the process by adding value to the customer's purchasing process. The study describes the role of today’s field salesperson as an educator, negotiator, consultant, solution configurator, service provider, and relationship manager.
As with every function in business, the sales role is evolving. Companies in the AEC industry must continually analyze their customer's buying process and proactively integrate digital marketing into their sales approach to meet their buyers needs.
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Showing posts with label aec. Show all posts
Showing posts with label aec. Show all posts
Saturday, April 18, 2015
Friday, January 08, 2010
Industry Veterans Author "Leading With Marketing"
Brian Gallagher and Kimberly Kayler, CPSM, both long-time architecture/engineering/construction (AEC) industry veterans, have announced the publication of their book entitled Leading with Marketing.
Published by AuthorHouse and available from amazon.com, the American Concrete Institute as well as through Hanley Wood at the World of Concrete, to be held Feb. 1-4 in Las Vegas, the book is a comprehensive resource for creating, building and managing successful AEC marketing programs.
According to Gallagher, investing in marketing initiatives can be a key driver for profitable growth for AEC firms. These marketing initiatives ultimately lead to a constant flow of new business opportunities.
“We have seen first-hand the impact marketing can have on growing AEC firms,” said Gallagher. “This book is designed to provide an overview and a roadmap for all involved in marketing and sales in the AEC industry.”
According to Kayler, Leading With Marketing embodies how a company approaches their business, their marketplace, and their customers.
“Whether it is handled by a department or an individual, marketing is a leadership function in every AEC firm,” said Kayler. “When companies lead with marketing, they choose which markets to target, what services to offer, how to differentiate, how to communicate, and how to win.”
Based on years of actual experience with a diverse variety of companies and associations in the AEC industry, the authors wrote this book with the intent of bridging the gap between traditional marketing concepts and emerging marketing trends, while providing a contextual link to the construction business. The authors note that this is not another book about how to write a marketing plan. Rather, the mission of this book is to help change the way those in the industry think about marketing, so firms can select the right target audiences, communicate with them effectively, and create profitable opportunities. It is designed specifically as a tool for professionals in the AEC fields that are providing leadership to the marketing efforts, with a complete overview of marketing process, tools, systems and best practices. Companies that market services such as architecture, engineering and construction services; as well as companies that sell products, such as materials, systems, and other products used in construction, will find the marketing principles outlined in this book to be beneficial.
Gallagher has served in executive level marketing positions with industry leading engineering, construction and manufacturing organizations. In his roles with O’Neal, Inc, Structural Group and Williams Scotsman, he has provided strategic leadership to the sales and marketing teams. His extensive background and knowledge of the construction industry enables innovative and effective marketing programs. He frequently writes and speaks on marketing topics. In addition, he has co-founded a marketing and sales consultancy, GBM Marketing, and launched several industry-specific web portals.
Gallagher holds a bachelor’s degree in Marketing from Towson University and an M.B.A. from Loyola College. He also has served as an Adjunct Assistant Professor of Marketing at Loyola College. He has served in leadership roles for various committees with the American Concrete Institute, the Post-Tensioning Institute, the Concrete Industry Management Program, and other organizations. He also is a member of the Society of Marketing Professional Services.
With a journalism degree and a decade of high-level experience serving engineering, architecture and construction firms as a corporate marketing executive, as well as experience working for a full-service advertising/marketing communications agency, Kayler started Constructive Communication, Inc. in 2001 to serve the needs of technical and professional service firms. Clients include five international concrete associations; a variety of general contractors, engineers and architects from around the country; as well as firms in the aerospace, chemical and industrial sectors. Services provided by the growing Constructive Communication, Inc. team include technical writing, proposal development, public and media relations, social media and marketing/communications.
The author of more than 1,250 published articles on a variety of concrete, construction, design, marketing and other technical subjects, Kayler was the first to earn the Certified Professional Services Marketer designation in the state of Ohio from the Society of Marketing Professional Services. She is a frequent speaker on technical marketing and public relations and is a registered provider through the American Institute of Architects. Although she is a graduate of the University of Arizona, she now calls Columbus, Ohio home. She has a M.S. in Organizational Management with an emphasis in Leadership from Capella University and she is a member of the Society for Marketing Professional Services, the Construction Specifications Institute and the Women Construction Owners & Executives. Her firm is a Certified Women’s Business Enterprise as well as a certified participant in Ohio’s Encouraging Diversity, Growth and Equity (EDGE) program through the Equal Opportunity Division of the Ohio Department of Administrative Services. She is a volunteer with the Junior Achievement program and she serves on the Board of Director for the Dublin Foundation, the Dublin Convention & Visitors Bureau, as well as the Small Business Council of the Columbus Chamber of Commerce.
