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layer, and after that comes sharing. Dependent on the size of your sales or-
ganization, your sales process, and your go-to-market touchpoints, your tech-
nology needs will be different. When your firm is small, collaborating will
be relatively easy. You can simply share information via meetings and simple
e-mails saying, “Has anybody got . . . ?” or “Does anybody know . . . ?” As
your firm grows and you have multiple client access points, you will want to
evaluate an Application Service Provider (ASP) hosted solution, such as Mi-
crosoft CRM or Salesforce.com. These solutions interface with MS-Outlook,
so your sales professionals can continue to work primarily within the e-mail
system. However, as your firm grows even bigger, you will want to consider
working with an outside consultant to implement a CRM tool. Implementing
a complex technology solution often sparks a firmwide culture war”after
all, technology changes the way people work and impacts the very nature of
the way you conduct business. To navigate this tension and this process, it is
helpful to have a customer relationship expert at your side.
Exhibit 4.9 summarizes software solutions designed to facilitate the sales
and customer relationship management process and provides information to
guide your initial software evaluation.
OUTLOOK 2003
WITH BUSINESS
CONTACT GOLDMINE MICROSOFT
MANAGER ACT! FRONT OFFICE SALESFORCE CRM SIEBEL SAP PEOPLESOFT
Target Individuals, SOHO businesses Small- to Companies who Companies of Large enterprises Large enterprises CRM 8 for large
market small- to and individuals medium-sized do not wish to any size with at with CRM running SAP R/3 businesses and
medium-sized businesses with hire additional IT least 5 to 10 budgets ERP on the back- accelerated CRM
business up to 100 users staff or purchase professionals end for small to mid-
new hardware sized businesses

Average Included in MS- $200/seat or Approximately $65 to $125/user $5,000 to $50,000 $$$ $$$ $$$
cost Office Profes- license $500/seat per month
sional and depending on
Business editions volume

Key Included in MS Basic contact Business partner Low overhead Low overhead E-sales, partner Products span Covers sales, mar-
benefits Office. management, network, add-ons CRM CRM relationship entire customer keting and ser-
degree of sales focused on verti- management, interaction cycle vice processes
Easily managed No additional IT Provides fully
and pipeline cal industries, employee rela-
contacts, sales staff needed; integrated Integrates with
analysis industry award tionship manage-
opportunities, lower total cost of customer rela- non-PeopleSoft
winner
and accounts, all ownership; scala- tionship manage- ment, marketing back-ends
and support.
in one place ble; sales, market- ment; includes
ing, and service sales and cus- 200 application
functionality tomer service modules, support
modules for over 20
industries

Contact www. microsoft www.interact www.frontrange www.salesforce www.microsoft www.siebel.com www.sap.com www.peoplesoft
information .com .com .com .com .com .com

Exhibit 4.9 Software Solutions for Customer Relationship Management
117
Sales Management

As you move across the technology terrain, remember that technology
alone does not equate to an increase in productivity. In a paper published in
2003 titled, “The Measurement of Firm-Specific Organizational Capital,”15
researchers found that investments in organizational capital accounted, on av-
erage, for 71 percent of sales growth across the 250 companies they re-
searched. The report found that organizational capital is driven by how
information is communicated and coordinated and that technology can en-
hance this process. For technology to show results, it must be integrated into
your firm and its work processes. The company has to value it, and the profes-
sionals must be willing to use it.
The decision as to what technology to implement is specific to your firm.
At FTI, we are implementing a CRM tool that will integrate with our ac-
counting system. As long as your system is maintaining your data, is simple to
use, and can be accessed and mined to meet your reporting, management,
coaching, and prospecting needs, it is sufficient. The various process docu-
ments, activity modeling, and pipeline tools discussed in this chapter were
developed using Microsoft Excel in conjunction with contact management
software. As your firm grows, you will likely find that your technology needs
will grow as well. The key point to remember, however, is that you must have
a defined sales process before you implement a contact management or CRM
technology solution.
Our philosophy of integrating technology within your organization is sim-
ilar to the philosophy associated with sales tracking. If your technology is
used for tracking time or as a control tool, it won™t work. For a technology im-
plementation to succeed, it must:

• Have value for its users, the sales and client service professionals.
• Be integrated with the firm™s unique sales process.
• Achieve buy-in. Those who are expected to use it must be both willing
to use it and be held accountable for using it.


