The Ultimate
A/E/C Marketing Plan:
7 Steps to Your
Most Powerful Strategy Ever!
Richard Burns
Copyright © 2001 by PSMJ Resources, Inc.
All rights reserved. No part of this publication may be reproduced or
transmitted in any form or by any means, electronic or mechanical,
including photocopying and recording, or by any information storage or
retrieval system without the prior written permission of the publisher.
Published by:
PSMJ Resources, Inc.
10 Midland Avenue
Newton, MA 02458 USA
Phone: 617-965-0055
Fax: 617-965-5152
E-mail: customerservice@psmj.com
Web: www.psmj.com
ISBN#: 1-55538-148-0
ii
800-537-PSMJ
Contents
Making Marketing Work
v
An introduction to the Marketing Arch
and how to use this manual.
Chapter 1
Internal Analysis
1-1
Taking stock of your firm to reach consensus
on the key sellingpropositions.
Chapter 2
External Analysis
2-1
Surveying your clients, understanding your competitors,
and evaluating the health of your markets.
Chapter 3
Target Market Selection
3-1
Determining the markets that will command
your firm’s marketing resources.
Chapter 4
Marketing Strategy
4-1
Using the results of the research to formulate
goals and objectives, and to position your firm.
Chapter 5
Budget, Staffing, and Systems
5-1
Creating the budget, establishing marketing readiness,
and staffing for marketing.
Chapter 6
Promotions Program
6-1
Creating a promotions program that meets
your firm’s goals and objectives.
Chapter 7
Sales Program
7-1
Managing the selling process, proposals, and presentations.
Glossary
G-1
iii
800-537-PSMJ
Acknowledgements
The Marketing Arch is a concept developed over many years of
observing and working with professional firms to demystify marketing, and to develop a process that can effectively work for every
practice. Beginning in the 1980’s, I had the wonderful opportunity
to collaborate closely with Mary Breuer. Our joint efforts were the
genesis of the Marketing Arch. We developed the concept while
collaborating on behalf of some of the world’s most progressive
professional practices. Marianna Leuschel was also instrumental in
helping to expand the Arch methodology. Our long partnership
provided the chance to test the Marketing Arch’s many variables
and to further refine the process.
The Marketing Arch is a concept that has been field-tested.
Thanks also goes to the many clients who have participated in
the process and have found that it has greatly enhanced their
marketing programs. They have appreciated the simplicity of the
universal concepts that result in plans that are specifically tailored
to their practices.
Richard Burns
iv
800-537-PSMJ
Making Marketing Work
THE MARKETING ARCH
We are always surprised by the
disparity from one professional
firm to another, of their understanding of marketing. For some
it’s a good brochure, for others it’s
hiring a public relations firm and
for others golf with the clients.
While many recognize the totality
of a comprehensive approach, far
fewer are organized and disciplined in their marketing programs. This book will put marketing in perspective and logically
guide you through the decisions
necessary to put a dynamic program in place.
This is not a textbook. Think of it rather as an owner’s manual for
a prized possession that requires on-going care and attention. It’s a
tool for diagnosis and prescription. Like a tune-up for your car or
a medical checkup for your body, it’s a seven-step process of diagnostics and actions for improving your firm’s marketing effectiveness. Since marketing is the fuel system that propels your firm,
keeping it in shape for top performance is paramount. If you follow the process in this workbook you will improve your marketing success.
The difference between this document and the myriad of texts
about marketing is that this one makes you work, and it rewards
you handsomely for doing the work. It is not an abstract on the
immutable laws of marketing, a treatise on sales performance, nor is
it a compendium of disassociated tips on how to increase your marketing effectiveness. It is a linear process that relies on personal and
management exploration of your company and its behavior to
strategize, qualify, and quantify your marketing program.
Take a look at your firm. Most of you will see a company that has
been in business for a number of years. You’ve figured out how to
run a practice. Part of that expertise is how to market and sell
work. Those who haven’t been attracting their share of projects
aren’t reading this because they’re not in business any more.
Perhaps you’re a new practice just starting out. Since you’re not in
business if you don’t have work, you’ve probably attracted a few
jobs and now you need to institutionalize a process that assures
that the work flow will continue.
So established or new, you’re marketing now. You have been as
long as you have been in business and you will continue to as long
as you intend to stay in business. Then why is this workbook
important? Because you haven’t been able to define and institutionalize your firm’s competitive edge, you are frustrated with the
time, energy, and expense devoted to marketing, you are not
pleased with the results, your marketing staff is changing or needs
a tool to guide its growth, your strategy calls for a new direction
or you’re just looking for a different approach.
v
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
The Marketing Arch
4
MARKETING
3
5
STRATEGY BUDGET,
TARGET
MARKET
STAFFING,
SELECTION
AND
2
SYSTEMS
6
EXTERNAL
PROMOTIONS
ANALYSIS
PROGRAM
ATION
ENT
EM
PL
IM
Marketing is a linear process. A
good program is built on solid
information and logical decisions.
The Marketing Arch is a simple
paradigm to organize the process.
Address the seven blocks of the
Arch, and you’ll have a marketing
program that gets your firm the
work it deserves.
RES
EAR
CH
The Ultimate A/E/C Marketing Plan is the documentation of a
process developed over many years of working with professional
service firms. We’ve observed that every firm has a different definition and approach to marketing. Although we don’t believe that
one size fits all, we do believe that understanding the totality of
what a marketing program entails is important and that approaching marketing as a structured and logical process is crucial.
7
SALES
PROGRAM
1
INTERNAL
ANALYSIS
We use a simple paradigm we call the Marketing Arch. The analogy
to a building arch is an apt reference to the world of architects,
designers, engineers, landscape, and construction professionals. The
Marketing Arch organizes the seven interrelated elements of a marketing program. The components of the Marketing Arch form a checklist and timeline for the decisions any firm must make to create an
actionable marketing plan and successful marketing program.
vi
800-537-PSMJ
Book Name
Making Marketing Work
The Seven Blocks of the Arch
The elements of the Marketing Arch are organized into three
fundamental stages and seven building blocks.
STAGE ONE–Research
All of the information you must know in order to make informed
decisions about your marketing plan.
■ Internal Analysis–what you need to know about your firm.
■ External Analysis–what you need to know about your clients,
your markets, and your competition.
■ Market Selection–defining and prioritizing the targets for your
marketing program.
Perhaps the element most absent
in professional service plan marketing plans is strategy. Lots of
firms are good at creating a great
deal of marketing commotion, but
not that many are putting programs in place that are truly based
on clearly articulated strategy.
STAGE TWO–Strategy
Defining the strategy, goals, objectives, financial performance, positioning, and vision that will determine your program execution.
Note that strategy is the keystone to the Arch. It establishes the fundamentals of your plan and provides the crucial link between
research and implementation.
STAGE THREE–Implementation
The actions you will take to achieve your goals and objectives.
■ Budget, Staffing, and Systems–establishing your marketing
budget and putting in place the systems and staffing that make
you ready to market.
■ Promotions Program–the activities, tools, and materials you will
use to reach your audiences.
