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Tuminello The Client Coach
How to build strong business relationships

January 4, 2012

The Client Coach: Tips on business development from Elizabeth Morgan at CWA

By RANDY TUMINELLO
Special to the Journal

Editor's Note: This column kicks off a new monthly series moderated by Randy Tuminello, author of the DJC's Client Coach column. Randy will talk with local AEC leaders about a variety of issues. Today's guest is Elizabeth Morgan, director of business development with Collins Woerman Architects.

Q: You've been at this business development thing for quite a while. What's changed in the last 10 years?

A: It used to be that you'd rely on the law of averages. We'd call a list of 30-40 prospects in the hopes of making 5 appointments and ultimately landing one new client. Today you have to be so much more targeted. Instead of building a long list, the focus is on your top 5 or at most 10. More than ever, you have to do your homework and learn everything you can about their business, needs and interests.

Rather than a cold call, I find out where I have the best chance of meeting them in a more casual setting such as a professional association or civic meeting, conference or charitable event. When you introduce yourself, the point is to learn all you can about their business, not sell yours. Be inquisitive. You then keep the conversation going in the weeks ahead by following up with helpful articles, stories or solutions based on what you learned during that initial conversation. This is where social media and the Internet can be used effectively. At this point, you're ready to make that phone call to set up a more tailored business meeting that in all likelihood will be much more effective.

Q: You mentioned the use of social media. Do you see this becoming even more important in business development?

A: Obviously, social media is here to stay. That said, business developers can't depend on social media to do our jobs. We will always need the one-on-one approach. In professional services, it's people buying people, not firms buying firms. I use social media to deliver various value propositions that will attract the attention of our target markets. The good thing about social media is that your messages spread from user to user and ultimately get more credibility because they appear to come from a neutral third-party, as opposed to a self-promoting e-mail blast.

Q: What would you tell a young person who is just getting established about how to develop a book of business?

A: Network. Network. Network. Meet others in the industry. Develop allied professionals. Help each other, share leads and contacts but be careful to give as much as you get. Join professional organizations and then participate — don't just go to the lunches. Participate in committees and programs. Be careful to pick and choose where you spend your time. Focus on client-rich environments versus those dominated by your own discipline. Both have their value but if time is limited for outside activities, focus on organizations where your clients are.

Q: Okay. Let's say you finally secured that first appointment with a significant new prospect. How do you make that initial impression a good one?

A: Get your client talking. Listen and learn FIRST. Be prepared with questions you would like answered such as: ‘I know you use ABCD Associates, what do you like about them?' ‘If you could change something about the last projects you completed, what would it be?' Follow up questions could be: ‘What qualities do you look for in the consultants you hire?' ‘What do you like/dislike?' As they open up, you can tailor your conversation to hit those likes/dislikes.

Q: If you could pick one thing that is most responsible for business development success, what would it be?

A: A great message is essential and it needs to be simple. You have to be crystal clear on what makes you different and how you add value. If you can't state it in about 30 seconds, you'll lose them. After that it still all boils down to relationships. You have to partner with your client, understand their business and their goals, and essentially become an extension of their internal team.

Q: What's the biggest mistake in business development?

A: Coming on too strong or too familiar. Trying to be all things to all people or winging an answer that you don't really know anything about. There's nothing wrong with the answer “I don't know.” Never underestimate anyone's position within a client firm. Everyone is in a position of influence at some level.

Q: If you could offer one final piece of advice, what would it be?

A: Be honest, reliable and consistent. It really boils down to the things we've already said. Chase the clients you really want to work with as well as individual projects. Determine who you want to work with, do your homework, come in from an informed position, and keep in touch routinely.

There's a fine line between staying in touch and being a pest. Rely on your instincts to read your clients as to how frequently to reach out to them. The reality is, if most of your contacts are in some way helpful, you're less likely to become a nuisance. Share business leads, helpful articles, RFP announcements. There's all kinds of ways to be helpful if you just put in some effort and thought.

Business development is as much instinct as training. After all, it's people choosing people.



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