In 1983, Congress created the country’s first Disadvantaged Business Enterprise (DBE) program. In 1987, that program was amended to include women-owned businesses (WBE). The program was originally geared towards transportation projects. But now, this approach has been adopted by nearly every federal and state agency in our country.

So, for almost 40 years, the A/E/C industries have had a program focused on leveling the playing field for minorities and women. And while the program has not been without its controversy over the years, some firms have found success within the program. Each program often comes with its own requirements and acronyms. But commonly, these programs are referred to as “DBE” or “M/WBE” (minority/women-owned business enterprise).

M/WDBE utilization goals are dependent upon the funding source of a particular procurement. For example, federally funded projects will require DBE participation, while state- and municipal-funded projects will require M/WBE participation.

We wanted to hear from those in the trenches, the owners of DBE firms. We hoped to learn more about the challenges of being a DBE, what they’d like their prime teaming partners to know, and what advice they have for firms interested in getting certified as a DBE.

To read more, download the full article.

Article, written by Liz Kupcha and Matt Handal, first appeared in Marketer journal.

Digital transformation. Disruption. Innovation. As a professional in the A/E/C industries, you know these buzzwords all too well. Project teams are accustomed to adapting, testing new solutions on their project sites, and reaping the benefits of quicker workflows and access to data in real time. But what does it mean for marketers?

There’s a tremendous amount of transformation happening in today’s business landscape, particularly as it pertains to the evolving digital space. As builders, it should come as no surprise that in A/E/C we’re well poised for the quick adaptation required for businesses to function in the digital age.

The ability to implement new solutions is no longer an option, but an imminent necessity to meet customer’s evolving expectations. Software solutions make design-and-build workflows more efficient, but the most significant advantage is presented by the access to data captured by project teams. Most important, how is that data being used to proactively make improvements and predict project outcomes?

To read more, download the full article.

Article, written by Elena Lelchuk, first appeared in the August 2019 issue of Marketer.

In our member spotlight, Kathleen Porter takes time out of her busy day to chat with SMPS. Kathleen, who works for Lavellee Brensigner Architects as business development manager, shares the rewards of her job and the benefits of being an SMPS member.

How long have you worked at Lavellee Brensigner Architects? This summer, I’ll celebrate five years.

How long have you been an SMPS member? I’ve been an SMPS member since 2011.

What are the rewards of your job? There are two aspects of my job that are the most rewarding. First, the ability to collaborate and work as a team, inside and outside of the firm. We’re constantly learning and improving when we work together. Second, I derive much of my professional fuel from the competitive nature of our industry. I love a win!

What are your challenges? Between the deadline driven nature of our industries and the constant connectivity, I find it very hard to unplug. I don’t blame anyone but myself because I genuinely love the work I do. I like working hard and I appreciate our accomplishments—2020 is the year I will find better balance in my life!

What has been your most meaningful project? Our firm was recently awarded a publicly funded education project that was years in the making. Working alongside a Design Principal, we conducted extensive research, observed our competitors, learned from our consultants, strategized, perfected our message, and waited patiently for the stars to align. The moment we earned that project, I felt as though I’d won the lottery. My second thought was what will I do with all my free time, which of course was immediately filled with other pursuits. Our firm made a commitment to this project type and didn’t stray from the path; it was an investment in time, and it paid off.

How did you decide to have a career in the A/E/C industries? I fell into my A/E/C career. After six months, I knew that the built environment was the place for me. No two days are ever the same, no two projects are the same, no two clients are the same, and no two pursuits are the same. We’re not just consultants, we sell ideas and we solve problems.

How has SMPS membership helped you? I originally became involved with SMPS to garner a better understanding of marketing specific to A/E/C. There are tremendous resources available including, conferences, workshops, webinars, white papers, and the monthly Marketer. Without a doubt, though, it’s the personal connections that I’ve made by attending local chapter events that have had the greatest impact on my career.

I’ve built a strong network that I continue to utilize every day. My network includes engineering and construction partners as well as competitors. At SMPS, there really aren’t competitors. Recognizing that we’re all in this together, we support one another and aim to drive the industries forward. I come from the small but mighty SMPS Northern New England, where as a volunteer I’ve had the opportunity to work with some of the most thoughtful, hardworking, and smart group of people. Our chapter’s success is proven by the growth we have seen in the past six years.

What’s the best career advice you’ve received? I’ve received so much good career advice over the years.

“Speak up and advocate for what you think is right.”

“Know when to keep your mouth closed.”

“Encourage and teach junior staff, they’re our future.”

And probably most important in my business development role, “Don’t be away from your family more than three evenings a week, you’ll never get that time back.”

What’s the best career advice you’ve given? “Curiosity will take you far!” and “Start with yes then figure out how you’ll get it done.”