■ Sales Program–the structure and methodology of your
sales activities.
vii
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Making Marketing Work
The Purpose of this Workbook
This workbook will provide you with a wealth of information about
every facet of the marketing process. It will allow you to research,
plan, and implement your firm’s marketing program. Above all it is
calculated to force your firm to understand and formalize two critical aspects of marketing:
1. Defining how your firm is different.
You have to know how you’re different. If you can’t make a compelling case for how your firm adds
value, you’re a commodity, and
you’ve wasted your talent, education, and professional potential.
The professional service that your firm provides is one that can be
delivered by a myriad of others. If your firm were to disappear
tomorrow do you believe for a moment that you could not be
replaced? How then is a client to pick one firm from another?
Your differentiation platform is fundamental to creating a competitive advantage. The Marketing Arch process will identify your
firm’s differences in a way that will allow you to communicate
them with conviction so that the market will appreciate the reasons to hire you.
2. Allocating your marketing resources.
The Ultimate A/E/C Marketing Plan is also about identifying and
allocating resources. Every practice has finite resources (time and
money) to devote to marketing. What you will develop through this
process is an absolute understanding of your resources and a program for how to most effectively deploy them.
It doesn’t matter how big or how
profitable a firm is. There is only
so much money and so much time
that can be devoted to marketing.
It’s better to know the numbers up
front than to be surprised when
you get your financial statement.
If you have not focused your resources you are inevitably spending
more time and money than you should on marketing, chasing
projects that you shouldn’t, wasting resources by not being "ready
to market," and missing opportunities because you don’t know
what’s happening.
All of the exercises in this workbook will ultimately be tested against
the question: is this the highest and best use of the firm’s resources to
achieve the marketing returns we need?
If you are like most professional service firms you periodically get
together (typically in a retreat) with your management to take your
pulse and develop the dreaded marketing plan. All too often this
process becomes the product. The purpose of The Ultimate A/E/C
Marketing Plan is to lead you through a series of exercises that will
result in a marketing plan strategically structured for your company.
viii
800-537-PSMJ
Book Name
Making Marketing Work
How to Use This Workbook
It’s going to take some hard work
to complete this workbook, but
do it right and you’ll profit
immeasurably!
Answer Questions
When you see this symbol it
means you need to answer a
question or fill in information to
complete an exercise.
Transfer Information
Throughout, you will find numerous cross references, as well as
commands to transfer information
to other places in the workbook, or
to the One-Page Marketing Plan.
Information flows from one part of
the program to another to build
the perfect plan. When you see
this symbol, follow the instructions
for transferring the information.
This workbook is divided into seven chapters. Each chapter represents a building block in the Marketing Arch. Each chapter provides a number of exercises that require information gathering,
management evaluation, outreach, and decision making. When
completed, the worksheets for each exercise will result in data that
will be transferred to the One Page Marketing Plan. This compilation of all the key information and decisions will become your
firm’s plan. It will be simple, clear in the actions to be taken, the
reasons why, the resources to be allocated, and the people who are
responsible and accountable.
There are elements of this process that independently will aid in
improving your marketing program and that might be used in an a
la carte fashion. However, the maximum value will be gained if you
move through the entire Marketing Arch process block by block.
Begin by reviewing the entire workbook. Assign someone in the
firm the responsibility to assimilate a thorough understanding of
the process and its component parts. Make margin notes the first
time through, indicating the parts of the process that you already
have in place, areas where you have already done the work and can
answer the questions, and also identify those areas that need attention. Then do the work. You’ll be surprised at the control you will
gain over your marketing methodology and the increase in effectiveness of all parts of your firm’s marketing.
The Process
This process requires an effort that many firms may find challenging the
first time through. For firms that know themselves well, completing the
exercises should prove relatively easy. It will mostly involve transferring
or codifying information you already have on hand (this is information
that all firms should know about themselves). It demands that you do
considerable self-analysis, as well as fully understand your markets and
your competition. However, once you complete the entire process and
lay the foundation of required understanding and knowledge, periodic
updates become simple. It means that you can refine your plan, particularly the implementation steps, to create next year’s plan, to easily
respond to changes in market conditions or prepare for strategic change
of direction in your firm.
ix
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Making Marketing Work
The One-Page Marketing Plan
When you’re done you’ll have a
set of marching orders. All the
things you need to know will be
written on the One-Page Marketing
Plan. Hang it on the wall in front of
everyone charged with marketing
and your hope of full participation
and accountability will be greatly
improved.
The bane of most marketing plans is that they are cumbersome and
hardly user friendly. They end up being exhaustive tomes that most
often sit on shelves gathering dust. The end product of doing the
exercises in this workbook will be a marketing plan reduced to a
single sheet of paper (albeit a large sheet). The One-Page Marketing
Plan is included with the workbook. As you move through the
workbook transfer the information as instructed. When it is complete, ratify it and distribute it to everyone who has responsibility
for marketing (which at some level should include everyone in the
firm). The beauty of a plan on a single sheet of paper is that it can
hang on the wall next to every desk. It is a working document and
continual reference to make sure marketing is at the front of everyone’s mind at all times.
x
800-537-PSMJ
Ultimate A/E/C Marketing Plan
Survey Actions
Any findings from the
internal and external
surveys that require
change in your firm’s
behavior must be
resolved to ensure that
the marketing plan
responds to the wants
and needs of your markets, as well as those of
members of the firm.
Make this the first step
in your marketing plan.
Making Marketing Work
SWOT
The summary of the
SWOT Analysis will
be the basis for your
firm’s marketing
behavior and
communications.
Position, Culture,
and Mission
The summaries of
your firm’s position,
culture, and mission
statements are the
foundation of the
marketing plan. Use
them as a reference to
drive all decisions that
determine how your
firm presents itself
and tells its story.
Our Business
Consensus on the
firm’s business is
crucial to a cohesive
strategic marketing
plan.
Your Ultimate Marketing Plan
For the period: month/year ______
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Strengths
Opportunities
Weaknesses
MARKETING READINESS
Transfer your marketing budget from page 5-6. Update the actual amounts spent
throughout the period to track the status of the budget.
Budget
BEHAVIOR
List the actions to be taken to strengthen behavior based on the feedback from the
external survey. (Refer to recommendations from external survey)
List the weaknesses to be mitigated in
order to improve our marketing behavior and messages. (page 4-6)
List the opportunities that will contribute to our marketing effectiveness.
(page 4-7)
List the threats that we must be aware
of that could subvert our marketing
efforts and firm success. (page 4-8)
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
_________________________________
Actual Spent
A.
Designated Marketing Staff Total
__________________________________________
$__________
$_________
B.
Non-Marketing Staff Total
__________________________________________
$__________
$_________
C.
Research Total
__________________________________________
$__________
$_________
D.
Photography Total
__________________________________________
$__________
$_________
E.
Promotions Program Total
__________________________________________
$__________
$_________
F.
Sales Program Total
__________________________________________
$__________
$_________
G.
Travel and Entertainment Total
__________________________________________
$__________
$_________
H.
Consultants and Training Total
__________________________________________
$__________
$_________
I.
