Navigating Economic Uncertainty: The Importance of the Seller-Doer

 
 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 [email protected] 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