Although only just introduced to the marketplace, the book has already been well received.
“Leading With Marketing should become a basic primer for anyone or any organization marketing products and/or services in the AEC market arena. Construction management, architecture and engineering programs could use this book as a text or guide. It should be a lesson to us that marketing should and must be a vital part of our overall strategies for success going forward. My compliments to the authors for their well thought out and explicit thoughts on how to create viable and successful marketing programs in the AEC marketplace. This book is a great read,” said Jack Wyatt, Vice President, Chief Marketing Officer, Acton Mobile Industries.
"Having worked with Brian and Kimberly for many years and seeing the direct results of their wisdom help Structural Group grow to over 500-million in sales, now having their wisdom detailed in this great book will allow more of us to apply marketing strategies to our everyday business. I highly recommend this book to every architectural, engineering and contracting company that desires a profitable growth strategy," said Peter Emmons, CEO and Founder of Structural Group (Hanover, Md.).
The cost of the book is $49.95. More information about the book, its contents and how to order can be found at http://www.leadingwithmarketing.com/.
Published by AuthorHouse and available from amazon.com, the American Concrete Institute as well as through Hanley Wood at the World of Concrete, to be held Feb. 1-4 in Las Vegas, the book is a comprehensive resource for creating, building and managing successful AEC marketing programs.
According to Gallagher, investing in marketing initiatives can be a key driver for profitable growth for AEC firms. These marketing initiatives ultimately lead to a constant flow of new business opportunities.
“We have seen first-hand the impact marketing can have on growing AEC firms,” said Gallagher. “This book is designed to provide an overview and a roadmap for all involved in marketing and sales in the AEC industry.”
According to Kayler, Leading With Marketing embodies how a company approaches their business, their marketplace, and their customers.
“Whether it is handled by a department or an individual, marketing is a leadership function in every AEC firm,” said Kayler. “When companies lead with marketing, they choose which markets to target, what services to offer, how to differentiate, how to communicate, and how to win.”
Based on years of actual experience with a diverse variety of companies and associations in the AEC industry, the authors wrote this book with the intent of bridging the gap between traditional marketing concepts and emerging marketing trends, while providing a contextual link to the construction business. The authors note that this is not another book about how to write a marketing plan. Rather, the mission of this book is to help change the way those in the industry think about marketing, so firms can select the right target audiences, communicate with them effectively, and create profitable opportunities. It is designed specifically as a tool for professionals in the AEC fields that are providing leadership to the marketing efforts, with a complete overview of marketing process, tools, systems and best practices. Companies that market services such as architecture, engineering and construction services; as well as companies that sell products, such as materials, systems, and other products used in construction, will find the marketing principles outlined in this book to be beneficial.
Gallagher has served in executive level marketing positions with industry leading engineering, construction and manufacturing organizations. In his roles with O’Neal, Inc, Structural Group and Williams Scotsman, he has provided strategic leadership to the sales and marketing teams. His extensive background and knowledge of the construction industry enables innovative and effective marketing programs. He frequently writes and speaks on marketing topics. In addition, he has co-founded a marketing and sales consultancy, GBM Marketing, and launched several industry-specific web portals.
Gallagher holds a bachelor’s degree in Marketing from Towson University and an M.B.A. from Loyola College. He also has served as an Adjunct Assistant Professor of Marketing at Loyola College. He has served in leadership roles for various committees with the American Concrete Institute, the Post-Tensioning Institute, the Concrete Industry Management Program, and other organizations. He also is a member of the Society of Marketing Professional Services.
With a journalism degree and a decade of high-level experience serving engineering, architecture and construction firms as a corporate marketing executive, as well as experience working for a full-service advertising/marketing communications agency, Kayler started Constructive Communication, Inc. in 2001 to serve the needs of technical and professional service firms. Clients include five international concrete associations; a variety of general contractors, engineers and architects from around the country; as well as firms in the aerospace, chemical and industrial sectors. Services provided by the growing Constructive Communication, Inc. team include technical writing, proposal development, public and media relations, social media and marketing/communications.