Equipment Total
__________________________________________
$__________
$_________
MARKETING
BUDGET TOTAL
__________________________________________
$__________
$_________
Action Items
Complete
Responsible
Budget
Action Items
Complete
Responsible
Budget
Brand
/ Identity
_____________________________________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
Speeches
_____________________________________
_____________________________________
Seminars
_____________________________________
_____________________________________
Events/Parties
_____________________________________
_____________________________________
Exhibits/Trade Shows
_____________________________________
_____________________________________
Client Entertainment
_____________________________________
_____________________________________
Client/Prospect Visits
_____________________________________
_____________________________________
Website
_____________________________________
_____________________________________
Power Point, Video/CDs
_____________________________________
_____________________________________
Advertising
_____________________________________
_____________________________________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
$________
_____________________________________
_____________________________________
Newsletters
_____________________________________
_____________________________________
Direct
Mail
_____________________________________
_____________________________________
Publishing
_____________________________________
_____________________________________
Press
Releases
_____________________________________
_____________________________________
Articles
_____________________________________
_____________________________________
Awards
_____________________________________
_____________________________________
Memberships
_____________________________________
_____________________________________
POSITION / CULTURE / MISSION
What is our firm in business to do?
(Record the consensus answer from page 1-18)
What is the culture that is proprietary to our firm and makes us unique?
(Record your culture statement from page 4-30)
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
What is our position in the marketplace?
(Record your position statement from page 4-26)
What is the mission that drives our firm?
(Record your mission statement from page 4-30)
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
FINANCIAL PERFORMANCE
SALES PROGRAM
Growth Goal _______% (page 4-10)
Revenue Per Employee $_____________ (page 4-12)
Indicate the level of sales activity during the period based on the number of anticipated proposals and presentations and the their success rate. Update the actual numbers
monthly to track the status of sales performance. (information from pages 7-22 and 7-30)
Indicate the sources of revenue that will determine from where the firm’s work must come. (page 4-1) Each pie must equal the net revenue goal.
Contract size
Repeat/New clients
Geography
• Mailing List
PROMOTIONS PROGRAM
The analysis and evaluations throughout the Ultimate A/E/C Marketing Plan workbook should have crystallized your firm’s purpose, culture, and mission. These aspects of your
firm define your competitive advantage and are the platform for your promotions and sales strategies.
Services
To Do
_______________________________________________
_______________________________________________
• Performance Analysis
_______________________________________________
• Go/No Go Checklist
_______________________________________________
• Custom Materials
_______________________________________________
• Pre-Printed Materials
_______________________________________________
_______________________________________________
• Point in Time Materials
• Outsource Materials
_______________________________________________
• Staffing Additions/Changes _______________________________________________
• Lead Bank
List the promotional menu items to be implemented during the period. Identify the date to be completed (some items will be on-going), the person responsible, and the budget. (page 6-69)
Brochures
_____________________________________
Markets
Indicate your firm’s state of readiness for marketing and indicate the elements of
readiness that must be implemented during the period. (Chapter 5)
Threats
List the strengths to be capitalized upon
and incorporated into out marketing
behavior and messages. (page 4-5)
Net Revenue $________________ (page 4-10)
Systems
The systems that
make your firm ready
to market must be in
place. The list of "to
do’s" is a crucial part
of the marketing
plan, and when in
place will ensure that
your firm is ready to
market.
MARKETING BUDGET
For the pe otto month/year ______
The exercises in the Ultimate A/E/C Marketing Plan workbook provide the information to complete this One-Page Marketing
Plan. The plan lists goals and objectives, actions to be taken and materials to be created and the budget to accomplish it all.
It is a dynamic and fluid tool that provides places to track performance. Note the place to acknowledge personal responsibility
for marketing. Use the One-Page Marketing Plan to guide your program, to inspire your people and to create accountability.
List the actions to be taken to strengthen behavior based on the feedback from the
internal analysis. Include issues that need consensus. (page 1-15)
Budget
The marketing budget
allocates resources
to all activities and
expenditures. It regulates how time and
money are prioritized,
and how they will be
spent.
Profit Center
Clients
Month
1/_______
2/_______
3/______
4/_______
5/_______
6/_______
7/_______
8/_______
9/_______ 10/_______ 11/_______ 12/_______
Number of proposals
Target
Actual
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
Number of Presentations
Target
Actual
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
Number of Wins
Target
Actual
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
Value of Wins
Target
Actual
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
Target
Actual
Over / Under
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
$_______
Other
GOALS AND OBJECTIVES
List the firm’s marketing goals, their objectives and the tactics that will be used to accomplish them. Objectives will be specific to each goal, but the tactics can apply to multiple
goals and objectives. (pages 4-19, 4-22, 4-23)
Goals
Objectives
Tactics
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
Cumulative total
(add current month
to prior total)
PERSONAL MARKETING PLAN
My personal marketing responsibilities to reach the firm’s goals and objectives include:
Research/Strategy
Promotions
Sales
_________________________________
_________________________________
____________________________________________
_________________________________
____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________
____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________
____________________________________________
_____________________________________________
____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________
____________________________________________
_____________________________________________
My signature acknowledges that I understand and am committed to achieving my marketing responsibilities.
________________________________________________________________________________________
__________________________________________________
Signature
Date
Copyright © 2001 by PSMJ Resources, Inc.
Financial Performance
The financial performance summaries are
quantified goals that
the firm seeks to
achieve through its
marketing plan and
program. Everyone
must commit to these
as real targets.
Goals, Objectives, and
Tactics
Your goals and objectives
for marketing form the
measure of success and
govern every other decision in the plan. Tactics
are activities that must be
executed during the
course of the plan period.
Promotions Program
Your firm’s outreach
is managed through
the promotions program. Create accountability by being thorough in the designation of action items,
persons responsible,
completion dates, and
budgets.
Sales Program
The sales program will
consume the majority
of your marketing
budget. Project the
level of activity for
proposals and presentations, and track the
progress through the
course of the plan
period.
800-537-PSMJ
Personal Commitment
The One-Page Plan
has a place to identify
individual roles and
responsibilities. Have
each person involved
in marketing list his or
her assignments and
ratify their commitment by signing the
plan.
Look for your One-Page Marketing Plan in the front pocket of the binder.
xi
800-537-PSMJ
Making Marketing Work
What is Marketing?
A widely accepted definition of marketing reads, "Marketing is the
overhead activity necessary to identify markets, to strategize a
response, organize people, budget, and marshal the resources to sell."
There are many terms used to describe the continuum of activities
involved in getting work. Terms will vary from industry to industry and
scholar to scholar. The following five terms are fundamental to understanding, structuring, and implementing the Marketing Arch process
for professional service firms.
Business Development
The confusion over marketing is
evident in the inconsistency of the
vocabulary. Research, strategy,
promotions, and sales are the
terms we use to describe the elements of marketing. The most
important thing is to recognize the
relationship between promotions
and sales. Business Development
is a term we hear a lot. It is typically used interchangeably with marketing, and most often in reference
to a job description. "He’s our business development person," means
he’s responsible for getting the
work regardless of what it takes.
We prefer the terms that relate to
the process and for that reason
have omitted business development from our list.
Marketing–entails all of the efforts and resources that go into
getting work.
Research–is learning all there is to know about the clients,
markets, competition, and your own firm.
Marketing Strategy–is aligning the firm’s business plan with a mar-
keting program for achieving its goals and objectives.
Promotions–includes all of the activities, actions, materials, and
media up to the point of having a real project that you choose to
pursue (a real client, with a real scope).
