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CPSM Exam Overview

2 SMPS CPSM Exam Overview © | Reproduction of this document is strictly prohibited.

SMPS CPSM Exam Overview © | Reproduction of this document is strictly prohibited. 3

CERTIFIEDPROFESSIONAL SERVICES MARKETER

CPSM Exam Overview



The authors of this work have compiled the information in these test preparation materials from sources believed to be reliable in their effort to produce materials that are complete and generally in accord with the standards accepted at the time of publication. However, in view of the possibility of human error or changes in the field, neither the authors, the publishers, nor anyone associated with the production of these materials guarantee or warrant that the information contained herein is in every respect accurate, adequate, and complete or that these materials will cover every topic on the Certified Professional Services Marketer exam. The authors, publishers, and others associated with the production and distribution of these materials disclaim all responsibility for any errors or omission in the materials or for use of information contained in these materials. Readers are encouraged to confirm the information contained herein with other sources. While these materials are designed to be a comprehensive review of many of the topics tested on the CPSM exam, the areas covered by the test vary from year to year, and the authors do not purport to cover all areas fully that may appear on the exam. These materials are not a substitute for intensive study or for possessing the requisite background, education, and applied understanding of the field.

AN IMPORTANT MESSAGE TO OUR READERS

All Rights ReservedCopyright © 2015 by the Society for Marketing Professional ServicesThis document or any portion of it may not be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without permission in writing from the publisher.

P 703.549.6117F 703.549.2498



CPSM Program Overview ...................................................................1What is Professional Certification ....................................................3The CPSM Educational Process ........................................................4Recommended Reading List .............................................................5Study Tips ................................................................................................6Getting the Most from Your Reading Time ..................................7Tips for Taking the Examination ......................................................8Assessing Your Knowledge Level. ................................................ 16Self Assessment ................................................................................. 28

Examination Preparation JournalStudy Plan ........................................................................................ 31Domain 1: Marketing Research ................................................ 32 Domain 2: Marketing Planning ................................................ 37Domain 3: Client and Business Development ..................... 42Domain 4: SOQs/Proposals ......................................................... 47Domain 5: Promotional Activity ............................................... 52Domain 6: Information, Resource, and Organizational Management ......................................... 57

TABLE OF CONTENTS



CPSM PROGRAM OVERVIEW

The Certified Professional Services Marketer (CPSM) Program and designation were developed by SMPS to elevate professional standards, enhance individual performance, and identify those who demonstrate knowledge essential to the practice of professional services marketing. Founded in 1999, the program is a voluntary certification.

Benefits of a CPSM DesignationIf you have made a commitment to professional services marketing as a career, consider earning your CPSM designation. You will enjoy these important benefits.

� Enhanced knowledge. As you proceed through the program, you will gain in-depth insights into every aspect of professional services marketing. This knowledge will enhance your professional experiences and help you to build business for your firm and advance your career.

� Professional recognition. The design and building industry values certification and recognizes it as a benchmark of an individual’s professional knowledge and commitment.

� Expanded network. Your network will grow as you participate in study groups, CPSM events, and continuing education programs for recertification, giving you access to talented professionals and smart companies.

Eligibility RequirementsYou must meet the following requirements at the time of application to be eligible for this program:

� a bachelor’s degree or an advanced degree plus four years of experience in marketing or business development for firms providing professional services, or

� an associate’s degree plus six years of experience in marketing or business development for firms providing professional services, or

� without a degree, eight years of experience in marketing or business development for firms providing professional services, plus

� a pledge to abide by the CPSM Code of Ethics.

Why Is Achieving the CPSM Designation Important to You?You need to know your motivation for pursuing the certification to help you make the commitment to the process, and it is a significant commitment. The process involves reading, reviewing current practices, and discussing with peers to determine the most appropriate way to handle various situations a CPSM could face. Set a timeline and goals for when you will take the exam.

You will learn more than you anticipate. This is the ultimate learning experience in the professional services marketing field. The knowledge you gain will be valued and applicable right away in your daily practice of the profession.

“CPSM is an indication of the best

of the best in the A/E/C marketing

and business development

community. This prestigious

achievement is based on industry

experience, common business

practices, and a variety of

marketing and business

development acumen.”

—Phyllis K. Boyea, CPSM


The top four reasons individuals seek a professional certification are:

1. professional development, career planning, pride in work2. dedication and seriousness of purpose about career3. personal belief in profession4. self-fulfillment

List five reasons why you are interested in achieving the CPSM.

1

2

3

4

5


WHAT IS PROFESSIONAL CERTIFICATION?We live and work in a credential-conscious society. Credentials distinguish professional peers from one another. There are a variety of credential types and much confusion regarding how they are attained and what significance each has.

LicensureLicenses are granted by government agencies, typically state governments. A license represents a legal right to use and practice with a designated “title” and provides the licensed individual the legal right to practice (medicine, accounting, etc.) in that particular state. Some states offer reciprocity of licensure with other states.

CertificationCertification is defined “simply” as the measure of professional competency (knowledge or applied skills). This credential is purely voluntary and carries no legal rights or restriction in using it in professional practice. An easy example of how licensure and certification can differ is illustrated in the medical profession: a physician must be licensed to practice medicine in a particular state; however, he must be certified to be an ophthalmologist. The CPSM is a certification designation.

RegistrationRegistration refers to paying a fee to be included on a listing of credentialed practitioners.

Academic DiplomasThis is the most frequently attained and familiar type of credential and is awarded by accredited higher educational bodies, including baccalaureate degrees (e.g., BA, BS, BChE), master’s degrees (e.g., MA, MS MBA), and doctorate degrees (e.g., Ph.D., MD, JD).

Academic CertificatesAn academic certificate may be awarded for the completion of a specific program or course.


THE CPSM EDUCATIONAL PROCESSOn the CPSM examination, there is only one answer that is most correct for each test question. The CPSM candidate must identify the answer generally accepted as a best practice or expose the commonly held misconception.

How Is a Best Practice Defined?A best practice is a process, technique, or use of resources with a proven record of success that becomes a standard or benchmark to which similar practices are compared.

In the context of the CPSM program, the designation best practice will be applied when: � the best practice is ethical � the practice is found in current research-based literature or scholarly writing � the practice is adapted from current business literature and is tried and true in the professional services

marketing field � the practice is recognized by SMPS in its own literature and publications

How Does a Candidate Recognize a Commonly Held Misconception?A commonly held misconception is an incorrect belief or opinion that results from a lack of understanding or knowledge is shared by many people.

The problem inherent in this definition is, “We don’t know what we don’t know.” How do you discern if your practices of and beliefs about professional services marketing are generally accepted as best practices or commonly held misconceptions? It is often difficult to recognize when the literature is suggesting something different than what we believe or do because our brains filter the information we take in to notice the things that affirm we are right rather than to process the things that are contrary to what we believe.

Learning occurs when we recognize there is a gap in knowledge or performance. We learn when we attempt to solve problems. We also learn when we bump up against information that is obviously contrary to our belief, particularly when our own performance is under scrutiny. We learn when we discover that respected peers think differently than we do. Mostly, we learn through self-reflection, as we analyze and synthesize information and experiences to solve a problem.

This study overview integrates those key elements for professional services marketer learning: self-reflection, bumping up against gaps in knowledge or performance, and understanding how other professional services marketers think. Your job as you prepare for the CPSM exam is NOT to defend that your way is the right or best way but rather to recognize that there are always alternative ways to address a challenge and to choose the more correct option given most of the time in a group of your educated, well-read peers.


Recommended Reading ListSMPS recommends the following resources to prepare for the CPSM exam. Because this exam is a criterion-based exam, you will NOT find the answers to the questions in any one textbook. Preparation for success on the exam requires that you read a broad range of resources, integrating the innovative thinking and espoused best practices into your thinking.