The author of more than 1,250 published articles on a variety of concrete, construction, design, marketing and other technical subjects, Kayler was the first to earn the Certified Professional Services Marketer designation in the state of Ohio from the Society of Marketing Professional Services. She is a frequent speaker on technical marketing and public relations and is a registered provider through the American Institute of Architects. Although she is a graduate of the University of Arizona, she now calls Columbus, Ohio home. She has a M.S. in Organizational Management with an emphasis in Leadership from Capella University and she is a member of the Society for Marketing Professional Services, the Construction Specifications Institute and the Women Construction Owners & Executives. Her firm is a Certified Women’s Business Enterprise as well as a certified participant in Ohio’s Encouraging Diversity, Growth and Equity (EDGE) program through the Equal Opportunity Division of the Ohio Department of Administrative Services. She is a volunteer with the Junior Achievement program and she serves on the Board of Director for the Dublin Foundation, the Dublin Convention & Visitors Bureau, as well as the Small Business Council of the Columbus Chamber of Commerce.
Although only just introduced to the marketplace, the book has already been well received.
“Leading With Marketing should become a basic primer for anyone or any organization marketing products and/or services in the AEC market arena. Construction management, architecture and engineering programs could use this book as a text or guide. It should be a lesson to us that marketing should and must be a vital part of our overall strategies for success going forward. My compliments to the authors for their well thought out and explicit thoughts on how to create viable and successful marketing programs in the AEC marketplace. This book is a great read,” said Jack Wyatt, Vice President, Chief Marketing Officer, Acton Mobile Industries.
"Having worked with Brian and Kimberly for many years and seeing the direct results of their wisdom help Structural Group grow to over 500-million in sales, now having their wisdom detailed in this great book will allow more of us to apply marketing strategies to our everyday business. I highly recommend this book to every architectural, engineering and contracting company that desires a profitable growth strategy," said Peter Emmons, CEO and Founder of Structural Group (Hanover, Md.).
The cost of the book is $49.95. More information about the book, its contents and how to order can be found at http://www.leadingwithmarketing.com/.
Monday, January 26, 2009
Recruiting Branding Helps Attract Top Talent
Although the news about our economy and the job market seems to be troubling, many in the design and construction industry are still actively seeking qualified individuals to fill positions. Job seekers have become increasingly savvy and the Internet has given them an opportunity to learn a great deal about a company before ever having an interview. In fact, many learn about a company before deciding to interview. Often a hot topic in marketing circles, branding is coming up more in discussions of recruiting skilled employees. Smart firms recognize that branding your company goes far beyond marketing your products and services. In fact, branding can play a big role in both attracting and retaining employees.
The brand promise
Products and companies have a brand that tells consumers about the company and helps set the expectation for their experience with that product. This same principle applies for recruiting. Recruiting branding should clearly communicate ideas and expectations associated with your company and help create a desire for candidates to work at your firm. One of the key principles of effective recruiting is creating an image where you are viewed as the “employer of choice.” This is another method for differentiating your company from others.
So, how do you begin to differentiate your firm? The first place to look is within your company. Begin by surveying employees to determine what they value the most about working in your firm. Sit down with your top performers and discuss what they like about their jobs, why do they stay, what do they think will make the company appealing to outsiders, and more. Use the results of the survey to identify four to five value points for your company. As with branding a product or service, you should then turn these value points into key messages about your company. These messages will serve as the key selling points about your firm to perspective employees and should be clear and compelling. Consider engaging your marketing team to help develop messages and strategies.
Beyond surveying, use exit interviews of employees as an opportunity to uncover hidden or emerging issues within your firm. An exit interview is a strategic tool to understand what people value and what issues they have. It is crucial to learn why an employee is going to work for a new firm, because it can provide insight to what your firm can do to retain more employees. Are your salaries much lower than the competition? Is your benefits package not as comprehensive? Do you need to reevaluate your firm’s culture? Exit interviews can help you determine if there is a gap between what you perceive and what your employees perceive. If one is identified, it needs to be fixed promptly to eliminate a flood of employees leaving. This process can also assist with identifying key messages by learning what prompts employees to select a firm. Use the information to refine or drive home points in your key messages.
Once the messages are developed, they should be tested internally. Share them with your team members and determine if they agree with the statements or have any ideas for improvement. After they have passed the internal testing, develop a plan to communicate the messages. Everyone from on-campus recruiters to hiring managers and interviewers must be on the same page and emphasizing the same points. Interviewees should be hearing from several different levels why your firm is different and why it is the place to work. Consistency is key when delivering key messages or beginning branding efforts.