Sales–encompasses all of the activities, actions, and materials
required to convert a lead (a real client, with a real scope) into a
contracted job.
Particularly important is the distinction between promotions and
sales. With the exception of very large firms that have dedicated staff
devoted to the entire marketing spectrum, promotions are typically
organized and orchestrated by a marketing or communications
department, and sales are the responsibility of the firm’s professionals.
xii
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Marketing as an Investment or an
Expense
Chapter 2 describes how to determine what your clients think
about your firm and your services. In it you’ll be directed to ask
them if they consider your services an investment or an expense.
This is a concept fundamental to your success. Investments imply
return and measurement of risk against reward. An investment represents value and adding to that value. As you read this, gauge your
immediate reaction to the question, is marketing in your firm an
investment or an expense? If you answer expense, you are not placing the requisite value on marketing. You are probably not appropriately valuing the people who do your marketing. You will
inevitably be trying to shortcut marketing expenditures because
that’s what you’re trained to do with expenses.
When the economy gets rough
one of the first budget items
slashed is marketing. That tells us
that marketing isn’t thought to
have much value. But if you cut
the marketing program, where is
your work going to come from? It’s
like a farmer saying, "I’ll save
some money this year by not buying seeds."
If you answered, "Marketing is an investment," you are most likely
highly focused on the potential for marketing. You understand risk
and reward and the potential return on expenditures for marketing.
You use marketing to support and implement firm strategy. You
also know the importance of due diligence and allocation of
resources. The decisions you make about where to invest your
marketing resources are always done with care and strategy.
xiii
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Marketing and Transition
When considering the viability of marketing as a longer-term
investment think about your ownership and leadership transition
strategy. Most professional practices struggle with how to best structure and implement their transition programs. Particularly in smaller firms where the sale of the company is to insiders who lack the
financial resources for a wholesale buy out. These transitions rely on
payment over time. An owner selling to the next generation is relying on the future success of the company to assure receiving these
payments. The seller(s) will be a whole lot more secure if the firm is
a well-oiled marketing machine. Effective marketing will compensate for a lot of other shortcomings and generally guarantee the perpetuation of any practice.
Everyone in a firm has the potential to identify project and client
opportunities. But if they don’t
know it’s expected, there is no reason for them to do so. Let them
know that there is virtue (and
reward) in assuming responsibility
for helping to get the firm new
work. When they succeed, make
sure they are recognized.
Broader Participation, Responsibility, and Accountability
The firm’s ongoing success means expanding the marketing skills of
a broader team within the firm. To that end, this document
becomes a useful training tool for those who are not familiar with
the marketing process. It will allow your firm to establish a structure for all your marketing activities and will enable you to institutionalize a common approach and the systems to support your program.
xiv
800-537-PSMJ
Making Marketing Work
Getting Started
Gather Your Information
The process is linear and each new piece of input or information
builds on that which comes before it. While the structure is simple,
the process does call for quite a bit of information. Some of the
information must be developed through original research but much
will come from the materials you have on hand. Assemble budgets,
strategic plans, prior marketing plans, marketing literature, and
other resources that you use in the management of your company
that will provide information on which to base decisions about the
firm’s strategy and plans.
You’ve invested in this book. Now
make it pay for itself. Do the work.
Gather the information, plan your
strategy, and come up with the
optimum promotions and sales
plans that will make your firm
stand out in your profession.
Planning Period
Choose a period. The planning that you are doing in this workbook
is based on a fixed period of time. For nearly every firm the period
will be the fiscal year. You might however, choose a different increment of time–a calendar year that might be different from your fiscal year or a particular target time in which you plan to achieve specific goals. For example, entry into a new market over a period of
two years might dictate that two years is the logical period for planning purposes. As you move through the exercises you will be asked
to indicate data from the prior period. In these cases, the period
should be comparable in time to that of the future period.
Glossary
The workbook contains a glossary of commonly used terms in marketing and in this workbook. It may be useful to review the glossary
prior to beginning the exercises. Doing so will be a useful overview
of the kind of information you will be dealing with in completing
your plan and will provide a common language for all involved in
the marketing process.
xv
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
xvi
800-537-PSMJ
1. Internal Analysis
4
MARKETING
3
5
STRATEGY BUDGET,
TARGET
MARKET
STAFFING,
SELECTION
AND
2
SYSTEMS
6
EXTERNAL
PROMOTIONS
ANALYSIS
PROGRAM
1
INTERNAL
ANALYSIS
7
SALES
PROGRAM
Chapter Contents
■
Taking Your Pulse:
The Internal Questionnaire
■ Processing the Responses
■ Internal Questionnaire Worksheet
■ Internal Questionnaire (Blank)
In this chapter you will:
■ Survey your key people to understand their values
and their attitudes about the firm
■ Reach consensus on the firm’s key selling propositions
As long as your firm has been in business you’ve been conducting
a continuing process of internal analysis. Who are we? What business are we in? What are our values? What do our people want to
accomplish? What is our distinct position in the market and how
are we unique? There is an endless stream of questions that you
are addressing formally or informally on a daily basis. The internal
analysis block asks you to answer a number of questions that will
lead to consensus among your key people about a variety of issues
relative to the management of the company and establish many of
the premises for your marketing program. The answers will form
the basis for completion of your firm’s SWOT analysis (Strengths,
Weaknesses, Opportunity, and Threats) (Chapter 4).
The first block of the Marketing Arch requires you to answer a
questionnaire that elicits a wealth of information from your key
people. The results will codify three aspects of your firm.
Your Core Values–the overriding firm values and personal values
that influence the direction of your practice.
Your Capabilities–the expertise, qualifications, and intellectual
capital that the firm owns and that define the businesses, organizations, industries, markets, project types, and clients that should
form your audience.
Your Portfolio–the experience, participation in projects, and client
history that determine what you do best and where you can be
most profitable.
1-1
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
Taking Your Pulse:
The Internal Questionnaire
To gain the understanding and consensus necessary to assure
buy-in by your entire firm to the final marketing plan, each of
your key people should complete the following questionnaire in
writing. Key people are defined as all essential management decision makers, as well as anyone who will ultimately participate
and have responsibility in marketing the firm.
The answers to every question contain valuable insight and guidance to construct a strategic marketing program. Along with each
question is an explanation of how to interpret the answers and
the things to look at when evaluating the responses. You can find
the actual Internal Questionnaire on page 1-18.
Probably the most important thing
you’ll learn from completing this
questionnaire is how many different
points of view there are in your firm.
Each person responding should
complete the questions individually.
This is not a group exercise.
Compiling the responses and reaching consensus comes after everyone
has had the chance to answer the
questions.
1. What does the firm do? (Respond as if you are explaining to a
layperson the activities of the company).
Interpretation
The intent of this question is to make sure that you can simply
and concisely explain the business you are in. You should be able
to describe in as few words as possible, in no uncertain terms, what
your firm does so that your audience understands exactly your
firm’s business. Your audience should be able to know immediately
if they have a need for your services. If your answers are so convoluted that you leave your audience with uncertainty or questions
about your business, you are inviting disinterest and rejection.
The other objective of this question is to make sure that everyone
in your firm is telling the same story.