1. MARKENDIUM: The Essentials (Volume 1-6) by Society for Marketing Professional Services (SMPS Publications: 2016), available at Amazon.com

Supplemental Reading1. A/E/C Marketing Fundamentals by Holly Bolton, Julie Huval, Stephen Jones, Kevin Miller, David Shelton, and Ronald Worth, (SMPS Publications: 2015), available at Amazon.com


STUDY TIPS

This information was prepared specifically to address the effectiveness of your thought processes as you PREPARE for the CPSM exam and as you TAKE the exam. We don’t often think about the way our brains work, but sharing our thought processes on key concepts will be very important. Here is some background information to read before you begin the study process.

KnowledgeThe achievement of goals is directly dependent on self-control. As you prepare for the CPSM exam, it is most helpful to develop knowledge about your own thinking processes.

This self-knowledge, called metacognition, is the active monitoring and consequent regulation and orchestration of your thought processes. In other words, you must begin to notice, monitor, AND control three things as you study:1. your attention2. your attitude3. your commitment

ATTENTIONBe aware of and control your attention level as you read. You can bring yourself into attention when you notice you are drifting into a daydream or getting distracted by noise, etc. You can make choices to bring yourself into focus. Pay attention to the signals for action. The words in the textbooks will have far more meaning when you can attach them to your own experiences. You have to notice where those points are as you read and take the action necessary to fully understand in real application what those theoretical words mean. Your CPSM preparation must be an active, dynamic process—not a passive reading experience.

ATTITUDEEffort does pay off. Attitude is directly attached to emotion that affects your learning. It is a known fact that you learn and retain information longer when you attach emotion to the process of learning. Telling yourself, “I can do this” creates self-determination. Positive mental imaging is a powerful key.

COMMITMENTYou choose to commit to this process or you choose NOT to commit. If you choose to commit, then time management is not an unbearable barrier in the study process.

For success in the pursuit of the CPSM designation, you should plan on a minimum of 5 to 6 hours of study time weekly for a period of 15 weeks. You might consider reading/studying an hour a day. You might spend an entire weekend day in study. It works best if you make a commitment up front, plan your time, and work your plan throughout a 15-week time frame. In this study overview, we have provided you space for a weekly plan to think through your commitment and strategize each week.

Each study period also requires an assessment of your commitment to be present. Before you begin to study, ask yourself, “Am I committed to be focused in my reading today?”


Usually we read to affirm what we already know and filter out all other information. But this study focus needs to be different. Because the CPSM exam focuses on “generally accepted as a best practice” and “commonly held misconceptions,” your reading needs to help you uncover your own commonly held misconceptions. Read the assigned readings NOT to affirm what you already know to be true but rather look for information that conflicts with your mental picture of fact or truth. (Much of what we consider fact or truth is simply opinion.)

GETTING THE MOST FROM YOUR READING TIME

1. Recognize that anything you read will likely contribute to success on the CPSM exam, particularly the recommended reading, Marketer and other magazine articles, and books on marketing. You also may want to seek articles and books that will fill in your knowledge gaps. You can identify these gaps by taking the self-assessment within this study overview. For example, perhaps you come across a question on creating a diverse workforce, a human resources concept to which you have had little exposure or experience. Because this is a self-managed study course, it is up to you to find information to fill in that knowledge gap. The recommended reading will help you fill in some gaps, but you may want to find additional resources to round out your knowledge base. Your chapter library, your public library, a nearby college library, or the SMPS Bookstore (www.smpsbooks.com) can be sources for this kind of literature.

2. Set yourself up to maximize your comprehension of the material. Before you read a chapter, ask yourself, “What do I already know about this topic? What do I want to find out in this reading?” Then, after reading a chapter or a section, ask yourself, “What did I learn?” Write this information down.

3. Until we speak it, the words we read have little meaning. When you read, a thought enters your mind. Thoughts are just that—only thoughts—they are not real. When the thought or intention lives in your mind alone, it has no flesh, no life. It is in speaking the thought that the idea becomes alive. Your word, as you speak it, defines the thought—gives it meaning in the real world. Your word also defines you. It is through conversation that people create an order out of the randomness of perception and help each other make sense of themselves and the world. Orally sharing what you are learning and reading about is central to making meaning of the words you take in. Talk to people about what you are reading. The more you speak it, the more it will make sense and become real to you and be integrated into your existing thought process and knowledge base.

4. You will make the information more meaningful and cohesive by constructing images that show the relationship between or among concepts. Drawing graphical representations of the information you are reading will:

� allow you to think non-linearly (outside the box) � help to generate new information about the structure and relationships among pieces of information that

are not clear in the original, non-graphical presentation of the information � assist you in synthesizing complex information from diverse resources, effectively identifying patterns and

relationships


TIPS FOR TAKING THE EXAMINATION

What Does the CPSM Exam Test?Unlike most other exams you have taken in your life, the CPSM exam is a criterion-based exam rather than a citation-based exam. This means that you will not likely be able to go back to any resource and find the “correct” answer.

The more complex questions on this exam are constructed to test your highest levels of thinking: analysis and synthesis. This exam tests your judgment and decision-making abilities. The correct answer on all CPSM exam questions is the more correct option given most of the time by a group of your peers. The exam is designed to expose commonly held misconceptions and highlight best practices in the field of professional services marketing.

That is why you must be well read prior to this exam. Because professional services marketing is so broad, encompassing best practices from a variety of disciplines, the more widely you read you are, the more likely you will pick up those current best practices in each of those disciplines.

Another thing to remember is that you MUST put yourself in the role of a professional services marketing manager/director as you read, apply information, and draw conclusions. A professional services marketing manager/director must think from a broader perspective, recognizing the implications of one decision on the interdependence of other decisions, departments, and relationships. CPSMs must adopt a big-picture perspective.

It is also important to recognize how professional services marketers of large national firms think differently than those from smaller firms. Experience has shown that you will need to understand the perspective of the professional services marketer from a large national firm, how that individual might think differently from a marketer working for a small firm, and factor that into your decision-making on the exam.

Reading the Exam QuestionsThe CPSM exam is NOT designed as a reading test, like many exams are. However, to be successful, you will need to be aware of your attention level and the detail of the words. Many candidates are unsuccessful because they do not read the questions as they are written on the exam. Instead, they skim the question and answer the question they think is being asked—and consequently get it wrong. Rule #1: Read the question!

When you were taught to read, you were taught to identify the main idea in a paragraph. Finding the main idea in the scenario-based CPSM exam questions will not serve you well. In more complex situations, we are called to analyze how various elements are related.

There are often signals about relationships in the words of the exam scenarios. You have to notice them and factor their meaning into your analysis. Reading over the words and not valuing them as significant will get you into trouble. Here are some examples.

� Words that indicate TIME or SEQUENCE (e.g., meantime, first, next, so far, subsequently. The use of these words significantly changes the relationships in a scenario; misread the time relationship and you’ll get the question wrong.)

� Words that indicate CAUSE (e.g., by, consequently, so that, on account of, considering that, presuming that)


� Words that indicate ADDITION (e.g., furthermore, besides, similarly, indeed, over all, in short, to summarize) � Words that indicate CONTRAST (e.g., best option, but, conversely, otherwise, neither/nor, in comparison, in

contrast, however, nevertheless, only, regardless of this) � Words that indicate REFERENCE (e.g., he, she, theirs, who, whom, which, that, where, then, why. Be sure you

clearly analyze who is HE or THEY.) � Words that lead to a NEGATIVE response (e.g., most egregious, except, not, unlikely)

Thinking-Through the Exam QuestionsA great part of being successful on the CPSM exam is in correctly analyzing a scenario presented to you. In analyzing, “look inside” the words and ideas presented, correctly identifying and distinguishing the components, attributes, claims, assumptions, or reasons.

There are three components to analyzing accurately:1. identifying the attributes and components2. identifying the patterns and relationships between those components3. identifying errors

Let’s look briefly at each.