We are all recruiters here
Similar to the philosophy that everyone in your firm is a marketer, everyone is also a recruiter. This is why it is critical to develop an elevator speech so employees can quickly and clearly articulate information about your company. The 30-second speech should explain the real benefits to working at your firm and how you are different from other firms. Each interaction your employees have with people – trade shows, industry events, projects, etc. – provides opportunities to network and get the word out about your company and employment opportunities. To encourage employees to seek out referrals, regularly post your positions internally, and consider offering referral incentives. Ultimately, it is the job of all team members to market your company and sell candidates on the opportunity.
In addition to ensuring all team members are selling the firm in the same manner, there must be a consistent message on your recruiting materials, website, and other marketing venues. Carefully consider the tone of your messages. It is important to not be over the top and take a warm, friendly and welcoming tone. Consider including thoughts from current employees that span a wide demographic – a new hire, someone who has been with the company for year, etc. Develop profiles, Q and As, and even videos with team members. Let them help sell the experience of working at your firm.
Go beyond the traditional employment recruitment efforts to get the message out. In today’s electronic age, prospective employees will always search the Internet for information about a firm. Use blogs, social networking sites and other emerging tools to help attract team members and properly position your firm. Develop articles about your company and people to showcase how you are different. An often forgotten tool in recruiting efforts, public relations also is a great tool to get the message out about your firm. It provides third-party credibility that is hard to achieve with other mediums and gives you the opportunity to dispense your key messages to a wider audience. Also consider entering “Best Places to Work” contests. Fortune magazine runs their survey every year and most local business journals and even some specific industry publications have similar contests.
Share the story
Finally, never under-estimate the power of story-telling. People can easily relate to other people sharing a story. In recruitment efforts, it is critical to personalize the process and make a human connection with prospective employees. Career choices are some of the biggest choices we make as they affect nearly every other aspect of our life. People want to feel comfortable with their selection and know that their contributions will be valued. In either a good or bad economy, recruiting branding is critical to getting the right employees. This process helps drive people to your firm, which make you an employer of choice.
The brand promise
Products and companies have a brand that tells consumers about the company and helps set the expectation for their experience with that product. This same principle applies for recruiting. Recruiting branding should clearly communicate ideas and expectations associated with your company and help create a desire for candidates to work at your firm. One of the key principles of effective recruiting is creating an image where you are viewed as the “employer of choice.” This is another method for differentiating your company from others.
So, how do you begin to differentiate your firm? The first place to look is within your company. Begin by surveying employees to determine what they value the most about working in your firm. Sit down with your top performers and discuss what they like about their jobs, why do they stay, what do they think will make the company appealing to outsiders, and more. Use the results of the survey to identify four to five value points for your company. As with branding a product or service, you should then turn these value points into key messages about your company. These messages will serve as the key selling points about your firm to perspective employees and should be clear and compelling. Consider engaging your marketing team to help develop messages and strategies.
Beyond surveying, use exit interviews of employees as an opportunity to uncover hidden or emerging issues within your firm. An exit interview is a strategic tool to understand what people value and what issues they have. It is crucial to learn why an employee is going to work for a new firm, because it can provide insight to what your firm can do to retain more employees. Are your salaries much lower than the competition? Is your benefits package not as comprehensive? Do you need to reevaluate your firm’s culture? Exit interviews can help you determine if there is a gap between what you perceive and what your employees perceive. If one is identified, it needs to be fixed promptly to eliminate a flood of employees leaving. This process can also assist with identifying key messages by learning what prompts employees to select a firm. Use the information to refine or drive home points in your key messages.
Once the messages are developed, they should be tested internally. Share them with your team members and determine if they agree with the statements or have any ideas for improvement. After they have passed the internal testing, develop a plan to communicate the messages. Everyone from on-campus recruiters to hiring managers and interviewers must be on the same page and emphasizing the same points. Interviewees should be hearing from several different levels why your firm is different and why it is the place to work. Consistency is key when delivering key messages or beginning branding efforts.
We are all recruiters here
Similar to the philosophy that everyone in your firm is a marketer, everyone is also a recruiter. This is why it is critical to develop an elevator speech so employees can quickly and clearly articulate information about your company. The 30-second speech should explain the real benefits to working at your firm and how you are different from other firms. Each interaction your employees have with people – trade shows, industry events, projects, etc. – provides opportunities to network and get the word out about your company and employment opportunities. To encourage employees to seek out referrals, regularly post your positions internally, and consider offering referral incentives. Ultimately, it is the job of all team members to market your company and sell candidates on the opportunity.