When compiling the results of this question write down all the
answers for comparison. Then work to refine a response that is
institutionalized at every level of the firm.
1-2
800-537-PSMJ
Book Name
Internal Analysis
2. What are the services offered?
Interpretation
Your goal is to make sure that everyone acknowledges the same
list. Write down every single service identified. Look for cases
where the same service is being described by different terms.
Synthesize the list into a definitive directory of the services that
you provide. The final list facilitates cross-selling of services and
helps to avoid the formation of a "boutique" of proprietary operations within the firm.
3. What are the firm’s greatest strengths as a client would see
them? (List at least five)
If you’re stumped by these questions think about how your audience
will fare trying to answer them. They
won’t take the time to study them.
They’ll judge you on whatever information they have and more than
likely they will form inaccurate
impressions of your firm.
Interpretation
This is a key question. The answer will form the foundation for
your differentiation platform. By answering in terms of the client’s
perspective you must identify where you believe your contributions
have the greatest value. Get your team to agree on the most significant strengths. You should be worried if you can’t easily identify at
least five strengths.
4. What about your strengths makes you different from others in
providing your services?
Interpretation
The responses to this question and question 5 require you to further evaluate your strengths and add to your differentiation platform. These responses will be extremely useful when you develop
your promotions program. Get your team to agree on what makes
you different and what makes you better. The more substance that
these answers have, the greater will be your competitive advantage.
5. What makes you better than others at providing these services?
Interpretation
Like the answers to question 4, this asks your people to specifically
describe the distinctions between your firm and others who are providing similar services. It is intended to quantify and qualify your competitive advantages in ways that can be easily communicated.
1-3
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
6. Who are your marketing audiences–ranked in order of
importance?
Interpretation
Your clients and target markets should take top billing here, but be
sure to identify other key constituencies who can impact your
sourcing of work. When you construct the outreach (promotions
program) to communicate with your audiences, it is important that
you know whom they all are in order to prioritize and craft the
appropriate messages.
7. Who are your competitors?
Interpretation
List competitors by name. In Chapter 2 you will be asked to prepare a competitor analysis. The answers to this question are the list
you will evaluate in the competitive analysis.
A very revealing exercise is to
hypothesize what your clients think
about you. It raises the question of
how well they know you, and how
well you know them. If you conduct
the survey recommended in Chapter
2 you’ll find out just how honest
they have been with you.
8. If you were to conduct a client perception survey, what do you
believe your clients would say about you?
Interpretation
This question, while similar to question 3, asks you to predict what
your clients would say about you if asked. In Chapter 2 we recommend that you make the effort to survey your clients. The responses
to this question will be used to benchmark your perceptions against
their responses. (Even if you choose not to conduct a comprehensive client survey, there are simple ways to test the premises that
your team identifies here).
9. What are the reasons a potential client would select one of your
competitors over your firm?
Interpretation
This answer relies on actual experience as well as supposition. If you
have conducted debriefing interviews on projects that you have lost
to competitors (page 5-22) list the reasons. You’ll be able to test the
significance of the reasons for losing projects and evaluate how it
must affect your future marketing behavior and promotions program.
1-4
800-537-PSMJ
Book Name
Internal Analysis
10. List five adjectives that best express the character and personality of the company?
Can you explain your firm’s personality and character in a word or two?
Confident, mature, feisty, smart, big,
bold, friendly, corporate? Choose the
words that best describe the firm.
Interpretation
A list of adjectives that characterize the firm will disclose how consistent your people are in their sense of values and culture. They will
provide a basis for your promotions and communications programs.
You will learn if there is agreement in the understanding of the company’s personality. List all the responses and then have your management team ratify the terms that best describe the firm.
11. What attributes of the firm’s practice have been most influential
in selling the company’s capabilities? Rank in order of their priority
(1 being most important) each of the following factors in their effectiveness in telling the firm’s story, establishing your competitive
advantage and marketing the firm’s services.
__ Areas of specialization
__ Awards
__ Diversity/comprehensiveness of services
__ Experience
__ History
__ Marketing materials and systems
__ Office locations
__ Personal relationships
__ Principal involvement in projects
__ Qualifications of the partners/principals/associates/
staff
__ Qualifications and behavior of staff
__ Referrals from past clients
__ Results of past projects
__ Size of the firm
__ Stature of past projects
__ Other ____________________
__ Other _____________________
Interpretation
This question asks you to rank in order, the attributes of the firm that
current and prospective clients find the most compelling reasons to
hire you. Compiling a ranked list that everyone agrees upon will
allow the firm to compare its beliefs to what clients are actually saying
is most important. Along with the responses to other questions in
this questionnaire you will understand the elements that represent
your greatest attraction to prospective clients and will be able to use
this information in prioritizing your messages and outreach through
your promotions program.
1-5
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
12. What are your growth plans for the company?
(two and five years)
A. By markets
Two years
Five years
B. By project type
Two years
Five years
C. By services
Two years
Five years
D. By size (measured in number of people)
Two years
Five years
Anticipating what’s coming for your
practice will be one of the most
difficult questions you’ll answer.
Look into your crystal ball and your
heart and describe the future of the
company.
E. By geography (range of practice and offices)
Two years
Five years
F. By ownership/leadership
Two years
Five years
G. By staff profile (types of positions and areas of expertise)
Two years
Five years
H. By any change in reputation or positioning of the firm
Two years
Five years
Interpretation
This question asks you to project into the future to identify the
evolution of the firm. It is especially useful in determining whether
there is unilateral agreement and support for your future plans.
There should be. The information will establish the criteria for your
goals and objectives and the marketing strategy that you will be
asked to codify in Chapter 4.
1-6
800-537-PSMJ
Book Name
Internal Analysis
13. What is your personal role in achieving these goals?
Do each of your people recognize
how they fit into realizing the picture they’ve just painted of the
firm’s future?
Interpretation
This question encourages people to identify their specific participation in the management and marketing of the firm. The answers
will give a clear picture of each person’s understanding of their
responsibility. Since achieving the firm’s goals will in large part be a
function of marketing behavior, pay particular attention to who
understands the importance of their marketing role and indicates
through their answer that they are taking responsibility for the
firm’s marketing challenges.
1-7
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
14. Current Position (dichotomy chart)
Circle the number on the following chart that best represents the
current position of the firm when evaluating the opposite attributes.
For example, in the first pair of attributes, if you believe that the
firm is seen as experts who have exceptional knowledge and skills in
its chosen markets, circle a number close to 10. If you believe that
the firm is considered to be generalists, circle a number close to 1.
If you believe that the firm maintains a position that combines
focused expertise with a generalist posture, circle a number toward
the middle.
Dichotomy means "a difference of
opinion." The dichotomy chart tests
whether your firm’s members have
differing points of view and if so, to
what degree.
Add additional pairs of attributes on the chart that relate specifically
to your practice. The attributes on the chart listed are all relatively
positive. It is also useful to include attributes where one side of the
comparison is negative, particularly if your firm has been criticized
for some area of its performance. For example, you might add
expensive vs. affordable, timely vs. slow delivery, accurate vs. sloppy.
These few examples of negative attributes are more performancespecific than image- or positioning-based, but they do have an
impact on your marketing presentation and are important to consider.