What has contributed to your success? I see my success as an indicator of my value to the firm. One of my contributions is that I’m always thinking about the best and highest use of someone’s time. If there’s a task that I can take from a firm principal to free them up to do the things that only they can do, I jump at the chance. Then, I just get things done. Our CEO once said to me, “You’re one of the lowest maintenance people I get to work with,” that was a huge compliment coming from him.

What’s on your bucket list? World travel. Greece and Italy are at the top of my list.

What was your childhood dream? My dream job in high school and college was to be a U.S. Senator. Mostly because I enjoy a good debate but also because establishing public policy is an honor and a privilege. I never ran for national office, but I’ve been volunteering in my community for more than 25 years; my friends and family say I have volunteeritis.

Guilty pleasure: what can you not live without? As much as I could probably live without them, I have an unhealthy relationship with the potato. I like them fried, baked, and mashed. If I had to choose just one, it would be the tater tot smothered in truffle oil and parmesan cheese. I have a smile on my face just thinking about them.

In A/E/C, we have a lot of processes. Your company has a process for deciding which projects you’ll go after. Your marketing team has a process for capturing information for use on proposals. You even have a process for how you start each morning when you get into work. But what do you do when those processes start to create clutter instead of efficiency?

If you’re the boss, you can change those processes. Even if you’re not the boss, you can still have an impact on what will work for you and your team. Decluttering is the process of getting rid of that which no longer serves you. It doesn’t have to be decluttering your closet or your home. Decluttering can help in all aspects of your life, including at work.

Here are five processes you can use to declutter your CRM. These will help you and your teams be more productive and efficient so you can concentrate on winning more work.

To read more, download the article.

Article, written by Krystle English, CPSM, first appeared in the August 2019 issue of Marketer.

If you’ve heard me speak or have read my previous articles, you know that I’m a strong proponent of building a firmwide culture of business development (BD) by having everyone contribute in ways that are consistent with their career juncture, functional role, and BD acumen. It’s been my experience over my 27 years in the A/E/C and environmental consulting industries that growing your BD skills means growing your career—and your firm.

Yet one of the most common questions that comes up is: “That sounds good, but what if you’re an introvert?”

The reality is that many A/E/C professionals, especially engineers and environmental scientists, are introverts by nature. At a recent class I taught for the Massachusetts chapter of the American Council of Engineering Companies (ACEC), 66 percent of the room identified themselves as such. While this group was there to learn BD skills, many introverted professionals feel reluctant or uncomfortable about taking on this role.

Firm leaders can be just as reluctant to put introverts into this role, focusing their efforts on more extroverted staff. In a USA Today poll, 65 percent of executives across all industries viewed introversion as a barrier to moving up the ladder.

That’s a view that can limit their firm’s growth, limit the professional growth of their employees, and quickly become a self-fulfilling prophecy.

Introverts (and those who manage them), take heart. You really can learn to be more comfortable with—and even enjoy—BD activities. And you can become proficient without the pressure to be someone you’re not. Here’s how.

Download the full article to read more.

This article, written by Rich Friedman, first appeared in the October 2018 issue of Marketer.

I’ve witnessed many A/E/C and environmental consulting professionals and firms shroud the topic of business development in a level of mystery and complexity that’s just not serving them well.

In fact, when I conduct training, I ask people to share what comes to mind when I say the words “business development.” Often what I hear is that business development is salesy and reserved for extroverted, outgoing people who like to play golf. In other words, many folks are telling themselves a lot of false stories about business development.

So, in this article, we’re examining what business development is—and is not— and what it really takes to succeed at it. I truly believe that anyone can learn the skills and develop the mindsets needed to be great at business development. Here are a few stories that need to shift to make that happen.

Honest curiosity, not sleazy small talk. Business development is not a cheesy, disingenuous process of passing out business cards or relentless cold calling. Yes, we have all met people like that, but the truth is, the people who are best at bringing in business are those who are comfortable being themselves and genuinely curious about everyone they meet. It’s hard to make meaningful, lasting connections when you’re trying to be someone that you’re not. Instead, relax. Let go of the overly canned elevator speech and consider every conversation your opportunity to learn more about potential clients and their goals and challenges.

To read more, download the full article.

This article, written by Rich Friedman, first appeared in the April 2019 issue of Marketer.

Anyone who sells products or services understands how difficult it can be to win business. You often find yourself up against prospects who are under pressure to control costs, and therefore only seem to be interested in your price.

How do you move the conversation past price to demonstrate your value in the marketplace, and justify the price or fees you deserve? The secret is to compose a powerful customer value proposition.

What Is a Customer Value Proposition?

A customer value proposition is a clear statement that can help direct prospects to focus on what your products/services are truly worth and what makes you unique in the marketplace. It should explain how you will solve potential customers’ specific problem(s), how the solution will benefit them, and why they should select your products/services over your competitors. This is your unique selling proposition. Once a prospect understands what you offer, they can make an educated decision about whom to work with or what to buy.

