If we have worked together, you more than likely have heard my
stock answer when asked, “So, tell us about yourself.” I pretty much always begin with how I am a
perfect example of the ole saying, “If you want to make God laugh, tell Him
your plans.” As a young man in school, I
had no idea I would be doing what I am doing.
My degree is in Finance, with a concentration in Banking & Investments…I
wanted to be a finance guy. Or so I
thought. A recent engagement with a
client inspired this article and will allow me to attempt to marry what I
learned in business school with what I have learned doing AEC business
development consulting for the past 23 years.
So, let’s talk beta.
In the world of finance, the beta (β) of a stock measures its volatility
relative to the entire market. A beta greater than 1 indicates higher
volatility, while a beta less than 1 signifies lower volatility. For the long term, you want your investment to
be close to 1.
This concept can serve as a powerful analogy for business development efforts
in the AEC (Architectural, Engineering, and Construction.) industry. Just as
investors seek stable returns, AEC companies should aim for a business
development pipeline with minimal volatility.
Too often, AEC firms experience a 'hurry up and wait' cycle in
their business development efforts. They land a significant project, shift all
their focus to its execution, and put business development and marketing on
hold.
As the project nears completion, a sense of urgency sets in due to an anemic
pipeline. This cyclical pattern of intense activity followed by inactivity
mirrors a high-beta stock's volatility, creating uncertainty and instability
within the firm.
To avoid this volatility, AEC companies should strive for a
steady, low-beta business development pipeline. This involves maintaining
consistent business development activities, ensuring a continuous flow of
opportunities, and avoiding the feast-or-famine cycle. How do we accomplish this?
1. Consistent Effort Over Time
Regular Business Development Meetings: Schedule meetings to review
the status of potential leads, ongoing proposals, and upcoming opportunities.
This keeps the team focused on business development, even during busy project
periods.
Dedicated Business Development Processes: Establish a team or assign individuals specifically responsible for business development, separate from project execution teams. This ensures that business development activities continue irrespective of project demands.
2. Balanced Resource Allocation
Resource Management Tools: Utilize tools to allocate resources
efficiently between ongoing projects and business development efforts. This
prevents the common issue of diverting all resources to project execution at
the expense of business development.
Cross-Training Employees: Train employees to handle both project execution and business development tasks. This provides flexibility and ensures that business development activities are not neglected during busy periods.
3. Data-Driven Decisions
Market Analysis: Regularly analyze market trends and data to
identify potential opportunities early. This proactive approach reduces the
risk of a dry pipeline and ensures a steady flow of prospects.
Performance Metrics: Track key performance indicators (KPIs) related to business development, such as lead conversion rates, proposal success rates, and the average time to close deals. Use this data to refine strategies and maintain steady growth.
4. Relationship Building
Client Relationship Management (CRM) Systems: Implement CRM
systems to manage interactions with current and potential clients. This helps
in maintaining long-term relationships and identifying new opportunities
through existing clients.
Networking: Encourage continuous networking through industry events, seminars, and professional organizations. Building a robust network can lead to consistent referrals and new business opportunities.
5. Marketing Integration
Content Marketing: Develop a content marketing strategy to keep your firm visible and engaged with potential clients. Regular blog posts, case studies, and social media updates can keep your firm top-of-mind.
Email Campaigns: Implement regular email campaigns to nurture leads and keep them informed about your firm's capabilities and recent successes.
6. Quantifiable Examples
Lead Conversion Rates: Track and aim to improve the percentage of leads that convert into actual projects. For example, if your firm currently converts 20% of leads, set a goal to increase this to 30% over the next year through consistent follow-up and relationship building.
Proposal Success Rates: Measure the success rate of your proposals. Do you know your company’s ‘batting average’? Remember, if it can be measured, it can be improved.
Pipeline Value: Regularly calculate the total value of potential projects in your pipeline. Aim to maintain a pipeline value that is a multiple of your annual revenue target, ensuring that you have sufficient opportunities to sustain growth.
Conclusion
By applying the principles of stock beta to business development,
AEC companies can achieve a more stable and predictable pipeline. This involves
consistent effort, balanced resource allocation, data-driven decisions,
relationship building, and integrated marketing strategies.