The dichotomy chart provides a wealth of information. It can identify specific firm goals and offer definitive criteria for behavior, professional development agendas, characteristics for the firm culture,
and future staff profiles. It can indicate positioning requirements for
the marketing plan, and guide the elements of the promotions program.
Interpretation
This question is a significant exercise in the positioning of the firm.
The attributes listed represent opposite extremes in how a firm
behaves. Have each of your key people mark where they believe the
firm is now. In question 15 you will repeat the exercise based on
where you believe the firm should be positioned in the future to
meet the plans you identified in question 12.
1-8
800-537-PSMJ
Book Name
1.
All things to all
projects
Internal Analysis
1
2
3
x
4
x
5
x
6
x
7
8
x
9
10
Specialists
√
√
√
5
x
6
7
8
√
√
9
10
Large, structured and
comprehensively
staffed
√
√
x
2.
3.
4.
5.
6.
7.
8.
Personal and
personality driven
1
2
x
Intuitively
creative
1
x
√
2
Informal
1
Local focus, control,
and involvement
Small enough to be
personally involved
Client
Responsive
Trend setting
innovative solutions
1
x
1
x
1
x
1
3
x
x
4
x
x
4
x
5
6
x
7
8
x
9
10
√
3
x
√
√
√
Process and
systems oriented
2
3
x
4
5
6
√
7
√
8
√
9
√
10
Formal
√
√
7
√
√
8
√
√
√
9
√
10
√
Broad geographic
reach
7
x
√
8
x
√
√
9
10
Large enough
to do the job
10
We are the
experts
2
x
x
3
x
2
x
x
3
x
2
x
x
3
x
2
x
√
3
x
√
4
x
5
6
√
√
5
x
√
6
5
x
√
6
x
√
7
8
9
√
√
√
√
4
5
x
6
x
7
x
8
x
9
10
Conservative,
traditional solutions
9
10
Established
9
10
Additional attribute
9
x
x
x
10
x
Additional attribute
4
4
√
√
√
√
Youthful
1
x
2
x
3
x
x
4
x
5
x
√
6
7
8
√
√
√
√
√
10. Additional attribute
x
x
1
x
2
x
3
x
4
x
5
6
7
8
√
√
√
√
√
√
11. Additional attribute
1
√
√
2
√
√
√
3
√
4
5
6
7
x
8
x
9.
√
√
√
1-9
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
15. Future Position
Using the same criteria as in question 14, circle the number that
best represents how you want the firm to be positioned in the
future.
Add the same additional pairs of attributes that you use in
question 14.
Interpretation
Compile the results of questions 14 and 15 as color marks or symbols on the same form (one color/symbol for current, a different
color for future). This will reveal the movement in strategy, positioning, and behavior that take place to accomplish your plan. It
will also provide additional guidance in formulating your promotions and sales programs.
1-10
800-537-PSMJ
Book Name
1.
All things to all
projects
Internal Analysis
1
2
3
x
4
x
5
x
6
x
7
8
x
9
10
Specialists
√
√
√
5
x
6
7
8
√
√
9
10
Large, structured and
comprehensively
staffed
√
√
x
2.
3.
4.
5.
6.
7.
8.
9.
Personal and
personality driven
1
2
x
Intuitively
creative
1
x
√
2
Informal
1
Local focus, control
and involvement
Small enough to be
personally involved
Client
Responsive
Trend-setting
innovative solutions
1
x
1
x
1
x
1
3
x
x
4
x
x
4
x
5
6
x
7
8
x
9
10
√
3
x
√
√
√
Process and
systems oriented
2
3
x
4
5
6
√
7
√
8
√
9
√
10
Formal
√
√
7
√
√
8
√
√
√
9
√
10
√
Broad geographic
reach
7
x
√
8
x
√
√
9
10
Large enough
to do the job
10
We are the
experts
2
x
x
3
x
2
x
x
3
x
2
x
x
3
x
2
x
√
3
x
√
4
x
5
6
√
√
5
x
√
6
5
x
√
6
x
√
7
8
9
√
√
√
√
4
5
x
6
x
7
x
8
x
9
10
Conservative,
traditional solutions
9
10
Established
9
10
Additional attribute
9
x
x
x
10
x
Additional attribute
4
4
√
√
√
√
Youthful
1
x
2
x
3
x
x
4
x
5
x
√
6
7
8
√
√
√
√
√
1
2
x
3
x
4
x
5
x
6
x
√
√
7
x
√
√
8
2
√
√
√
3
√
4
5
6
7
x
8
x
10. Additional attribute
11. Additional attribute
1
√
√
√
√
√
1-11
√
√
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
Example: Questions 14 and 15
The following is an example of a generalist architecture firm. The staff is
small (under 15 people), young, self-assured, and highly creative. Six
key people have completed the dichotomy chart. The results demonstrate a divergence of opinion as to where the firm is currently positioned (x) and show a significant desire for a shift going forward (√).
The interpretation of these responses would be as follows:
1.
All things to all
projects
1
2
3
x
4
x
x
5
x
6
x
7
√
8
x
√
9
10
√
√
√
√
Specialists
The firm indicates that it has not established a position having a special focus in the market. It wants to
gain greater recognition as specialists. Doing so will probably narrow the market focus.
2.
Personal and
personality driven
1
2
x
3
x
4
x
x
5
x
x
√
6
7
8
√
√
√
√
√
9
10
Large, structured and
comprehensively
staffed
The firm currently feels that it is seen as a group of individuals without substantive support structure. They
believe that being perceived as more organized and businesslike will help them in the future.
3.
Intuitively
creative
1
x
2
√
3
x
√
√
√
√
4
x
√
5
6
x
7
8
x
9
10
Process and
systems oriented
They indicate that their progress so far has been based on process, and they want to be able to capitalize
more strongly on their creativity.
4.
Informal
1
x
2
3
x
x
4
x
5
x
6
x
7
8
9
√
√
√
√
√
√
10
Formal
Similarly, they feel that their current image is very informal meaning somewhat disorganized. They want to
increase their organizational effectiveness but without losing their "personality."
5.
Local focus, control
and involvement
1
x
2
x
x
3
x
x
4
x
5
6
7
√
8
√
9
√
√
√
10
√
Broad geographic
reach
They are currently a local firm and indicate so. They want to have much broader geographic reach in
the future.
1-12
800-537-PSMJ
Book Name
6.
Small enough to be
personally involved
Internal Analysis
1
x
2
x
3
x
x
4
5
x
√
6
√
√
7
x
√
√
8
x
√
9
10
Large enough
to do the job
They believe they are currently seen as a "little" firm. They want to be perceived as having sufficient
resources and size to deliver even the largest project.
7.
Client
Responsive
1
x
2
x
3
x
x
4
5
x
6
x
√
7
8
9
√
√
√
√
√
10
We are the
experts
The firm indicates that it does not currently have command of its clients’ confidence in a way that has
its staff respected as experts. They want to be known as experts.
8.
Trend-setting
innovative solutions
1
√
2
x
√
√
√
3
x
√
√
4
5
x
6
x
7
x
8
x
9
10
Conservative,
traditional solutions
They also indicate that they want to do trend-setting and innovative design but to date have not realized this goal.
9.