In addition to ensuring all team members are selling the firm in the same manner, there must be a consistent message on your recruiting materials, website, and other marketing venues. Carefully consider the tone of your messages. It is important to not be over the top and take a warm, friendly and welcoming tone. Consider including thoughts from current employees that span a wide demographic – a new hire, someone who has been with the company for year, etc. Develop profiles, Q and As, and even videos with team members. Let them help sell the experience of working at your firm.
Go beyond the traditional employment recruitment efforts to get the message out. In today’s electronic age, prospective employees will always search the Internet for information about a firm. Use blogs, social networking sites and other emerging tools to help attract team members and properly position your firm. Develop articles about your company and people to showcase how you are different. An often forgotten tool in recruiting efforts, public relations also is a great tool to get the message out about your firm. It provides third-party credibility that is hard to achieve with other mediums and gives you the opportunity to dispense your key messages to a wider audience. Also consider entering “Best Places to Work” contests. Fortune magazine runs their survey every year and most local business journals and even some specific industry publications have similar contests.
Share the story
Finally, never under-estimate the power of story-telling. People can easily relate to other people sharing a story. In recruitment efforts, it is critical to personalize the process and make a human connection with prospective employees. Career choices are some of the biggest choices we make as they affect nearly every other aspect of our life. People want to feel comfortable with their selection and know that their contributions will be valued. In either a good or bad economy, recruiting branding is critical to getting the right employees. This process helps drive people to your firm, which make you an employer of choice.
Monday, December 29, 2008
Crisis Creates Opportunities For AEC Firms
"When written in Chinese, the word "crisis" is composed of two characters. One represents danger and the other represents opportunity." -John F. Kennedy
The prognosis for the economy in the AEC Industry remains unclear. Uncertainty remains the biggest concern for the construction industry. However, when there's crisis and uncertainty, there's opportunity. 
-Government stimulus package legislation is likely to be introduced and passed early in Obama’s administration. Infrastructure, institutional and community projects are likely to benefit the most. States are preparing “Ready To Go” Lists for projects.
-The credit market remains tight, which makes is difficult for companies to access capital for new construction, expansion and development projects.
-Prices for construction materials and commodities have plunges after a rapid rise in prices. As demand has dried-up, prices have fallen.
-Consumers spending is still tepid due to uncertainty, specifically a drop in there personal wealth, plunging housing values, and fear about job loss.
-Talent will become available from solid AEC firms.
While there is considerable uncertainty, there are several approaches and strategies AEC firms can take to weather the economic situation and be positioned for opportunities when the economy improves.
Focus on Key Customers- Continue to maintaining and developing customer relationships. Focus business development efforts on key clients and building loyalty. Also protect your key clients from competitors. Communicate regularly with your clients and convey a message of strength and stability. Customers want to work with a vendor they can trust and rely on in difficult times. Also consider offering more services and handling different projects for your key customers.
Communication- Communicate regularly and clearly with your employees. Your employees are barraged with negative media messages about the economy. You have an important role to communicate with your employees candidly about your business and marketplace. Consider engaging them in finding cost-saving strategies.
Change Your BD Strategy- Many companies have cancelled or delayed large capital and maintenance projects. Demand is shrinking. While your customers or prospective customers have financial constraints, this does not mean all projects will be cancelled. Your job is to understand their financial condition, verify funding sources, and understand how you can tap their budgets. Consider breaking a large project into smaller projects, offering some incentives or bundling work. Be flexible by working with your customer to create win-win solutions. Also seek to build diversity and consider other types of projects your firm may not have considered in the past.
Modify Your Marketing Messaging- The financial crisis has turned the business world upside down. Several long standing and trust financial companies are gone or have been acquired. Stability can no longer be assumed. If your company is fortunate to have a long history, focus on your stability in your marketing messages.
Focus on Effective Marketing- Many companies decrease marketing investments during tough economic times. In fact, marketing is one of the first things to get cut. This is a great time to invest in marketing. Publishers are typically willing to negotiate favorable terms. Fewer people are advertising so your ads and messages have a better chance to cut through the clutter. Also consider shifting dollars to web marketing initiatives such as SEO and Web 2.0 efforts.
Focus on Niches- Identify key niches or market segments where you have a strategic or competitive advantage. The reality of challenging economic situation is that there are more bidders on projects and prices typically go lower. Offering value-added services and having a clear focus on markets that are not solely price driven will help you weather the storm.
Upgrade Your Talent- For the first time in many years, talent supply exceeds demand in the construction industry. Talent, including engineers, project managers, and business development people, is available. This is a key time and opportunity to add key resources that will strengthen your firm.
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