When it comes to Building New Business…embracing these techniques can help avoid
the volatility of the 'hurry up and wait' cycle, ensuring sustained growth and
long-term success. Just as a balanced diet leads to better health, a steady
approach to business development fosters a healthier, more resilient company.
-----------
Bobby Darnell is the founder and Managing Principal of
Construction Market Consultants, Inc. An Atlanta based consulting group
specializing in business development, sales, marketing, CRM as well as
executive placement for the AEC (Architectural, Engineering and Construction)
industry.
Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners
and/or AEC Business Developers. He never does follow up emails or calls unless asked.
In the Architectural Engineering and Construction (AEC) industry, the buzz around Customer Relationship Management (CRM) systems is undeniable. However, far too often, the misconception persists that simply purchasing seats for each end user equates to effective CRM implementation. This couldn't be further from the truth.
Allow me to
paint a picture:
Imagine you have a desire for a cozy log home nestled in the
woods. You decide to purchase a log home kit, envisioning the warmth and charm
it will bring to your life. However, merely acquiring the kit does not
magically transform your vision into reality. Similarly, investing in CRM software seats
does not automatically streamline your business processes or improve client
relationships.
The key lies in understanding that both endeavors— building a log home and implementing CRM—are multifaceted processes that require careful planning, customization, and execution. Just as you wouldn't expect a log home to materialize overnight without meticulous construction, you can't expect CRM to revolutionize your business without deliberate implementation strategies.
Consider the parallels between assembling a log home and implementing CRM:
1. Customization is Key:
Every log home is
unique, tailored to the owner's preferences, location, and lifestyle. Similarly, CRM implementation should be customized to fit the specific needs
and workflows of your AEC firm. Off-the-shelf solutions may not address
industry-specific challenges or integrate seamlessly with existing systems.
2. Effective Assembly:
Building a log home
requires skilled craftsmen who understand the intricacies of construction. Similarly, CRM implementation demands expertise in configuring the software,
migrating data, and training users. Without proper guidance and support, your
CRM may remain underutilized or fail to deliver the expected benefits.
3. Continuous Maintenance:
A log home requires
regular upkeep to ensure its longevity and functionality. Similarly, CRM
systems need ongoing maintenance, updates, and user support to remain relevant
and effective. Ignoring maintenance can lead to system breakdowns and lost
opportunities.
4. Integration with Surroundings:
A well-designed log
home seamlessly blends into its natural surroundings, enhancing the beauty of
the landscape. Likewise, CRM should integrate seamlessly with your existing
business processes and technology ecosystem. Siloed systems create inefficiencies
and hinder collaboration across departments.
5. Return on Investment (ROI): Ultimately, both building a log home and implementing CRM represent investments in your future. However, the true value lies not in the initial purchase but in the long-term benefits derived from effective utilization. A well-implemented CRM can streamline workflows, improve communication, and drive business growth.
In the AEC industry, where relationships and communication are paramount, CRM serves as a catalyst for success. It enables firms to manage client interactions, track project progress, and analyze data to make informed decisions. However, realizing the full potential of CRM requires a strategic approach that goes beyond seat purchases.
In
conclusion, building a log home and implementing CRM share common principles:
customization, effective assembly, maintenance, integration, and ROI. By
embracing these principles and investing in holistic CRM strategies, AEC firms
can position themselves for long-term success in an increasingly competitive
landscape.
“Implementing
CRM will do absolutely nothing for your business...however, the continued and effective use
of it will.” – Yours Truly
-------------------
Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry.
Business Development Is Not Rocket Surgery
Several moons ago, I worked with a national contractor and we
enjoyed a lot of success in the retail construction market. One of my favorite memories of that
engagement was his ‘merger’ of two well-known phrases:
- It’s not rocket science.
- It’s not brain surgery.
Often, during a presentation to a prospect, in summarizing the scope of a project, he would offer that, “It’s not rocket surgery.” – or – “It’s not brain science.” (Comedian Brian Regan would be proud!)