IDENTIFYING ATTRIBUTES AND COMPONENTSIt is important to identify attributes and non-attributes of concepts. For example, when you study an RFP, you notice not only the components contained in the RFP but also what is NOT in the RFP. As a practical example, the CPSM exam may ask a question like this: Which of the following are NOT included on the Statement of Qualification? This type of question requires a different type of study than the question: Which of the following are found on a Statement of Qualification? The second question tests a lower level of thinking based in memorization and recall. The first question requires a higher level of thinking to recognize the exceptions.

Likewise, noticing when certain important components are NOT present in scenarios may lead you to different conclusions.

IDENTIFYING PATTERNS AND RELATIONSHIPS BETWEEN COMPONENTSThe second step is to identify patterns or relationships. Applying what you are learning in the recommended reading materials will help you with this. Rules, principles, theories, and laws are based on the relationship between concepts.

A chess master can look at a chess game in progress and tell you the last 25 moves that brought the pieces to the positions they are in at present. That same chess master can envision the next 12 moves to create victory on the board. How? A chess master knows the patterns and relationships so well, he/she can orchestrate the dance with precise measurement. If you’ve ever played chess, you know there are classic opening moves that force your opponent to respond in very predictable ways. The patterns and the relationships are consistent between the components when properly analyzed. Most of us, however, play chess one move at a time, always reacting and never understanding the patterns and relationships.

Every system (organization) follows natural laws (patterns) that should be recognized as you analyze it. Your ability to recognize and apply those natural laws will assist in your analysis and selection of the correct answer.


IDENTIFYING ERRORSThis skill involves detecting mistakes in your logic, calculations, procedures, and knowledge; in other words, identifying why you made an error in judgment and making corrections or changes in your thinking.

Identifying errors includes recognizing when you are assuming information. As a disciplined practice, begin to notice when you assume information during a conversation or in your reading. You may be surprised about how much we assume incorrectly. Most often this identification will come in the conversation you have with yourself after you get a sample exam question wrong. If you analyze your false assumptions, understand why you made the error, and then correct your thinking, it will set you on the road to identifying a pattern in your own test-taking skills.

Notice the importance of talking/thinking through why each answer choice is right or wrong. In your study and as you take the exam, it is not enough to get the answers right, you must know why the other answer choices are wrong.

For optimal success, take this information and apply it to your process as you read information, analyze scenarios, and select correct answers. Map it out if you need to, to fully understand the scenario.

Another tip: You may want to look at the answer choices first to help you analyze what is unnecessary information in the stem of the question and what is relevant to your analysis.

GENERATIVE THINKINGDuring the CPSM exam, a key skill to use is generative thinking—using prior knowledge to add information beyond what is given. The CPSM student must do this in the course of test taking to be successful.

In previous sections, organizing and analyzing information were addressed. These skills involve recognition of how parts are related. In generative thinking, new information and ideas come into play. The generating skill involves three basic thought processes: inferring, predicting, and elaborating.

InferringInferring means to go beyond available information to identify what reasonably may be true. For example, if you smell smoke, you can reasonably infer there is a fire.

Inferring requires using three different types of reasoning: induction, deduction, and retroduction. You’ve probably heard of induction—making generalizations and logical statements based on observation or analysis of a case. For example, an employee always calls in sick on Monday mornings. You could logically think through that the weekend is party time, the employee doesn’t want the party to end until the last possible minute, and the workplace must be unbearable with a Monday hangover. Conclusion induced: This employee has a substance abuse problem.

You are also likely familiar with deductive reasoning—the ability to extend an existing principle or idea in a logical manner. For example, take a scenario where there is a media crisis. The firm has a new executive, a president who is intimately familiar with the situation but a terrible public speaker, and an experienced PR staff person. The question: Who would be best to handle the media in the looming crisis? Many would deduce that the PR staffer who has a long and successful relationship with the media would be better suited to handle the crisis than the new executive or the president. The principle—skill in handling the media—would apply in the situation regardless of the issue.


RetroductionRetroduction is a new term and probably a most significant concept as you take the exam. Retroduction involves generating several “messy” guesses about the causes and consequences of the problem on which you are focusing. In retroduction, you progressively generate and shape new hypotheses as new information is provided to you.

For example, a successful CPSM candidate named Bonney reported that she would construct a potential solution as she read the stem of the question. But when Bonney got to the answer choices, they in no way related to the solution she had constructed in her head. This required Bonney to go back and reconstruct based on the new information received. When she went back to the stem of the question with this new knowledge, she noticed things in the language that she missed the first time. In that recognition, Bonney felt compelled to relook at all the words in the stem, recognizing that other terms used in the stem had other meanings. As she tore the stem apart, in relation to the answer choices, she often came up with an answer that was quite different than her first impression.

Retroduction makes the mind think non-linearly.

A well-structured situation, where the information is specific and limited, calls for simple acts of inference of three types.1. Problem-Solution Inference. An example of this type might be, “Your CMO has demanded salary cutbacks.

What is your best response to the situation…”2. Cause-Effect Inference. “The project is losing money, and your project manager is also the marketing

director…”3. Object Inference. “The monster dominated the situation, putting everyone on edge and every staff member in

his place. What is the monster?”

Here’s a good strategy to use during the CPSM exam and in scenario analysis during your studying, particularly when you aren’t sure about the answer. 1. Identify what is known, for certain, about the current situation. 2. Identify similar situations from personal experience (your experience is important as you take the exam),

generalizations, or reference to authorities (i.e., your CPSM readings).3. Identify what is known in the similar situations that may fill an information gap in this situation.4. Determine whether the situations are similar enough to warrant an inference about the current situation.5. Make an inference and choose your answer.

Making retroductive inferences requires many pauses for reflection and a high level of interaction between the CPSM candidate and the information presented. In other words, you have to tear those questions apart. If you don’t, you will miss major clues in the language presented.

Perhaps you are thinking, “Wait a minute! We have 150 questions to answer and only 3 hours to complete them! We can’t possibly do all that as we take the exam.” Look at it this way: If it helps you be successful, how can you not follow this type of strategy? Your brain functions faster than a speeding bullet—you have time, particularly if you practice this type of analysis during your weeks of preparation.


PredictingAs you may have already predicted, the definition of predicting is a statement anticipating the outcomes of a situation. But before you decide you know what this means, read further.

The action of predicting during the CPSM exam is the single most common reason people do NOT pass the exam. Here’s why: Evidence from reading research shows that predicting by itself is not effective in improving comprehension and may hinder it. Do you predict the question that will be asked? As you read a question, do you assume you know what the answer is? That’s predicting.

In summary, CHECK YOUR PREDICTIONS—the assumptions you are making—as you read the assigned readings, the scenarios during your study effort, and ultimately the exam questions.

ElaboratingElaborating involves adding details, explanations, examples, and other relevant information from prior knowledge in order to improve understanding. This is generative because elaboration adds meaning to the new information and links it to existing knowledge structures that you hold.

Elaboration includes generating an example of the concept, an anecdotal situation related to some part of the statement, an evaluation related to the statement, a visual image constructed to represent the statement (e.g., a mind map), or a mental recognition that you don’t understand some of the vocabulary in the stem of the question.

All of these types of elaboration aid your comprehension of what the question is really asking. A key failure of unsuccessful test-takers is not answering the question that was really asked. Anything you can do to verify that you really understand the focus of the question will be helpful.

Minimizing Re-reading TimeExperience shows that, on the more complex questions on the CPSM exam, it is easy to eliminate at least two of the answer choices. Then candidates spend more time in discerning the remaining two answers. A good practice to employ as you review the answer choices is to convert the answer choices to True/False questions, marking a T on the exam itself if the answer choice appears true to the question asked and marking an F if the answer appears false. This method will eliminate unnecessary re-reading and occasionally the answer will appear obvious to you when you have three Ts and one F or three Fs and one T.