Summary
Right now, you are contemplating something new, a sales organization in a
professional services firm, and you might be tempted to go with the more or-
thodox, traditional approaches in professional services sales. As you read this
chapter, perhaps something intrigued you or resonated with you. Now the
“something new” feels possible, and perhaps achievable. But, as with all new
challenges, peering over the edge is likely to bring you a feeling of anxiety.
You might be thinking about turning back. For inspiration, I suggest this ex-
cerpt from the book True Success, by Tom Morris:16

Have you ever watched bungee jumping? You know people screaming like maniacs,
or praying like crazy, leap off high bridges over rivers attached by a long elastic
118 The Front Office: Driving Sales and Growth

cord tied around their ankles. They f ly through the air like acrobatic suicides, and
then at the last second before contact with earth or water, are snatched back to
security by the cord. Since not everyone lives near a tall bridge over a deep gorge,
the bungee jumping companies began bringing large cranes into parking lots to
lift adventurous souls on metal platforms high above asphalt for the daring dive.
For $60 or so you can line up and get on the platform. It is very interesting to
watch, especially the first timers. You can see on their faces the transition from
bold to tentative to terrified. Hoisted up into the air peering over the edge of
their little perch, these folks confronted something the likes of which they had
never done before. Most froze. But the bungee pros, the operators, were ready. A
companion on the platform spoke reassuring words of encouragement, a little pep
talk. A guy with a mike blasted, “three, two, one, bungee.”
And on the count most people jumped. But some stood there with jelly legs,
shaking and trembling and thinking this might not be such a good idea after all,
willing now to offer twice the admission to get back to solid ground the slow, safe
way. But their platform coach said, “hey, you can do this, you™ll be fine, it
will feel great, just do it.” And the crowd is yelling, “jump, jump, jump.” And the
announcer, “three, two, one, bungee,” and with a roar from the crowd below, the
novice dives. Some took three countdowns, nonstop pep talks, and lots of cheer-
ing. But they all jump.

Take a lesson from the bungee crowd. We all need support when we con-
front something new, particularly in some of the more staid professional
services enterprises. It can be difficult to leap into something different. It
can take a lot of reassurance. It can take pep talks. It can take a great deal
of cheerleading. But with enough support, with enough confidence, and
with the momentum that comes just by starting, you can do it. When you
set yourself the high goal of creating a world-class firm, you gave yourself a
challenge. Now, use this chapter and the resources as your mentor and your
cheerleader. Each section provides you with insight and actual tools to en-
able you to:

• Organize, build, manage, and coach your sales team.
• Understand your sales process and sell effectively.
• Track, measure, and promote your results.
• Choose the systems and technologies that will best benefit your firm.
• Generate revenue!

Remember, whether yours is a firm of 10 or 10,000, a sales organization is
an effective tool for revenue generation and enhanced client service.

RESOURCES
The following online and printed resources will help you as you establish a
sales organization within your professional services firm:
119
Sales Management

Selling, Marketing, and Management
American Marketing Association: www.marketingpower.com
Robert B. Cialdini, PhD, Inf luence: The Psychology of Persuasion (New York:
William Morrow & Co., 1993).
Kevin Hoff berg, www.decision-quality.com and www.kevinhoff berg.com
Al Reis and Jack Trout, Positioning: The Battle for Your Mind (New York: McGraw-
Hill, 2000).