I
have said for years that our clients: architects, engineers, general
contractors and subcontractors are quite artisan by nature. They love to design, build and install but
often have less passion about business development, marketing, sales or
prospecting.
I have to remind them that Building New Business is not rocket surgery or brain
science either. It's
about mastering the fundamentals and executing them with precision and
consistency.
At the heart of successful business development lies a handful of timeless principles: networking, prospecting, data management, and CRM. These pillars form the foundation upon which thriving businesses are built. Yet, despite their simplicity, many professionals in the industry often find themselves overwhelmed by the process.
Let's break it down to a few fundamentals.
Networking: The Power of Connections
Networking is the lifeblood of business development. It's about forging genuine connections with individuals who can open doors, provide insights, or become valued partners. It is not about collecting business cards. Today, networking extends beyond face-to-face interactions to include social media platforms and online communities. But whether you're shaking hands at a conference or engaging on LinkedIn, the essence remains the same: building relationships based on trust and mutual benefit.
Prospecting: Cultivating Opportunities
Prospecting is the art of identifying and pursuing qualified potential clients or projects. It requires a keen understanding of your target market, a strategic approach to outreach, and the perseverance to follow up consistently. While technology has introduced new tools and tactics for prospecting, from email campaigns to predictive analytics, the fundamentals remain unchanged: knowing your audience, articulating your value proposition, and delivering personalized experiences.
Data Management: Turning Information into Insights
From a 30,000 foot level, here is where many fumble. We are definitely living in a data-driven world therefore effective data management is essential for business development success. It's about capturing, organizing, and analyzing information to gain valuable insights into market trends, client preferences, and performance metrics. A proven data management system empowers decision-making, enhances targeting capabilities, and enables personalized communication—all essential elements of a winning strategy.
CRM: Building Lasting Relationships
Customer
Relationship Management (CRM) is more than just software—it's a philosophy. It's about nurturing relationships with
clients and
prospects throughout their journey, from initial
contact to long-term partnership.
A well-implemented CRM system helps track interactions, streamline
communication, and tailor engagement based on individual preferences. But the
real magic happens when CRM is integrated seamlessly into every aspect of your
business, creating a cohesive and customer-centric experience.
Efficient and Effective Processes: The Key to Success
The
difference between mediocrity and mastery in business development lies in the
efficiency and effectiveness of your processes. It's not enough to simply check
the boxes; you must continually refine and optimize your approach to stay ahead
of the curve. This means regularly evaluating your prospecting methods,
fine-tuning your networking strategies, and leveraging technology to streamline
operations.
Too often I have seen CRM, due to a lack of commitment, become just the latest ‘shiny
object’.
Monitoring and Adaptation: The Path to Growth
In the
dynamic world of commercial construction, architecture, and engineering,
adaptability is essential. Markets shift, trends evolve, and competitors
emerge—but those who are nimble and responsive can thrive amidst uncertainty. I’ve said it many times before, “If you can
measure it, you can improve it.”
By monitoring key performance indicators, soliciting feedback from clients and
team members, and staying attuned to industry developments, you can identify
opportunities for improvement and pivot as needed to stay on course.
In
conclusion, while the principles of business development may be simple,
mastering them requires dedication, discipline, and a willingness to evolve. By
focusing on efficient and effective processes, continually monitoring and
adapting to changing circumstances, and never losing sight of the fundamentals,
you can navigate the complexities of the industry with confidence and achieve
sustainable growth.
After all, business development may not be rocket surgery/brain science, but
when executed with precision, it can propel your organization to new heights when it comes to building new business.
--------------------
Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. an Atlanta based management consulting group specializing in business development, sales, marketing and CRM...as well as executive placement for the Architectural, Engineering and Construction industry.
Bobby can be reached at bobbydarnell [at] cmconl.com
If you have read my blog ‘ Building New Business
’ you may be familiar with my use of metaphors, golf analogies and ‘word pictures’. If not, get ready.
When Jack Nicklaus was ‘the man’ on the
PGA tour, it has been said each year Phil
Rodgers, Jack’s coach during the late ‘60s/early ‘70s, and helped him refine
his swing and develop a more aggressive style of play, would start off each
season by reviewing how to hold the club.
