This Article was first published in the April 2024 Issue of Construction Business Owner Magazine:  The Strategic Significance of Customer Research - How contractors can gather & implement feedback to better position their company for growth.

In the architecture, engineering and construction (AEC) industry where projects are complex, collaboration is key and customer satisfaction is critically important, the relevance of your customers’ opinion carries significant weight.

Making the customer the focal point of a business strategy is not just a customer service tactic — it’s necessary for long-term success, growth and resilience in an ever-evolving business environment. It aligns your business with market demands and positions it for sustainable and profitable growth.

To do this, you have to know your customer.

The Voice of Your Customer research, often abbreviated as VoC, is a systematic process aimed at collecting and analyzing customer feedback. It delves into the thoughts, preferences and needs of your customers and project stakeholders.

For AEC contracting and professional service organizations, this research is more than a customer satisfaction survey: The application of VoC becomes a strategic imperative, shaping how businesses service and communicate with other industry partners and customers. VoC studies that gather insights and feedback can provide direction for your business strategy, guiding your decisions, clarifying your competitive advantage and informing your approach to business development and marketing.

They can serve as a bridge between the technical expertise of the delivery team and the expectations of customers, providing insights that are essential for success. Customer research also builds trust. When customers see that you value their opinions and are actively working to meet their needs, they’re more likely to stick around and become loyal advocates for your brand.

Getting It Done

Now that you recognize the importance of VoC research studies, you have to get it done. Here are a few tips to help you get started:

• Preparation is key — To be able to connect the dots between customer feedback and strategic decision-making, take time to conduct an internal audit before you begin your customer research. This enables you to compare your internal perspective to your customers, allowing you to translate your research into actionable insights and plans.
• Select the right customers — Carefully select the customers you want to interview and whose opinions you value. Consider the customer organizations most impactful to your organization and that operate in sectors that offer opportunity. Eliminate customers who are not a good fit for your organization. So, take time to consider what a good customer looks like for your business.
• Select the right interview format — In the AEC industry where projects are tailored to customer needs, one-on-one interviews provide a depth of understanding that is hard to achieve through surveys or group settings. The personalized interaction of interviews allows the discussion to explore specific issues, probe deeper into customer experiences and uncover insights that might be missed in other formats.
• Engage an experienced third-party interviewer — Interviews conducted by an independent entity rather than the business itself reduce the chance that customers provide responses they think your business wants to hear. Be sure the third-party party is knowledgeable of the AEC industry and can interpret and understand the nuances of the customer response. This will ensure that meaningful insights can be extracted that might be overlooked by someone without a solid understanding of the industry.

Case in point: The importance of this was discussed with Dan Gregory at CLR Design, who said, “We worked with other consultants in search of statements that defined us. But we lacked a convincing way to connect these abstract statements with specific, outstanding outcomes for our clients. Recognizing this gap, we conducted comprehensive research. The VoC report provided cogent insights from our staff and customers. … connecting the dots between our design ideas and their real-world outcomes.”

Finding Actionable Insights

Connecting customer feedback to strategic decision-making is a critically important step, and often a stumbling block for studies that are not carefully planned and executed.

• To make the data actionable, it’s essential to analyze areas where customer expectations align with your goals and where they deviate. This is the foundation for action plans. So, be sure to review your internal audits.
• Interpretation of the feedback should go beyond surface value, so, look for patterns, trends and correlations that are not immediately apparent. This approach provides insights into how the market perceives your brand and competitive position.
• Carefully vetting the feedback is crucial. Not all feedback holds equal importance, so prioritize it against your organization’s mission and values. This ensures efficient allocation of resources to address the most impactful action items that come from the feedback.

Case study: Here is what Jessica Myers, president of a commercial construction company, says about customer research: “A key outcome of the VoC research was understanding what our value drivers were from our customers. It helped us to create a plan and process that can be followed by our entire team, that is scalable, and will keep us accountable to our strategic plan for our company.”