Filters to Use to Discern the Correct AnswerDistractors sometimes are used to shake your confidence in your knowledge level. Occasionally test designers will use a word you are not likely to recognize, causing you to think, “I don’t know what that means! I knew I should have read Chapter 3. Because I don’t know what it means, it must be the right answer.” Don’t let yourself go there. On the CPSM exam, two of the distracters are easily identifiable. But the third distractor is a little trickier.

When you are stuck between two answers, here are some questions you might want to ask yourself. � Is one of these answers a generally accepted best practice or a commonly held misconception? � Is my answer, “It depends on what kind of firm you are?” If so, discern which of the answers represents a large-

firm response as defined by large in size or complex in structure. � Which of these answers offers the least liability to the firm? � Does the situation require a long-term or short-term solution? Which of these answers offers the best long-

term solution? If there is no indication in the stem, consider the best long-term solution.


Final SuggestionsMany CPSM candidates are daunted by the fact that they haven’t gone to school or taken an exam in recent years. To be successful, recognize that you can control your exam experience. Prior to the exam, you will want to be aware of the following:

� your tendencies when you encounter something you don’t recognize � when you are likely to become fatigued or “zone out” � what distracts you as you are trying to focus � what messages you give yourself as you experience all the above

Knowing yourself in these situations is key to strategizing for the exam. Prior to the exam, you may want to write down your strategy to help control your exam experience. For example:

� If you recognize that you get tired after 90 minutes of focused thinking, plan to take a break after 90 minutes. � If you recognize that you don’t think well when you are tired, you might want to start the exam where the

longer-stemmed questions appear. � If you recognize that you are giving yourself negative messages (e.g., “I have no business taking this exam” or I

don’t have a clue”) intentionally, stop those messages and start telling yourself, “I am smart enough to figure this out.” Your brain will believe you if you are consistent with that message.

You will learn a great deal through this study process. It is an educational process, not just an exam preparation process. As you learn new information, you will want to integrate it into your thinking and practice as soon as possible. Turning those new ideas into reality will surely advance your organization and your own professional development.



DOMAINS OF PRACTICE & SELF ASSESSMENT


ASSESSING YOUR KNOWLEDGE LEVEL

To evaluate your readiness for the CPSM exam, CPSM candidates are encouraged to take the Self-Assessment of Knowledge Areas (found on page 28) to assess their knowledge in each of the six Domains of Practice for Professional Services Marketing.

1 No understanding or experience2 Some understanding or experience3 Working understanding or experience4 Strong understanding or experience5 Mastery understanding or experience

Once you have completed and assessed your ratings, you can set your professional development goals by focusing on the areas where you have the highest score differences.


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1Monitor social, demographic, cultural, and economic trends X X X q

2 Monitor industry-related market information X X X q

3 Read publications relevant to a target market X X q

4 Forecast trends X X q

5Set up methodologies for collecting and evaluating information X X X q

6Maintain a network of contacts to keep abreast of relevant markets and trends X q

7 Design research studies X q

8 Evaluate research studies X X q

9 Analyze research results X X q

10 Document research results X q

11 Participate in market research activities X X q

12Monitor federal, state, and local regulatory matters X X X q

13 Read marketing reference materials X X X X X q

14 Gather data using interviews X X q

15 Gather data using surveys X X q

16 Gather data using focus groups X X q

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hn

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s

Bas

ic A

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rin

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les

Bud

get

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Bas

ic M

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Wri

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Com

mun

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Verb

al C

omm

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Con

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Man

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atab

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eral

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and

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duc

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aws

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onn

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Trai

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eth

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ynam

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Ad

vert

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edia

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tte

and

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l

Org

aniz

atio

nal

Str

uctu

re

Mar

keti

ng

Aud

it: I

ncl

uded

in o

ur fi

rm’s

pro

gram

17Analyze data of relevant industries and competitors X X 17 q

18Analyze relevant historical and contemporary data X X 18 q

19 Analyze market data X X 19 q

20 Interpret market research results X X X 20 q

21 Conduct a SWOT analysis X X 21 q

22 Collect industry marketing cost data X X 22 q

23 Participate in strategic planning X X X 23 q

24 Develop a vision statement X X 24 q

25 Develop goals and objectives X X X 25 q

26 Facilitate the planning process X X X X 26 q

27 Select target markets X X X 27 q

28 Create a marketing plan X X 28 q

29 Create a marketing budget X X X 29 q

30 Set marketing goals X X X X X X X X 30 X X X X X X X X X q

31 Manage implementation of a marketing plan X X X X X X X X X X X 31 X X X X X X X X X X X X X X q

32 Manage the marketing budget X X X X X 32 X X X X X X X X q

33Estimate the impact of marketing on the bottom line X X X X X X X X X 33 X X X X X X X X q

34Estimate return on investment of the marketing plan X X X X X X X X X X X 34 X X X X X X X X X q

35 Conduct a cost/benefit analysis X X X X 35 q

36 Provide a progress report on the marketing plan X X 36 X X q

37Revise the marketing plan X X X X X X X X X X X 37 X X X X X q

MARKETINGPLANNING

DOMAIN 2

Skill Sets Kn

owle

dg

e A

reas


DOMAIN 2: MARKETING PLANNING | 5

Rese

arch

Des

ign

Dat

a-G

ath

erin

g T

ech

niq

ues

Dat

a A

nal

ysis

Tec

hn

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s

Stra

tegi

c Pl

an C

omp

onen

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an C

omp

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keti

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it C

omp

onen

ts

Mar

keti

ng

Pla

nn

ing

Tec

hn

ique

s

Mar

ket R

esea

rch

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hn

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s

Bas

ic A

ccou

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rin

cip

les

Bud

get

ing

Bas

ic M

anag

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t Pri

nci

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s

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Com

mun

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ion

Verb

al C

omm

unic

atio

n

Con

tact

Man

agem

ent D

atab

ases

Fed

eral

, Sta

te, a

nd

Loc

al L

aws

and

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ulat

ion

s

Fed

eral

, Sta

te, a

nd

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orm

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uid

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es

Tech

nic

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olog

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ph

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n a

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aws

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pon

ents

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tion

Tec

hn

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s

Pers

onn

el M

anag

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t

Trai

nin

g M

eth

ods

Mot

ivat

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al T

ech

niq

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ynam

ics

Team

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ldin

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rin

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Ad

vert

isin

g M

edia

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ines

s Et

ique

tte

and

Pro

toco

l

Org

aniz

atio

nal

Str

uctu

re

Mar

keti

ng

Aud

it: I

ncl

uded

in o

ur fi

rm’s

pro

gram

17Analyze data of relevant industries and competitors X X 17 q

18Analyze relevant historical and contemporary data X X 18 q

19 Analyze market data X X 19 q

20 Interpret market research results X X X 20 q

21 Conduct a SWOT analysis X X 21 q

22 Collect industry marketing cost data X X 22 q

23 Participate in strategic planning X X X 23 q

24 Develop a vision statement X X 24 q

25 Develop goals and objectives X X X 25 q

26 Facilitate the planning process X X X X 26 q

27 Select target markets X X X 27 q

28 Create a marketing plan X X 28 q

29 Create a marketing budget X X X 29 q

30 Set marketing goals X X X X X X X X 30 X X X X X X X X X q

31 Manage implementation of a marketing plan X X X X X X X X X X X 31 X X X X X X X X X X X X X X q

32 Manage the marketing budget X X X X X 32 X X X X X X X X q

33Estimate the impact of marketing on the bottom line X X X X X X X X X 33 X X X X X X X X q

34Estimate return on investment of the marketing plan X X X X X X X X X X X 34 X X X X X X X X X q