Youthful
1
x
2
x
3
x
x
4
x
5
x
√
6
7
8
√
√
√
√
√
9
10
Established
They believe the firm is not taken as seriously as they would like, because they are all quite young.
They want to come across with greater “maturity” in the perception of their clients.
Additional attribute
10. Low key
1
2
x
3
x
4
x
5
x
6
x
√
√
7
x
√
√
8
9
10
Assertive
√
√
The answers suggest that they feel they have been passive with their clients. They believe assertiveness
(arrogance) to be a negative attribute, but wish to move toward a level of greater control and confidence in their client relationships.
Additional attribute
11. Timely
1
√
√
2
√
√
√
3
√
4
5
6
7
x
8
x
9
x
x
x
10
x
Slow delivery
Timely delivery has been a significant problem and they added these attributes to make sure that they
were considered in any future positioning. Clearly improving delivery is a critical issue in the future.
1-13
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
16. Portfolio–list your firm’s most profitable and rewarding projects
and identify the reason they were successful. Consider project type,
client, location, services provided, your project manager, and any
other factors that contributed to the success.
Interpretation
The answers to this question will identify projects that make the
most sense for the firm and why. It will indicate the values your
team places on project satisfaction. Pay attention to the attributes,
other than profitability, that emerge as the criteria for success.
These will be incorporated into your assessment of target markets
in Chapter 3.
In question 10 you describe your
firm’s character and personality in a
few words. Explaining company
culture in question 17 is more
about behavior and relationships,
both between your people and with
your clients. It’s your demeanor, the
quality of your interactions, your
spirit, and respect in your dealings
with each other.
17. Culture–list five distinguishing aspects of your firm’s behavior
that contribute to your distinct and proprietary culture.
Interpretation
This is another question that seeks to define your differentiation
platform. Culture can be a key ingredient in distinguishing your
firm from the competition, and it is important that you recognize
what your culture is and how it makes your firm different.
18. How would your firm be affected by a significant downturn
in the economy?
19. How would it respond?
In the course of any firm’s history
there will be down cycles. Great
marketing is about what you do in
these downturns. Promotion and
sales when things are hot usually
means just taking orders. What you
do in an off economy will determine real success.
Interpretation
Questions 18 and 19 are meant to test your marketing willingness.
How well does your team recognize the power of marketing to propel a firm through difficult times and how focused and prepared is
your team to use marketing to do so?
Answers that trend toward staff reductions and belt tightening,
while appropriate measures, are indicative of a firm that does not
believe in the power of marketing. Answers that address adjusting
to healthy markets and increasing marketing efforts and effectiveness show a faith and commitment to marketing that is the sign of
a market- and marketing-driven firm.
1-14
800-537-PSMJ
Book Name
Internal Analysis
Processing the Responses
The questionnaire asks you for a lot of information and feedback. If
you’re a small firm you will have only one or a few questionnaires to
process. If you are a medium to large firm you should have many. A
blank worksheet follows on which you will compile the responses.
The intent is not to capture every individual response to each question but rather to identify consensus, direction, and as importantly,
areas of inconsistency or disagreement.
Revising the Answers
Some of the questions ask for answers that describe the firm’s current status or situation and others look to the future. As you continue to develop the information in the workbook you may find
that positions or representation that you have made in your
responses may change. It is helpful to revisit this questionnaire as
you move through the entire process and amend the answers
where appropriate.
Achieving Consensus
While some of these questions may appear simplistic and obvious,
we are continually surprised by the disparity of responses we see,
even in small firms. It is important that the firm achieve consensus before continuing. Answers that are out of alignment are
indicative of less than ideal internal synthesis and communications. Take each question seriously. If you find areas of disagreement in the responses, make sure that you fully understand the
points of disagreement. The questionnaire addresses the core of
who you are as a firm and what you are trying to achieve.
Responses on fundamental issues that are out of sync can be
symptomatic of personal positions that indicate trouble. It may be
possible to continue without resolving differences but inevitably
these disagreements will result in the lack of full endorsement and
support of your ultimate plans. Discuss the issues. If there continues to be a divergence of opinion, determine why and how you
can achieve resolution. If the issues are fundamental to your business plan and strategy, evaluate whether the disagreement is a
threat to the future of the firm.
1-15
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
List the areas of disagreement that need resolution.
Note any areas of conflict and
work to resolve them.
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
______________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Using the Results
The answers to the questionnaire provide a heightened awareness
of who you are and what your firm is trying to accomplish as a
professional practice. The internal analysis should have solidified
the unity of the key players in your firm and provided valuable
feedback for future planning and direction. As you proceed
through the workbook you will be asked to refer to specific
responses to these questions.
1-16
800-537-PSMJ
Book Name
Internal Analysis
Internal Questionnaire Worksheet
Copy and distribute this questionnaire to the key people in your
firm. Have them answer all questions as thoroughly as possible.
Compile the results and evaluate the responses based on the criteria described above.
Have your people thoroughly
answer questions 1 through 19.
Before distributing the questionnaire, be sure to add any additional
attributes specific to your firm in questions 14 and 15.
1-17
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
Internal Questionnaire
Our firm is in the process of evaluating our marketing program and our place within our profession. It is
important that the program reflect our values, qualities, expertise and position, vis-a-vis our clients,
markets, and competition. The following questionnaire is structured to elicit information that will assist
in formulating a program based on consensus and common commitment. Please answer the questions
as an expression of your personal understanding, opinion and beliefs. Thanks for your cooperation.
Please return to ______________ by ________________.
1. What does the company do? (Respond as if you are explaining to a layperson the activities of
the company,)
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
2. What are the services offered?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
3. What are the firm’s greatest strengths as a client would see them? (List at least five.)
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
1-18
800-537-PSMJ
Book Name
Internal Analysis
4. What about your strengths makes you different from others providing similar services?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
5. What makes you better than others providing these services?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
6. Who are your marketing audiences–ranked in order of importance?
1.________________________________________________________________________________
2.________________________________________________________________________________
3.________________________________________________________________________________
4.________________________________________________________________________________
5.________________________________________________________________________________
6.________________________________________________________________________________
7.________________________________________________________________________________
8.________________________________________________________________________________
9.________________________________________________________________________________
10.________________________________________________________________________________
11.________________________________________________________________________________
12.________________________________________________________________________________
1-19
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
7. Who are your competitors?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
________________________________________________________________________________________
8. If you were to conduct a client perception survey what do you believe your clients would say
about you?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
9. What are the reasons a potential client would select one of your competitors over your firm?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
10. List five adjectives that best express the character and personality of the company.
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
1-20
800-537-PSMJ
Book Name
Internal Analysis
11. What attributes of the firm’s practice have been most influential in selling the company’s
services? Rank in order of their priority (1 being most important) each of the following factors in
their effectiveness in telling the firm’s story, establishing your competitive advantage and marketing the firm’s services.
__ Areas of specialization
__ Awards
__ Diversity/comprehensiveness of services
__ Experience
__ History
__ Marketing materials and systems
__ Office locations
__ Personal relationships
__ Principal involvement in projects
__ Qualifications of the partners/principals
__ Qualifications and behavior of staff
__ Referrals from past clients
__ Results of past projects
__ Size of the firm
__ Stature of past projects
__ Other ____________________
__ Other ____________________
12. What are your growth plans for the company (two and five years)? Be as specific in your
forward thinking as possible.