Putting It to Use

Now that you have collected, reviewed and analyzed the feedback, here are a few ways to put the research to work:

• Train the project team — By understanding what customers value and expect in terms of service, employees can be trained to recognize and respond to these expectations. This might involve communication skills, project management abilities or technical expertise.
• Build empathy for customer-centric solutions — Empathy is a powerful driver of customer satisfaction. VoC research sheds light on the human side of business, revealing the emotions, challenges and aspirations of customers as people. Training programs can incorporate VoC insights that help professionals to better connect with customers and aid in development problem-solving.
• Enhance project stakeholder relationships — When project professionals can connect customer feedback to decision making, they can more effectively communicate with project stakeholders. This transparency builds trust with customers as well as trade and design partners, demonstrating a commitment to actively addressing their concerns and improving collaboration.
• Tailor marketing messages — VoC feedback can be a valuable guide for tailoring your marketing messages to directly address customer needs, preferences and concerns. This customer-centric approach not only enhances the effectiveness of marketing campaigns but also strengthens the overall relationship between the business and your customers.
• Seller-doer training — VoC feedback serves as a strategic tool for seller-doers, shaping their selling and service delivery approaches to align closely with customer expectations. By leveraging these insights, seller-doers can build stronger customer relationships, enhance the effectiveness of sales efforts and drive overall business success in the seller-doer model.

Case study: In an interview with a leading national design-build firm, CEO Rob Steigerwald shared his insights:  “The details of the voice of the customer research became the theme of our business development, elevator speeches and our seller-doer training. Additionally, the VoC uncovered the most important part of our unique engineering process that our customers value, and what differentiates us from our competitors. … Our marketing focused on this from that day forward.”

By conducting a VoC study, businesses can align their strategies more closely with customer expectations, leading to increased satisfaction, loyalty and, ultimately, business success. It’s a valuable tool for maintaining a customer-centric approach and adapting to evolving market demands.  

If you think selling is not your job, Think again!

Today’s economy requires that everyone provide value to your organization and business leaders need everyone to contribute to winning new work.  Whether you’re responsible for generating revenue or just engaging with your customers, you’re involved in the sales process. Today, being great at what you do is just not enough.

AEC Organizations need to retain existing business, cross-sell services among practice groups or divisions, and find new opportunities for work – a formidable task in a marketplace that is competitive and crowded.   It requires brand differentiation, well planned business development initiatives, and proving to your clients that you understand their business.  To execute, it requires alignment between sales, marketing and operations and requires that everyone contribute.
​
Here are 3 steps to getting everyone aligned and involved in winning new work:

Step 1  Define Your Business

The AEC Building Industry is saturated and highly competitive and organizations risk being selected on price if not fully differentiated from their competition.  The more defined you are about what you do and how it benefits your clients the better positioned you are to win more work.  Make sure you have a well-defined Position Statement and Value Proposition and make sure that everyone in your organization understands your message and how to tell your story.
Most importantly, be clear about what your customers value about doing business with your company. If you are not sure, do your homework and talk to your customers.

Step 2   Develop a Plan

A Strategic Sales and Marketing Plan helps to provide direction and focus for all employees. It points to specific results that are to be achieved and establishes a course of action for achieving them. A strategic plan also helps the various departments within your organization align themselves with common goals. Without a clear plan, expectations are developed in a void, priorities change constantly and there is little or no alignment with common goals.  For technical Doer-Sellers, establishing a personal marketing plan is the key to finding time in your schedule for sales.

Step 3  Set Personal Goals

In sales, goals are the engine of productivity.  One of the most powerful things about establishing specific goals in your Sales and Marketing Plan is that it becomes your scorecard – it includes indicators for how you are doing.  These indicators allow you to look critically at your sales and marketing activities and make adjustments.   Regular reviews to analyze your results and make adjustments will keep your plan relevant and on target.

Whether you are in a sales and marketing function for an A/E/C company or whether you are part of the technical team you have some responsibility for impacting new business development – whether it is in your job description or not. You have to sell yourself and your contribution to the business every day.

Start with the 3 steps defined above, or contact us or how we can help your team:

• We use a structured process to develop a scalable program for your Organization.  The SDblueprint is based on AEC best practices and was developed over decades of working with the best design, construction and business development professionals in the AEC Industry.

• We arm your key project professionals to help win work...without becoming salesmen.  We use research, facts and data to arm your team with the insights needed to become successful doers and sellers of work. We eliminate the noise of typical sales training and focus on actions that drive AEC project awards.

• Our Seller-Doer Blueprint combines learning, practicing and doing - producing immediate results for your company and building confidence in your team members for long-term success.