35 Conduct a cost/benefit analysis X X X X 35 q

36 Provide a progress report on the marketing plan X X 36 X X q

37Revise the marketing plan X X X X X X X X X X X 37 X X X X X q


6 | SMPS

Rese

arch

Des

ign

Dat

a-G

ath

erin

g T

ech

niq

ues

Dat

a A

nal

ysis

Tec

hn

ique

s

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ines

s Pl

an C

omp

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ket R

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s

Bud

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ic M

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t Pri

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tten

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mun

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al C

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Con

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Man

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Fed

eral

, Sta

te, a

nd

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and

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Fed

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orm

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eral

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al B

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ssifi

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sult

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anag

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ynam

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Org

aniz

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nal

Str

uctu

re

Mar

keti

ng

Aud

it: I

ncl

uded

in o

ur fi

rm’s

pro

gram

38 Create business development strategies X X X X X X X 38 X q

39 Research prospective client industries X X X X X X 39 X q

40 Pre-qualify a client X X X X X X 40 X X X q

41 Pre-qualify a project X X X X X X X 41 X X X X X q

42 Build a relationship with prospective clients X X X X X 42 X X X q

43 Maintain contact databases X X 43 q

44Maintain a relationship with past clients X X X X X 44 X X q

45 Measure client satisfaction X X X X 45 q

46 Address issues from a client satisfaction survey X X X 46 X X X X X X X X q

47Participate in client business development activities X X X X X X 47 X X X X q

48Develop client-specific business development plans X X X X X X X 48 X X X q

49 Develop project-pursuit or capture plans X X X X X 49 X q

50 Conduct client perception studies X X X X X 50 X X X q

CLIENT AND BUSINESS DEVELOPMENT

DOMAIN 3

These Domains of Practice form the foundation of SMPS’s

certification program. When you earn the Certified Professional

Services Marketer (CPSM) designation from SMPS, you position

yourself among your peers as an expert committed to the highest standards of

professional excellence. Further, the designation differentiates you from other

professionals, benefitting your employer and your career. Learn more about the

benefits of becoming a CPSM at www.smps.org/Certification.