A. By markets (What new markets will the firm seek to enter?)
Two years
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____________________________________________________________________
Five years
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____________________________________________________________________
1-21
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
B. By project type (What types of projects will the firm do that it doesn’t do now?)
Two years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Five years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
C. By services (What new services will the firm offer? Which services will be discontinued?)
Two years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Five years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
D. By size measured in number of people. (How much does the firm want to grow? What types of
people will this require?)
Two years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Five years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
1-22
800-537-PSMJ
Book Name
Internal Analysis
E. By geography (Will you expand your geographic reach? Will you open new offices?)
Two years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Five years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
F. By ownership/leadership (What is your plan for extending or transitioning ownership? What
changes will occur in management?)
Two years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Five years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
G. By staff profile (What personnel will you need to achieve your goals? What new positions will
you add? What are the expertise and skill sets required?)
Two years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Five years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
1-23
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
H. By any change in reputation or positioning of the firm (How do you want the firm to be
perceived differently than it is now?)
Two years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Five years
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
13. What is your personal role in achieving these goals?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
1-24
800-537-PSMJ
Book Name
Internal Analysis
14. Current Position
Please circle the number on the following chart that best represents the current position of the
firm when evaluating the opposing attributes. For example, in the first pair if you believe the firm
is seen as experts who have exceptional knowledge and skills in its chosen markets, circle a number
close to 10. If you believe the firm is considered to be generalists circle a number close to 1. If you
believe the firm maintains a position that combines focused expertise with a generalist posture, circle a number toward the middle.
All things to all projects
1
2
3
4
5
6
7
8
9
10
Specialists
Personal and
personality driven
1
2
x
x
3
x
4
x
5
x
√
6
√
7
√
8
√√
9
10
Large, structured, and
comprehensively staffed
Intuitively
creative
1
x
2
3
x
4
x
5
6
x
7
8
x
9
10
Process and
systems oriented
Informal
1
2
3
4
5
6
7
8
9
10
Formal
Local focus, control,
and involvement
1
x
2
x
3
x
4
x
5
6
7
√
8
√
9
√
10
√
Broad geographic
reach
Small enough to be
personally involved
1
x
2
x
3
x
4
5
x
6
7
x
8
x
9
10
Large enough
to do the job
Client
Responsive
1
x
2
x
3
x
4
5
x
6
x
7
8
9
10
We are the
experts
Trend-setting
innovative solutions
1
2
x
3
x
4
5
x
6
x
7
x
8
x
9
10
Conservative,
traditional solutions
Youthful
1
2
3
4
5
6
7
8
9
10
Established
er attribute
1
2
3
4
5
6
7
8
9
10
Other attribute
Other attribute
1
2
3
4
5
6
7
8
9
10
er attribute
1
2
3
4
5
6
7
8
9
10
Other attribute
Other attribute
1
2
3
4
5
6
7
8
9
10
Other attribute
Be sure to add any additional attributes that are specific to your firm. (see explanation for question 14)
1-25
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
15. Future Position
Now circle the number that best represents how you want the firm to be positioned in the future.
All things to all projects
1
2
3
4
5
6
7
8
9
10
Specialists
Personal and
personality driven
1
2
x
x
3
x
4
x
5
x
√
6
√
7
√
8
√√
9
10
Large, structured, and
comprehensively staffed
Intuitively
creative
1
x
2
3
x
4
x
5
6
x
7
8
x
9
10
Process and
systems oriented
Informal
1
2
3
4
5
6
7
8
9
10
Formal
Local focus, control,
and involvement
1
x
2
x
3
x
4
x
5
6
7
√
8
√
9
√
10
√
Broad geographic
reach
Small enough to be
personally involved
1
x
2
x
3
x
4
5
x
6
7
x
8
x
9
10
Large enough
to do the job
Client
Responsive
1
x
2
x
3
x
4
5
x
6
x
7
8
9
10
We are the
experts
Trend-setting
innovative solutions
1
2
x
3
x
4
5
x
6
x
7
x
8
x
9
10
Conservative,
traditional solutions
Youthful
1
2
3
4
5
6
7
8
9
10
Established
er attribute
1
2
3
4
5
6
7
8
9
10
Other attribute
Other attribute
1
2
3
4
5
6
7
8
9
10
er attribute
1
2
3
4
5
6
7
8
9
10
Other attribute
Other attribute
1
2
3
4
5
6
7
8
9
10
Other attribute
Add the same additional pairs of attributes that you used in question 14.
1-26
800-537-PSMJ
Book Name
Internal Analysis
16. Portfolio–list your firm’s most profitable and rewarding projects and identify the reason they
were successful. Consider project type, client, location, services provided, your project manager,
and any other factors that contributed to the success. (Repeat as necessary to record up to five
projects that qualify for consideration.)
Most rewarding work
_______________________________________________________________________________________
Project types: ___________________________________________________________________________
Client:_________________________________________________________________________
Location:_______________________________________________________________________
Services:______________________________________________________________________________
People involved:_________________________________________________________________________
_______________________________________________________________________________________
Reasons for Success
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
17. Culture–list five distinguishing aspects of your firm’s behavior that contribute to your distinct
and proprietary culture.
1._____________________________________________________________________________________
2._____________________________________________________________________________________
3._____________________________________________________________________________________
4._____________________________________________________________________________________
5._____________________________________________________________________________________
1-27
800-537-PSMJ
ULTIMATE A/E/C MARKETING PLAN
Internal Analysis
18. How would your firm be affected by a significant downturn in the economy?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
____________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
19. How would it respond?
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
____________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
1-28
800-537-PSMJ
Book Name
Internal Analysis
Combined Position
ALERT!! (for compiling results, not for distribution)
Place all of the answers to both questions 14 and 15 onto this sheet. Use a separate color or symbol
for current position and future position. (Follow the example starting on page 1-12)
All things to all projects
1
2
3
x
4
x
5
x
Personal and
personality driven
1
2
x
x
3
x
x
4
x
x
5
x
x
3
x
x
4
x
x
5
Intuitively
creative
1
x
2
6
x
7
8
x
9
10
Specialists
√
6
√
7
√
8
√√
9
10
Large, structured, and
comprehensively staffed
x
x
7
8
x
x
9
10
Process and
systems oriented
x
6
x
x
Informal
1
2
3
x
4
x
5
x
6
x
7
8
x
9
10
Formal
Local focus, control,
and involvement
1
x
2
x
3
x
4
x
5
6
7
√
8
√
9
√
10
√
Broad geographic
reach
Small enough to be
personally involved
1
x
2
x
3
x
4
5
x
6
7
x
8
x
9
10
Large enough
to do the job
Client
Responsive
1
x
2
x
3
x
4
5
x
6
x
7
8
9
10
We are the
experts
Trend-setting
innovative solutions
1
2
x
3
x
4
5
x
6
x
7
x
8
x
9
10
Conservative,
traditional solutions
Youthful
1
2
3
4
5
6
7
8
9
10
Established
Other attribute
1
2
3
4
5
6
7
8
9
10
Other attribute
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
Other attribute
1-29
Other attribute
800-537-PSMJ