Blueprint Growth Consulting advises business owners, leaders and organizations on how to plan to win. With a mission to arm everyone in an organization to help win new work, we offer a practical approach to planning and implementation that demystifies strategy and guides our clients through key steps to building a plan for growth.

Read more about our results by visiting www.BDblueprint.com/results

 
 Navigating Economic Uncertainty: The Importance of the Seller-Doer
​As the most recent Architectural Billings Index (ABI) sounds a cautionary note for the Construction Industry, the message from the AIA Chief Economist is clear: heed the warning. September's score represents the lowest reported since December 2020, a period synonymous with the height of the pandemic-induced economic turmoil.

Businesses can’t control the economy in which they operate, but they can control how they manage the economic conditions to achieve their goals.  In an uncertain economy businesses must focus their energy to ensure that all members of the organization are working toward the same goals and are prepared to deal with changes in circumstances.

Unleashing Potential with a Seller-Doer Program
In the dynamic landscape of business, the role of a seller-doer has emerged as a linchpin for organizations seeking to improve client acquisition, business development, and market expansion. Implementing a seller-doer program can yield many benefits, reshaping not only how a company approaches sales but also enhancing its overall brand equity and market presence.

What is a Seller-Doer Program?
A seller-doer is an employee of an organization who is responsible for both technical work and business development activities. Expectations can range from bringing in new business to maintaining client relationships while also performing technical work for the firm.

A seller-doer program clarifies expectations, provides training and coaching, and identifies areas of specialization where staff can contribute to business development efforts.  A well-developed program can be particularly beneficial during times of market uncertainty – providing resilience and adaptability in an ever-shifting economic landscape:

• Cost-Effective Lead Generation: A Seller-Doer program supports cost-effective lead generation, allowing the organization to generate more prospective opportunities and customers without significantly increasing costs. Through targeted training, seller-doers can focus on qualified opportunities, eliminating time spent on low-value prospects and ensuring a higher return on investment.
• Client Relationship Focus: Building and maintaining client relationships is a core aspect of the seller-doer model. In times of uncertainty, the ability to nurture existing client relationships becomes crucial. Seller-doers, by being actively engaged in both technical work and business development, can better understand client needs and respond effectively to changes in those needs.
• Quick Decision-Making: Seller-doers often have a more direct line of communication with clients. This streamlined communication facilitates quicker decision-making, allowing organizations to respond promptly to market shifts or client requirements.
• Market Intelligence: Seller-doers, being involved in both technical and business aspects, are well-positioned to gather market intelligence. This firsthand knowledge enables organizations to make informed decisions and adapt strategies based on real-time information
• Client-Centric Approach: Seller-doers are typically focused on building long-term relationships with clients. This client-centric approach can be a competitive advantage during uncertain times when trust and reliability become critical factors in business relationships.

Developing a Seller-Doer Program
Once you recognize the need to involve everyone in your organization in fostering new business, the next step is to take action: securing the support and commitment of your leadership team, business development, and marketing. The process does not have to be complicated, but it takes some preparation.

Following are 5 steps from BluePrint Growth Consulting (www.BDBluePrint.com) to help you get started:

1. Identify Objectives and Goals: Clearly define the objectives and goals of the seller-doer program. Determine what you aim to achieve, whether it's increased revenue, improved client relationships, market expansion, or a combination of these and other factors.
2. Craft a Compelling Business Case: Develop a comprehensive business case that outlines the need for the seller-doer program. Highlight potential benefits, such as revenue growth, improved client relationships, and market expansion. Clearly articulate how the program aligns with organizational goals. Be sure to address possible risks and challenges to the Program.
3. Define who will participate: Specify the technical professionals for the program. This could include specific departments, teams, or individuals within the organization who will be designated as seller-doers. Consider seasoned professionals to include as trainers.   Develop a clear framework that outlines the roles, responsibilities, and expectations of seller-doers. Define how technical work and business development activities will be balanced, ensuring that individuals understand their dual roles.
4. Get Buy-in: Getting the buy-in of stakeholders before launching a seller-doer program is crucial for its success.  Identify key stakeholders who will be impacted by the seller-doer program. This may include executives, managers, team members, and clients. Understand their perspectives, concerns, and expectations. Anticipate and address potential concerns or objections from stakeholders whether it's about resource allocation, changes in workflow, or perceived challenges. 
5. 5.Develop Topics and Training Plans: Design a comprehensive training program that equips technical staff with the necessary skills for effective business development. This may include sales training, communication skills, client relationship management, and other relevant competencies. Equip seller-doers with the tools and resources they need to succeed. This could involve implementing customer relationship management (CRM) systems, providing marketing materials, and offering ongoing support. Consider implementing a pilot or test phase of the seller-doer program. This allows stakeholders to observe the program in action on a smaller scale before full implementation. Gather feedback during this phase to make necessary adjustments.