Skill Sets Kn

owle

dg

e A

reas


DOMAIN 3: CLIENT AND BUSINESS DEVELOPMENT | 7

Rese

arch

Des

ign

Dat

a-G

athe

ring

Tec

hniq

ues

Dat

a A

naly

sis

Tech

niq

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ness

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n Co

mp

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niq

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c M

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Wri

tten

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mun

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Verb

al C

omm

unic

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Cont

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anag

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t Dat

abas

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eral

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te, a

nd L

ocal

Law

s an

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For

ms

and

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ifica

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oftw

are

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Com

pon

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hniq

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anag

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Trai

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Met

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ynam

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ness

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truc

ture

Mar

keti

ng A

udit

: Inc

lud

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our

firm

’s p

rogr

am

38 Create business development strategies X X X X X X X 38 X q

39 Research prospective client industries X X X X X X 39 X q

40 Pre-qualify a client X X X X X X 40 X X X q

41 Pre-qualify a project X X X X X X X 41 X X X X X q

42 Build a relationship with prospective clients X X X X X 42 X X X q

43 Maintain contact databases X X 43 q

44Maintain a relationship with past clients X X X X X 44 X X q

45 Measure client satisfaction X X X X 45 q

46 Address issues from a client satisfaction survey X X X 46 X X X X X X X X q

47Participate in client business development activities X X X X X X 47 X X X X q

48Develop client-specific business development plans X X X X X X X 48 X X X q

49 Develop project-pursuit or capture plans X X X X X 49 X q

50 Conduct client perception studies X X X X X 50 X X X q


8 | SMPS

Rese

arch

Des

ign

Dat

a-G

ath

erin

g T

ech

niq

ues

Dat

a A

nal

ysis

Tec

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s

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ket R

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rin

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ph

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aws

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s

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ant M

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onn

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ech

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ynam

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ogra

phy

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ial E

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s Pl

ann

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Bus

ines

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tte

and

Pro

toco

l

Org

aniz

atio

nal

Str

uctu

re

Mar

keti

ng

Aud

it: I

ncl

uded

in o

ur fi

rm’s

pro

gram

51 Conduct an RFQ/RFP strategy session X X X X X 51 X X X X X X X X X X X q

52 Participate in an RFQ/RFP strategy session X X 52 X X X X X X q

53Determine the firm’s capability to perform the requested project X 53 X X q

54 Make a go/no-go decision X X 54 X X X X q

55 Complete government forms X X X 55 X X X q

56 Identify firms for teaming/partnering X X X X X X 56 X X X X q

57 Determine the value of the project to the firm X X X 57 X X X X X X X q

58 Determine the fee structure X X X 58 X X X X X X X q

59Determine the history and culture of the project/building site X X X X 59 q

60 Draft a proposal X X 60 X X X X X X X X q

61 Oversee production of a proposal X X X 61 X X X X X X X q

62 Draft a letter of intent X X 62 X X X X X X q

63 Develop a presentation of a proposal X 63 X X X X X X q

64 Prepare proposal presentation materials X X 64 X X X X X X q

65 Identify presentation personnel 65 X X X q

66Identify presentation meeting space and equipment needs

66 X X q

67 Use desktop publishing software 67 X q

68 Identify client hot buttons X X 68 q

69Identify affirmative action and M/WBE opportunities X 69 X X q

70 Arrange for audio/visual aids 70 X q

71 Conduct a presentation rehearsal X 71 X X X X X X q

72 Present a presentation X 72 X q

73 Perform contract negotiations X X 73 X X X X X q

74 Draft a contract X X X 74 X X X X X q

75 Sign a contract 75 X q

76 Develop a schedule for tracking proposal elements X X X 76 X X X X X X q

77 Develop a system for tracking proposal elements X X X 77 X X X X X X q

78Conduct a post-award debriefing regardless of outcome X X X X X X 78 q

79 Develop a proposal QA/QC process X X 79 X X X X q

80 Develop a proposal close-out process X X X 80 X X X X q

PROPOSALS

DOMAIN 4

Skill Sets Kn

owle

dg

e A

reas


DOMAIN 4: PROPOSALS | 9

Rese

arch

Des

ign

Dat

a-G

ath

erin

g T

ech

niq

ues

Dat

a A

nal

ysis

Tec

hn

ique

s

Mar

ket R

esea

rch

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hn

ique

s

Bas

ic A

ccou

ntin

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rin

cip

les

Bud

get

ing

Bas

ic M

anag

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nci

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tten

Com

mun

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ion

Verb

al C

omm

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n

Cont

act M

anag

emen

t Dat

abas

es

Fed

eral

, Sta

te, a

nd

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al L

aws

and

Reg

ulat

ion

s

Fed

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, Sta

te, a

nd

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al F

orm

s an

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uid

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es

Fed

eral

, Sta

te, a

nd

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al B

usin

ess

Cla

ssifi

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ons

Tech

nic

al a

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Ind

ustr

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rmin

olog

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Gra

ph

ic D

esig

n a

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Pro

duc

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e

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Cop

yrig

ht L

aws

Con

trac

t Com

pon

ents

Neg

otia

tion

Tec

hn

ique

s

Con

sult

ant M

anag

emen

t

Pers

onn

el M

anag

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t

Trai

nin

g M

eth

ods

Mot

ivat

ion

al T

ech

niq

ues

Gro

up D

ynam

ics

Team

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ldin

g P

rin

cip

les

Phot

ogra

phy

Tec

hn

ique

s

Spec

ial E

vent

s Pl

ann

ing

Bus

ines

s Et

ique

tte

and

Pro

toco

l

Org

aniz

atio

nal

Str

uctu

re

Mar

keti

ng

Aud

it: I

ncl

uded

in o

ur fi

rm’s

pro

gram

51 Conduct an RFQ/RFP strategy session X X X X X 51 X X X X X X X X X X X q

52 Participate in an RFQ/RFP strategy session X X 52 X X X X X X q

53Determine the firm’s capability to perform the requested project X 53 X X q

54 Make a go/no-go decision X X 54 X X X X q

55 Complete government forms X X X 55 X X X q

56 Identify firms for teaming/partnering X X X X X X 56 X X X X q

57 Determine the value of the project to the firm X X X 57 X X X X X X X q

58 Determine the fee structure X X X 58 X X X X X X X q

59Determine the history and culture of the project/building site X X X X 59 q

60 Draft a proposal X X 60 X X X X X X X X q

61 Oversee production of a proposal X X X 61 X X X X X X X q

62 Draft a letter of intent X X 62 X X X X X X q

63 Develop a presentation of a proposal X 63 X X X X X X q

64 Prepare proposal presentation materials X X 64 X X X X X X q

65 Identify presentation personnel 65 X X X q

66Identify presentation meeting space and equipment needs

66 X X q

67 Use desktop publishing software 67 X q

68 Identify client hot buttons X X 68 q

69Identify affirmative action and M/WBE opportunities X 69 X X q

70 Arrange for audio/visual aids 70 X q

71 Conduct a presentation rehearsal X 71 X X X X X X q

72 Present a presentation X 72 X q

73 Perform contract negotiations X X 73 X X X X X q

74 Draft a contract X X X 74 X X X X X q

75 Sign a contract 75 X q

76 Develop a schedule for tracking proposal elements X X X 76 X X X X X X q

77 Develop a system for tracking proposal elements X X X 77 X X X X X X q

78Conduct a post-award debriefing regardless of outcome X X X X X X 78 q

79 Develop a proposal QA/QC process X X 79 X X X X q

80 Develop a proposal close-out process X X X 80 X X X X q


10 | SMPS

Rese

arch

Des

ign

Dat

a-G

ath

erin

g T

ech

niq

ues

Dat

a A

nal

ysis

Tec

hn

ique

s

Stra

tegi

c Pl

an C

omp

onen

ts

Bus

ines

s Pl

an C

omp

onen

ts

Mar

keti

ng

Aud

it C

omp

onen

ts

Mar

keti

ng

Pla

nn

ing

Tec

hn

ique

s

Mar

ket R

esea

rch

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hn

ique

s

Bas

ic A

ccou

ntin

g P

rin

cip

les

Bud

get

ing

Bas

ic M

anag

emen

t Pri

nci

ple

s

Wri

tten

Com

mun

icat

ion

Verb

al C

omm

unic

atio

n S

kills

Con

tact

Man

agem

ent D

atab

ases

Fed

eral

, Sta

te, a

nd

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al B

usin

ess

Cla

ssifi

cati

ons

Tech

nic

al a

nd

Ind

ustr

y Te

rmin

olog

y

Gra

ph

ic D

esig

n a

nd

Pro

duc

tion

Pub

lish

ing

Sof

twar

e

Pres

enta

tion

Sof

twar

e

Cop

yrig

ht L

aws

Con

trac

t Com

pon

ents

Neg

otia

tion

Tec

hn

ique

s

Con

sult

ant M

anag

emen

t

Trai

nin

g M

eth

ods

Mot

ivat

ion

al T

ech

niq

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Gro

up D

ynam

ics

Phot

ogra

phy

Tec

hn

ique

s

Spec

ial E

vent

s Pl

ann

ing

Trad

e Sh

ow M

anag

emen

t

Ad

vert

isin

g M

edia

Bus

ines

s Et

ique

tte

and

Pro

toco

l

Mar

keti

ng

Aud

it: I

ncl

uded

in o

ur fi

rm’s

pro

gram

81 Develop corporate identity X X X X X X X X X 81 X X X X q

82 Develop a unique value proposition X X X X X X X 82 X X q

83 Plan trade show activities 83 X X X q

84 Maintain a press list 84 X q

85 Develop a communications plan X X X X X X X X X 85 X X X q

86 Develop a social media plan X X X X X X X X X 86 X X X q

87 Maintain a web presence X 87 X X X X q

88 Manage expenditures consistent with the budget X X X 88 X X X q

89 Develop an advertising plan X 89 X X q

90 Place advertisements 90 X X q

91 Develop corporate entertainment strategies X 91 X X X q

92 Represent the firm at external events X 92 X X X q

93 Draft press releases X 93 X q

94 Draft newsletter or journal articles X 94 X q

95 Create electronic promotional materials 95 X X X q

96 Create video promotional materials 96 X X X X X X q

97 Coordinate photography X 97 X X X X q

98 Interview vendors and consultants 98 X X X q

99 Select vendors and consultants 99 X X X q

100 Manage and direct activities of consultants X X 100 X X q

101 Prepare award competition entries X 101 X X X X X q

102 Coordinate firm special events X X X 102 X X X X X q

103 Train staff to interact with media 103 X X X X X q

PROMOTIONAL ACTIVITY

DOMAIN 5

Skill Sets Kn

owle

dg

e A

reas


DOMAIN 5: PROMOTIONAL ACTIVITY | 11

Rese

arch

Des

ign

Dat

a-G

ath

erin

g T

ech

niq

ues

Dat

a A

nal

ysis

Tec

hn

ique

s

Stra

tegi

c Pl

an C

omp

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ts

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ines

s Pl

an C

omp

onen

ts

Mar

keti

ng

Aud

it C

omp

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keti

ng

Pla

nn

ing

Tec

hn

ique

s

Mar

ket R

esea

rch

Tec

hn

ique

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81 Develop corporate identity X X X X X X X X X 81 X X X X q

82 Develop a unique value proposition X X X X X X X 82 X X q

83 Plan trade show activities 83 X X X q

84 Maintain a press list 84 X q

85 Develop a communications plan X X X X X X X X X 85 X X X q

86 Develop a social media plan X X X X X X X X X 86 X X X q

87 Maintain a web presence X 87 X X X X q

88 Manage expenditures consistent with the budget X X X 88 X X X q

89 Develop an advertising plan X 89 X X q

90 Place advertisements 90 X X q

91 Develop corporate entertainment strategies X 91 X X X q

92 Represent the firm at external events X 92 X X X q

93 Draft press releases X 93 X q

94 Draft newsletter or journal articles X 94 X q

95 Create electronic promotional materials 95 X X X q

96 Create video promotional materials 96 X X X X X X q

97 Coordinate photography X 97 X X X X q

98 Interview vendors and consultants 98 X X X q

99 Select vendors and consultants 99 X X X q

100 Manage and direct activities of consultants X X 100 X X q

101 Prepare award competition entries X 101 X X X X X q

102 Coordinate firm special events X X X 102 X X X X X q

103 Train staff to interact with media 103 X X X X X q


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104 Supervise marketing and support staff 104 X X X X X q

105Communicate across departments and/or branch offices X X 105 X X X q

106 Develop information management systems X X 106 X q

107 Develop an internal communications program X X 107 X X q

108 Conduct marketing training sessions X X X 108 X X X q

109Conduct marketing and BD training for technical staff X X X 109 X X X X X q

110 Attend professional development activities X X 110 q

111 Develop marketing incentive systems 111 X X q

112 Recruit personnel 112 X X X X q

113Evaluate the production process to improve efficiency X X 113 q

114 Comply with business and accounting principles X X 114 q

115Select a customer relationship management (CRM) system X X X X 115 q

116Maintain a customer relationship management (CRM) system X 116 X q

117Promote a firmwide business development culture X X 117 X X X X q

MANAGEMENT

DOMAIN 6

Want to improve the effectiveness of your marketing and business development?

Visit www.smps.org to learn about the networking, professional development,

publications, and tools available to you through SMPS and its chapters.

The only marketing association dedicated to the A/E/C industry, SMPS can

help you build your business and advance your career.