Most companies do not have a value proposition, or they do not have one that truly impacts and motivates client opinions. I believe it is because many companies (and marketers) do not fully grasp the power of a well-written value proposition—or understand how to use one to win business—so it’s not in everyone’s purview. This is great news for you, because it can be to your sales advantage to write and use one.

Download the full article to read more.

The Secret To Winning More Work, written by Amy Graver, first appeared in the February 2019 issue of Marketer.

The holiday season is upon us. This time of year provides great opportunities for networking. There are company parties, client gatherings, SMPS socials, church get-togethers, neighborhood block parties, and the list goes on. Some people love getting out to all the parties and social activities. But, for others, it adds to the stress of the season. So, my present to you this year is a list of 12 tips to make networking less stressful.

1. Be prepared. Find out who will be at the events you’re attending. Make a list (mental or actual) of the people you want to meet at each event.
2. It’s about time. Arrive early to maximize your networking opportunities. Be the last to leave. People are more relaxed and tend to be more transparent near the end of an event.
3. Go your own way. Remember, you’re there to meet new people, so split up from your friends and business associates. Don’t talk to the same people. Take a risk and meet people to forge new relationships.
4. Empty has no value. Don’t sit at an empty table or stand by yourself.
5. Come out of your shell. Shyness is not a genetic trait; it’s a habit that can be overcome. Remember, there are no strangers, just friends we haven’t met. So practice how to introduce yourself and dive in. Have a few open-ended questions ready to ask to get people talking.
6. Work the room comfortably. Every room has energy points (registration table, refreshment areas, entertainment areas, etc.). Maximize your ability to work these energy points by identifying the flow and allowing the energy to pull you around the room.
7. Names are valuable information. Use them and remember them.
8. Make a first impression last. Handshakes are important and are one of the first impressions you make. No wimpy handshakes. Make eye contact and match the pressure of the other person.
9. Listen, listen, listen! Hang on to every word as if the person talking is sharing the most important information you have ever heard.
10. Don’t butt in or be rude. Don’t interrupt people when you see them networking. Wait for a break in the conversation.
11. Character counts. Always be on your best behavior. Don’t gossip or use foul language or off-color humor. Remember networking circles are big. You never know who that person in front of you may know.
12. Follow up. This is the most important aspect of networking. If you promised something to someone at an event, make sure you do it. My rule of thumb is a two-day window to follow up. Proper follow-up will enhance your reputation.

Take advantage of the holidays to expand your network and reconnect with contacts. These gatherings are a great opportunity to build relationships. Spend part of each event reaching out and talking to someone new and you’ll be building your network and making contacts that can extend into next year.

Barbara Stiles, FSMPS, CPSM, serves on the SMPS board of directors as secretary-treasurer. She is vice president of business planning for Wantman Group, Inc. She can be reached at barbara.stiles@wginc.com.

What makes your architecture, engineering, or construction firm special? If you don’t know the answer, it’s time to find out. Understanding your competition and how they sell their services will help you discover your A/E/C firm’s unique positioning possibilities.

You could be losing work to less qualified, less experienced firms if you neglect proper positioning. It’s fairly common for firms to list the work they do, the number of years in business, or even their financial achievements. But none of those facts tells a client what value you bring to their project.

Competitive analysis is one of the essential studies you need to perform in your firm’s strategic positioning efforts. It’s important enough that you must spend time on a regular basis studying your competition and understanding how they market their business. When you know where you stand, you can set your firm apart—and that can lead to stronger bids, more winning opportunities, and a more profitable, successful business.

Download the entire article.

This article, written by Elke Giba,  first appeared in the October 2017 issue of Marketer.

Integrate Inbound Marketing Strategies

Marketing tactics have evolved drastically over the past 10 years and will continue to evolve at a rapid pace. For years now, traditional outbound methods such as trade shows, print ads, direct mail, and cold calling have not produced the same results. It’s become increasingly difficult for A/E/C marketers to break through the noise and generate leads.

Google, Facebook, Twitter, and LinkedIn have transformed customers into savvy researchers. According to the Social Buying Study conducted by the International Data Corporation, 75 percent of business-to-business buyers use social networks to research products. That’s a staggering number that can’t be ignored.

However, many A/E/C firms are risk-averse, and leadership is hesitant to make investments in new methods of lead generation. Many think the solution is to double-down on current strategies or hire additional salespeople. Unfortunately, these methods magnify, rather than solve, the issue.

To break through the noise and generate qualified leads, you must integrate inbound marketing strategies such as social media, search engine optimization (SEO), paid search, and content creation into your existing marketing plan.

Download the entire article.

This article, written by Angie Gensler,  first appeared in the February 2018 issue of Marketer.