Implementation
By following these steps, organizations can develop a robust seller-doer program that aligns with their business objectives, enhances the skills of technical staff, and contributes to sustained business growth.

When it’s time to implement, be careful to avoid boilerplate sales training. Engage a consultant specializing in AEC Industry business development and organizational strategies to work closely with your organization to customize the seller-doer program based on your unique goals, culture, and challenges. This tailored approach will enhance the program's relevance and effectiveness.
 
Maintaining your competitive position in an uncertain economy requires a plan to guide your sales and marketing activities through the coming year.  By incorporating a seller-doer program that combines technical proficiency with business acumen, it can enable a organization to stay resilient, adapt quickly, and identify new opportunities in the midst of challenging economic conditions.

For more Information about how we can help your Team achieve sales success in 2024, send an email to Lori@BDblueprint.com or call us at 856-430-2504.
 
Read more about our proprietary processes:
BDblueprint - planning for Sales and Marketing Success
SDblueprint - a proven system for Seller-Doer Success

The Importance of Prioritizing Action Items in your Annual Sales Plan

For AEC (Architecture, Engineering, Construction) Organizations, end of year planning is an important time… a time when Leadership, Operations, BD and Marketing come together to plan for next year’s sales success.

But the biggest frustration I hear is that after the planning meeting ends, nothing happens…lists of 'to-do' items sit idle and the plan never reaches fruition.  Or worse…it fails to produce the desired results. 

When our Team is called in to help, all too often we find that these organizations have failed to properly prioritize a long list of Marketing and BD Action Items.  Instead, BD and Marketing Action Items represent a wish list of ‘pet projects’ as opposed to a prioritized list of actions that will drive your team toward your goals.

To avoid this mistake and ensure that you can make measurable progress toward your goals in the New Year, it is important to gain consensus on the most important things each member of your team must focus on.

The Critical Step that Ensures Success

The tactical phase of planning is the phase where your plan becomes actionable. It consists of mapping out your actual business development activities and marketing activities you will undertake to meet your goals.

This is a critical step and where most annual planning fails: To drive performance, it is important to identify and limit your priorities by insisting that every action item is tied to a meaningful result.

To achieve results, our Team at Blueprint Growth Consulting recommends the following:

1) Segment your list of BD and Marketing Action Items identified in your Annual Sales Planning Meeting into four categories:

• Action Items that will improve areas of deficiency (weaknesses, threats)
• Action Items that will close the gap between your current situation and your plan for next year
• Action Items related to pursuing Opportunities identified in your SWOT Analysis
• Items to achieve an aspirational result

2) Prioritize each segmented list of Action Items as follows:

• Must do
• Nice to do
• Not this year

3) Create a final list of your 'must do' Action Items. This list becomes your Priority Action Items. Then make them S.M.A.R.T. (An acronym for specific, measurable, attainable, realistic and timebound.)  Be sure to make one person accountable for each Action Item. Keep a list of your ‘nice to do’ items and add them to your list only after you make progress on your Priorities.

For the Sales and Marketing Team, these Priority Action Items are the engine of productivity. For Leadership, establishing actionable and measurable results in your Sales Plan creates a scorecard that provides indicators for how well you are implementing your Plan. These indicators allow you to look critically at your sales and marketing activities and to adjust on a regular basis. Remember to review and analyze your results and adjust to keep your plan relevant and on-target.

Focus on your Priorities

The focus on your Priority BD and Marketing Action list is what makes our process so productive. By limiting priorities, your team will be less likely to be consumed by pet projects or busy work, allowing your team to focus on the important activities that will drive your results.

For more Information about how we can help your Team achieve sales success in 2024, send an email to Lori@BDblueprint.com or call us at 856-430-2504.
 
Read more about our proprietary process: Sales and Marketing Plans
 
BDblueprint - planning for Sales and Marketing Success
SDblueprint - a proven system for Seller-Doer Success