Skill Sets Kn

owle

dg

e A

reas


DOMAIN 6: MANAGEMENT | 13

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105Communicate across departments and/or branch offices X X 105 X X X q

106 Develop information management systems X X 106 X q

107 Develop an internal communications program X X 107 X X q

108 Conduct marketing training sessions X X X 108 X X X q

109Conduct marketing and BD training for technical staff X X X 109 X X X X X q

110 Attend professional development activities X X 110 q

111 Develop marketing incentive systems 111 X X q

112 Recruit personnel 112 X X X X q

113Evaluate the production process to improve efficiency X X 113 q

114 Comply with business and accounting principles X X 114 q

115Select a customer relationship management (CRM) system X X X X 115 q

116Maintain a customer relationship management (CRM) system X 116 X q

117Promote a firmwide business development culture X X 117 X X X X q


1 No understanding or experience

2 Some understanding or experience

3 Working understanding or experience

4 Strong understanding or experience

5 Mastery understanding or experience

SELF-ASSESSMENT OF KNOWLEDGE AREAS

This matrix will help you evaluate your mastery of all the knowledge areas critical to practicing each of the six domains,

identifying areas where you are strong or need improvement.

Follow this scale to score your responses:

Once you have completed the ratings for Present Level and Needed Level, subtract the Present Level from the Needed

Level to determine your level of competency for that knowledge area. You can set your professional development

goals by focusing on the areas where you have the highest score differences.

Research Design 5, 7, 32, 34, 35, 48, 50, 56, 59, 78, 81, 82, 85, 86 1 2 3 4 5 1 2 3 4 5

Data-Gathering Techniques1, 2, 3, 5, 11, 13, 14, 15, 16, 31, 33, 34, 37, 38, 39, 40, 41, 42, 44, 45, 48, 49, 50, 51, 59, 68, 78, 81, 82, 85, 86, 110

1 2 3 4 5 1 2 3 4 5

Data Analysis Techniques1, 2, 4, 5, 8, 9, 13, 17, 18, 19, 27, 30, 31, 33, 34, 36, 37, 38, 39, 40, 41, 42, 44, 45, 46, 47, 48, 49, 50, 51, 56, 59, 68, 78, 81, 82, 85, 86, 106

1 2 3 4 5 1 2 3 4 5

Strategic Plan Components 21, 23, 24, 25, 26, 28, 30, 31, 33, 34, 37, 81, 85, 86 1 2 3 4 5 1 2 3 4 5

Business Plan Components21, 23, 24, 25, 26, 30, 31, 33, 34, 37, 38, 47, 81, 85, 86

1 2 3 4 5 1 2 3 4 5

Marketing Audit Components 8, 9, 20, 30, 31, 33, 34, 37, 81, 82, 85, 86, 113 1 2 3 4 5 1 2 3 4 5

Marketing Planning Techniques20, 25, 26, 27, 28, 29, 30, 31, 34, 37, 81, 82, 85, 86, 89, 91

1 2 3 4 5 1 2 3 4 5

Market Research Techniques1, 2, 3, 4, 6, 10, 11, 13, 14, 15, 16, 17, 18, 19, 20, 27, 31, 33, 34, 37, 38, 39, 40, 41, 47, 59, 78, 81, 82, 85, 86

1 2 3 4 5 1 2 3 4 5

Basic Accounting Principles 31, 32, 33, 34, 35, 37, 57, 58, 88, 114 1 2 3 4 5 1 2 3 4 5

Budgeting22, 29, 30, 31, 32, 33, 34, 35, 37, 38, 48, 57, 58, 73, 74, 88, 97, 102

1 2 3 4 5 1 2 3 4 5

Basic Management Principles22, 29, 30, 31, 32, 33, 34, 35, 37, 42, 44, 46, 48, 49, 51, 52, 54, 56, 57, 58, 61, 76, 77, 79, 80, 88, 92, 100, 102, 110, 113, 114

1 2 3 4 5 1 2 3 4 5

Written Communication

23, 26, 30, 31, 32, 36, 37, 39, 40, 41, 42, 43, 44, 45, 47, 48, 49, 50, 51, 55, 56, 60, 61, 62, 64, 73, 74, 76, 77, 78, 79, 80, 81, 82, 85, 86, 87, 93, 94, 100, 101, 102, 105, 107, 108, 109, 117

1 2 3 4 5 1 2 3 4 5


Knowledge Area Recommended for Skills Present Level (circle one)

Needed Level (circle one) Score

Verbal Communication 30, 31, 32, 36, 39, 40, 41, 42, 44, 45, 46, 47, 50, 51, 52, 56, 61, 63, 64, 71, 72, 76, 77, 78, 80, 81, 82, 92, 100, 102, 103, 105, 108, 109, 117

1 2 3 4 5 1 2 3 4 5

Contact Management Databases30, 31, 39, 40, 43, 47, 48, 54, 55, 56, 84, 106, 115, 116

1 2 3 4 5 1 2 3 4 5

Federal, State, and Local Laws and Regulations 12, 37, 38, 41, 49, 53, 55, 60, 62, 69, 74 1 2 3 4 5 1 2 3 4 5

Federal, State, and Local Forms and Guidelines 12, 37, 38, 41, 60, 62, 69, 74 1 2 3 4 5 1 2 3 4 5

Federal, State, and Local Business Classifications 12, 41, 60, 62, 69, 74, 82 1 2 3 4 5 1 2 3 4 5

Technical and Industry Terminology13, 31, 33, 34, 37, 39, 40, 41, 42, 44, 46, 47, 48, 49, 50, 51, 52, 53, 54, 55, 56, 57, 58, 60, 61, 62, 63, 64, 71, 72, 85, 86, 93, 94, 101, 103, 107, 108, 109

1 2 3 4 5 1 2 3 4 5

Graphic Design and Production31, 33, 34, 60, 61, 62, 63, 64, 76, 77, 81, 87, 95, 96, 101

1 2 3 4 5 1 2 3 4 5

Publishing Software 50, 51, 60, 62, 63, 64, 67, 76, 77, 81, 87, 101 1 2 3 4 5 1 2 3 4 5

Presentation Software 42, 47, 50, 51, 63, 64, 66, 77, 81, 95, 96, 101 1 2 3 4 5 1 2 3 4 5

Copyright Laws 33, 34, 60, 61, 62, 63, 64, 85, 86, 87, 95, 96, 101 1 2 3 4 5 1 2 3 4 5

Contract Components31, 33, 34, 40, 47, 53, 54, 57, 58, 73, 74, 75, 96, 97, 98, 99, 102, 115

1 2 3 4 5 1 2 3 4 5

Negotiation Techniques31, 33, 34, 46, 47, 51, 57, 58, 73, 97, 98, 99, 102, 115

1 2 3 4 5 1 2 3 4 5

Consultant Management 46, 51, 55, 57, 58, 73, 74, 96, 97, 98, 99, 100, 115 1 2 3 4 5 1 2 3 4 5

Personnel Management30, 31, 32, 33, 34, 36, 46, 51, 54, 57, 58, 61, 65, 71, 73, 74, 76, 77, 79, 80, 104, 112

1 2 3 4 5 1 2 3 4 5

Training Methods 13, 31, 32, 46, 71, 103, 104, 108, 109, 117 1 2 3 4 5 1 2 3 4 5

Motivational Techniques30, 31, 32, 41, 46, 51, 52, 60, 71, 73, 79, 80, 103, 104, 108, 109, 111, 112, 117

1 2 3 4 5 1 2 3 4 5

Group Dynamics30, 31, 32, 37, 41, 46, 51, 52, 54, 56, 61, 65, 71, 76, 79, 80, 92, 104, 105, 108, 109, 111, 112, 117

1 2 3 4 5 1 2 3 4 5

Team-Building Principles30, 31, 32, 41, 46, 51, 52, 55, 61, 65, 71, 76, 79, 80, 104, 112, 117

1 2 3 4 5 1 2 3 4 5

Photography Techniques 60, 61, 63, 64, 76, 77, 85, 86, 87, 96, 97 1 2 3 4 5 1 2 3 4 5

Special Events Planning 66, 70, 88, 91, 102 1 2 3 4 5 1 2 3 4 5

Trade Show Management 83 , 88, 91, 89, 90 1 2 3 4 5 1 2 3 4 5

Advertising Media 30, 31, 33, 34, 83, 88, 89, 90 1 2 3 4 5 1 2 3 4 5

Business Etiquette and Protocol30, 31, 32, 33, 34, 38, 40, 42, 44, 48, 51, 52, 56, 57, 58, 83, 91, 92, 102, 103, 105, 107, 109

1 2 3 4 5 1 2 3 4 5

Organizational Structure 57, 58, 77, 105, 106, 107, 109, 116 1 2 3 4 5 1 2 3 4 5


EXAM PREPARATION JOURNAL


STUDY PLAN

Look at your calendar and plan your study schedule by the week. Decide if you are going to spend two consecutive weeks on each domain of practice. Consider planning one week to pick up any readings skipped or outside readings needed. Note when your work or home demands will not allow study time during the week and plan accordingly. You can even plan a mid-term break if you want. Write your plan below and enter the plan into your weekly calendar.