Recruiting, Training, Hiring
Achieve Global, www.achieveglobal.com
Sales Essentials Group (SPQ Distributor), Rose Venditto, rose@salesessentials-
group.com
Society for Human Resource Management, www.shrm.org


Customer Relationship Management
CRM Research: www.crmguru.com
Kevin Hoff berg, www.decision-quality.com and www.kevinhoff berg.com


NOTES
1. “Like herding cats,” Economist (April 18, 2002).
2. See note 1.
3. Available from http://www.marketingpower.com/live/mg-dictionary-view2714
.php (February 19, 2004).
4.
5. Rosann Spiro, William J. Stanton, Gregory A. Rich, William E. Prentice, Man-
agement of a Sales Force (New York: McGraw-Hill, 2002).
6. Lisa Burris Arthur, “Guided Selling: Merging Marketing and Sales,” available from
http://www.marketingpower.com/live/content15696.php (February 19, 2004).
7. “Should You Adjust Your Sales Compensation,” available from http://www.shrm
.org/hrmagazine/articles/0202/0202agn-compensationa.asp (February 19, 2004).
8. Telephone interview with Patrick Strong, managing director, FTI Consulting,
Inc. (February 8, 2004).
9. “Structured Behavioral Interviewing: Oldie But Goodie,” available from
http://www.shrm.org/ema /library_published /nonIC /CMS_006200.asp (Febru-
ary 2004).
10. Telephone interview with Wendy Lea, Managing Partner, Chatham Group,
LLC (February 6, 2004).
11. See note 10.
12. Telephone interview with John Salomon, managing director, FTI Consulting,
Inc. (February 16, 2004).
120 The Front Office: Driving Sales and Growth

13. See note 12.
14. Telephone interview with Kevin Hoff berg, Decision Quality, Incorporated,
LLC (February 19th, 2004).
15. “The Measurement of Firm-Specific Organization Capital” (Baruch Lev and
Suresh Radhakrishnan National Bureau of Economic Research, April 2003).
16. Tom Morris, True Success: A New Philosophy of Excellence (Berkley Publishing
Group, April 1995).
5
Marketing and
Business Development
BRYAN J. WICK


Don™t be fooled by the calendar.There are only as many days in the year as you make use of.
One man gets only a week™s value out of a year while another man gets a full year™s value out
of a week.
”Charles Richards1




This chapter identifies and outlines successful marketing techniques and
models used by professional services firms to develop business. While most
professionals would rather practice their profession, developing business is
perhaps the most crucial function of a professional services firm. The suc-
cess of any venture is dependent on its ability to develop a client base and
drive revenue. Without a strong client base, no firm can survive. In this
chapter, we discuss various models and techniques used by a variety of pro-
fessional services firms to market themselves, develop business, and, conse-
quently, drive revenue. Additionally, because it is also important to know
what not to do, we discuss the effectiveness of the various strategies.
There are three prevalent models that professional services firms use to
market themselves and develop business:

1. Most common is the partner model wherein firms use their owners,
shareholders, and partners.
2. Firms use internal human capital in the form of professional sales staff
and marketers (as discussed in the previous chapter).

121
122 The Front Office: Driving Sales and Growth

3. Firms use external sources such as marketing, advertising, and public
relations firms.

Each of these models can be productive. Chapter 4 outlines the dedicated
salesforce option in detail. Because the partner model is the most prevalent
in professional services firms, it is the focus of this chapter. The sales and
outsourcing models are touched on brief ly.
This chapter focuses on a number of business development topics, including:

1. Defining yourself and the target or ideal client;
2. Using human capital and financial resources efficiently and effectively;
3. Developing business by demonstrating your expertise and competency
by writing, speaking, organizing seminars, publishing newsletters, and
facilitating business between and among the firm™s clients;
4. Developing business through relationships by (a) developing a network
for the referral of business, (b) forming strategic alliances, (c) partici-
pating in charitable and community organizations, (d) maintaining
and cultivating relationships, (e) presenting yourself with confidence,
(f ) practicing diligence and perseverance, (g) focusing, and (h) offer-
ing assistance to existing and potential clients;
5. Successfully managing clients and their expectations; and
6. Advertising as a means of driving business.

The ideas and strategies discussed in this chapter use techniques that have
been proven over time. However, the list of techniques discussed is not ex-
haustive, and the professional will quickly realize that there is no right or
wrong way to market firm services or develop business. Professionals in a
cross-section of the market experience varying degrees of success depending
on their personalities and the strategies implemented. Depending on the firms
personnel, lines of business, target market, and target clients, you may opt to
use some of these techniques and variations of others.


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