Yes, arguably the greatest golfer of all
time began each season reviewing how to hold/grip the golf club.
Why is that important in the AEC industry? Allow me a quick explanation of what I do.
Q:
“Bobby,
what exactly is it you do?
A:
“I am a business development, sales and marketing consultant for the
AEC Industry.”
Q:
“Help me
understand that.”
A:
“OK, I am kind of like a golf teacher coming in to help a team. They have been playing golf for years, enjoy
the game…but are looking to improve. I
come in, and instead of looking at their grip, stance, backswing, downswing,
follow through, watch everyone hit a few balls…I review their processes for:
-- Marketing
-- Pipeline
Control
-- Collateral Materials
--Statement
of Qualifications
-- Prospecting
-- AIA-305
-- Account
Management
-- Target Audience Review
-- Presentations
-- Social Media
-- Lead Development
-- CRM & Data Management
-- Branding
-- Networking
-- Automation
…and more
Then, we keep what is working, tweak what
is not…and add what is missing.”
The idea of reviewing the fundamentals
led us to create our ‘AEC Business Development and Marketing Audit’ – which is
simply a self-performing exercise to provide insight on how well you are doing
with specific processes.
The audit is simply about 110 questions challenging what you are doing
regarding prospecting, account management, inbound/outbound marketing, pipeline
management, networking, posturing, market definition and more.
The audit has been 20+ years in the making, born from our experiences working
with over 335 unique AEC companies such as architectural and engineering firms,
general contractors and subcontractors, building product manufacturers and
suppliers. At the very least, you should
be able to find a few areas of opportunity to improve your game.
To kick off our
LinkedIn Newsletter
, I will send a copy of the audit to anyone
requesting it in the next five days. Now,
if your company is within the above-mentioned verticals, I am confident you
will gain some value. Also, I will only
send you two emails
. First, without
the attachment, to let your email servers know I am friendly, then I will send
another email with the audit.
NOTE: You will not hear from me again unless it is at your request
. (You have a question, etc.)
I have signed up for ‘free’ things before and got ‘carpet-bombed’ with follow
up - ‘Do you want fries with that’ upsell attempts. Nothing wrong with trying to close a deal,
but that is not how I work.
Even if you don’t request the audit, I encourage you to go through your
Business Development and Marketing processes internally. Meet with your operations team or another
complimentary business and have a ‘shop talk’ session.
The first step to improvement is a close look at how things are currently with
input from someone other than yourself.
Be challenged!
“I appreciate correction, for I replace
ignorance with knowledge.” - Socrates
The reason Jack Nicklaus had golf teachers at the height of his career is
because they could see something he couldn’t.
That is part of why he was who he was.
He did not sit on ‘auto-pilot’ without challenging himself to be better.
When it comes to Building New Business, I encourage everyone to do the same.
Thanks for reading!
------------------
An old joke came to mind recently as I prepared
for the start of a new client engagement. It is
one of those ‘fill in the blank’ jokes where you pick on your rival school and
it goes like this:
Q:
Do you know why you can’t find
ice anymore at the ( Rival School
) campus?
A:
The
person who had the recipe died!
Hilarious, right?
The reason this joke came to mind is that as I
think about maybe slowing down one day, I realize I have been fortunate with a career
that has allowed me to gather a lot of ‘recipes’. Since 2001, we have worked with close to 350
different companies in the AEC marketplace on helping them Build New Business
in one form or another.
This has allowed us to see ‘behind the curtain’ from Fortune
500 companies down to the ‘solopreneur’ who left the large design firm, with their
last name on the building, and starting over in their garage.
So many of those experiences, lessons, pearls
of wisdom collected through the years all gets folded into the next engagement. I tell each client: What we will work on is
not just how I did things ‘back in the day’ but is the result of an ongoing,
refining, evolution of each process.
That said, I am taking this opportunity to
share two new offerings:
(1) Building New Business – The LinkedIn Newsletter
and
(2) Building New Business – Not A Newsletter
The first will be exactly what is suggests, sharing thoughts, ideas and techniques
at a level that most readers should be able to pull something useful into their
business development and marketing processes.
The second will be a more concise tip…something
we find is often overlooked but can make a meaningful difference.
If you have seen me do our ‘Building New
Business 2.0’ program live, you know I always start off with a card trick. The point of the trick is to show how easy change
can be if we just look at a situation differently.
I do the trick, challenge to audience to come up with ways explaining how I did
what seems to be highly improbable. To
date, no one has guessed the solution.
Once I share the solution, the response is always the same. “Wow…that was so easy.”
So, stay tuned if you want to learn more of the recipe of how we help others
Build New Business because if I do slow down, and may be so bold...I am confident we have some worthy content to share.
Ice is a good thing to have.
Engineering Better Business Development
First and foremost, I am not an engineer.
However, I am a process person and a big believer in the wise saying, “ Processes run businesses, people run processes.” Engineers are process people as well, which is part of why I have enjoyed working with them, especially when it comes to building new business.
Having been in the AEC industry my entire career, the process waters in which I swim are all about business development, marketing, data management and working with engineering and architectural firms, general contractors, subcontractors and building product companies. Though all the above have different roles, the process for effective business development is the same.
If one is looking to engineer a better business development
process, I suggest starting with an audit of current practices. When engaging a new client, we start with a
review of over 110 specific items worthy of review and further
consideration. Allow me to share a few items
to consider:
Online Presence
How does your firm’s visibility compare to your competition?
Do you have an active LinkedIn Company Page?
How engaged are you in social media?
Customer Relationship Management (CRM)
This should be your top priority if you are ‘enjoying’ any downtime. Give your CRM a thorough review to make sure
you are leveraging this valuable tool to your benefit.
Review your report menu, ask your project managers, marketing team, operations, etc. if there is a report or list they need but are not currently receiving. Make sure your system delivers the report automatically at the appropriate time/interval.
Can you effectively tell where you stand with each prospect as far as being able to submit a proposal?
Can you see, on one screen, a quantifiable result of the past 30-day efforts of your proactive approach to marketing your business? Emails, calls, appointments, marketing packages and qualification statements sent, etc.
What is your rate of improvement on the closing a deal timeline for the past three years?
Side Note : For those who may be saying, ‘But Bobby, we’ve been in business for XX years without a CRM.” I don’t doubt that. But are you still using a slide-rule for calculations? Still drawing on paper?
(
Hint:
Excel/Outlook is not a CRM.)
Networking
What percentage of new business comes from your formal networking group?
Can you easily identify your top three networking categories for leads?
Do you have a formal finder’s fee program?
Qualifications
When was the last external review of your current company
presentation?
When was the last external review of your current statement of qualifications?
Somewhere on the timeline between entering a new contact’s information to signing a contract is often doing the proverbial ‘dog and pony show’. (Sales or qualification presentation.) I suggest you present yours live, with a trusted ally, share your ‘presentation deck’ and ask for their feedback. The same can be done with your collateral material, elevator pitch, tagline, etc.
Go through your client list and if you haven’t already, determine what makes a company an active or inactive client. Once you have set that benchmark, create a brief template to touch base and reintroduce yourself.
Think about the
following, from a non-engineer. I
believe few things rival a set of plans and specs for providing very specific
information and defining processes to reach a desired goal. In construction, plans
and specifications tell how steel will be erected, how many windows, doors and
ceiling tiles will be installed and which manufacturers can provide those
components.
The same data set will indicate how much concrete will be needed, the type of
roof system all the way down to something as specific as the direction air will
flow from a diffuser. Now, apply this way
of thinking to the desired goal of a new, targeted client.
There are so many items to unpack from a thorough business development and
marketing audit. Each result should be
viewed as an opportunity to design a better process.
In closing it is important to understand:
Marketing is a process.
Networking is a process.
Prospecting is a process.
Lead Generation is a process.
Lead Management is a process.
Building New Business is a process.
Business Development is a process.
Customer/Account and Prospect Management is a process.
W. Edwards Deming, who was an engineer, once said, "If
you can't describe what you are doing as a process, you don't know what you're
doing."
I have to believe he may
have been talking about business development in the AEC world.
-------------------
Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry.
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.
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.
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.