# Weeks to CPSM Exam

Enter Calendar DatesEnter Area of Focus and/or

Domain of Focus

Projected Available Study Time

During the Week

13

12

11

10

9

8

7

6

5

4

3

2

1 Re-read the test-taking tips in this manual.

Exam Date


DOMAIN 1: MARKETING RESEARCH

Based on my performance on the Self Assessment, I assess my current knowledge level of Domain 1: Marketing Research to be: Basic Intermediate Advanced CPSM Level

After reviewing the content and seeing my performance on the Self Assessment Survey and Test, I need to focus on these areas of Domain 1:

To bring my knowledge of Domain 1: Marketing Research to CPSM level, I commit to following through on this study plan:

Date Action: Read, study key terms, find additional resources, talk to . . .


OBSERVATIONS AND NOTES: D1

1. Key concepts from my reading, including ideas that are different than my current practice.

2. Observations and ideas gathered from conversations with my colleagues, including how some colleagues think differently than I.

3. Conclusion � What “rules of thumb” or general principles apply in this focus area? � What new information would be important for me to integrate into my thinking and professional practice?

4. Gaps Remaining: What more do I need to learn or check out on this focus area before the exam?


EXAMINATION CONTENTDomain 1: Marketing Research encompasses 13% of the CPSM exam.

Marketing research is one of the key components in the development and implementation of an effective marketing plan. The professional services marketer must be knowledgeable in market conditions (both geographic and industry), competition, and outside economic influences. The ability to identify, assemble, analyze, and disseminate information is crucial for a firm in order to make informed decisions on future strategy and goals. By leading the marketing research component, a professional services marketer can bring valuable information and insight to the firm’s planning process.

KNOWLEDGE AREAS � Research Design � Data-Gathering Techniques � Data Analysis Techniques � Marketing Audit Components � Market Research Techniques � Federal, State, and Local Laws and Regulations � Federal, State, and Local Forms and Guidelines � Federal, State, and Local Business Classifications � Technical and Industry Terminology � Training Methods

SKILL SET � Monitor social, demographic, cultural, and economic trends � Monitor industry-related market information � Read publications relevant to a target market � Forecast trends � Set up methodologies for collecting and evaluating information � Maintain a network of contacts to keep abreast of relevant markets and trends � Design research studies � Evaluate research studies � Analyze research results � Document research results � Participate in market research activities � Monitor federal, state, and local regulatory matters � Read marketing reference materials � Gather data using interviews � Gather data using surveys � Gather data using focus groups


RECOMMENDED READING | KEY TERMS AND CONCEPTS: D1

RECOMMENDED READINGResource Title Chapter/Page Completed

CPSM Study Overview: Key Terms & Concepts for Domain 1

See below

MARKENDIUM: The Essentials Domain 1

A/E/C Marketing Fundamentals Chapter 4

KEY TERMS & CONCEPTS

Benchmarking Surveys

Competitor Analysis

Focus Groups

Hit Rates

Market Sector

Niche Expert Firm

Primary Research

Qualitative Research

Quantitative Research

Secondary Research

SWOT Analysis


SCENARIOS: D1

1. Describe why a step-by-step plan is necessary to conduct effective market research.

2. When should you use primary research? Secondary research?

3. Write a short plan on how you can use different research methods to conduct marketing research for your firm.

4. Outline a plan of how you can utilize the web to conduct marketing research.


DOMAIN 2: MARKETING PLANNING

Based on my performance on the Self Assessment, I assess my current knowledge level of Domain 2: Marketing Planning to be: Basic Intermediate Advanced CPSM Level


To bring my knowledge of Domain 2: Marketing Planning to CPSM level, I commit to following through on this study plan:









EXAMINATION CONTENTDomain 2: Marketing Plan encompasses 18% of the CPSM exam.

The marketing plan is the road map by which a firm determines, specifies, and formulates the strategies to conduct its business development (sales) and public relations activities. One formulates the firm’s marketing plan by: (a) identifying current and anticipated marketing trends, opportunities, and problems; (b) helping to develop the firm’s long-range strategic plan; (c) developing recommendations on market opportunities, prospective clients, goals, and strategies; and (d) preparing and implementing action plans, schedules, and marketing budgets.

KNOWLEDGE AREAS � Research Design � Data-Gathering Techniques � Data Analysis Techniques � Strategic Plan Components � Business Plan Components � Marketing Audit Components � Marketing Planning Techniques � Market Research Techniques � Basic Accounting Principles � Budgeting � Basic Management Principles � Written Communication � Verbal Communication � Contact Management Databases � Federal, State, and Local Laws and Regulations � Federal, State, and Local Forms and Guidelines � Technical and Industry Terminology � Graphic Design and Production � Copyright Laws � Contract Components � Negotiation Techniques � Personnel Management � Training Methods � Motivational Techniques � Group Dynamics � Team-Building Principles � Advertising Media � Business Etiquette and Protocol � Organizational Structure

SKILL SET � Analyze data of relevant industries and

competitors � Analyze relevant historical and

contemporary data � Analyze market data � Interpret market research results � Conduct a SWOT analysis � Collect industry marketing cost data � Participate in strategic planning � Develop a vision statement � Develop goals and objectives � Facilitate the planning process � Select target markets � Create a marketing plan � Create a marketing budget � Set marketing goals � Manage implementation of a marketing plan � Manage the marketing budget � Estimate the impact of marketing on the

bottom line � Estimate return on investment of the

marketing plan � Conduct a cost/benefit analysis � Provide a progress report on the

marketing plan � Revise the marketing plan


RECOMMENDED READING |KEY TERMS AND CONCEPTS: D2



See below


A/E/C Marketing Fundamentals Chapters 5 and 6


Competitor Analysis

Direct Costs

Indirect Costs

Market Analysis

Marketing

Marketing Plan

Mission Statement

Niche Markets

Strategic Plan

SWOT Analysis


SCENARIOS: D2

1. Describe a step-by-step approach to develop a marketing plan.

2. List the typical questions used in a situation analysis or a SWOT analysis?

3. List the five key elements in the development of a marketing strategy.

4. List the direct and indirect (hard and soft) costs associated with a marketing budget.

5. Describe the budgeting methods of projection, goal based, and percentage.


DOMAIN 3: CLIENT AND BUSINESS DEVELOPMENT

Based on my performance on the Self Assessment, I assess my current knowledge level of Domain 3: Client and Business Development to be: Basic Intermediate Advanced CPSM Level


To bring my knowledge of Domain 3: Client and Business Development to CPSM level, I commit to following through on this study plan:









EXAMINATION CONTENTDomain 3: Client and Business Development encompasses 20% of the CPSM exam.

Client/business development consists of building new client and repeat-client business opportunities for your firm through various activities. These activities include maintaining and expanding existing client relationships, developing business relationships with new clients, and identifying projects through leads, networking, and building business relationships. Client/business development also consists of tracking project opportunities and/or clients and providing consistent follow-up and reporting.

The process requires sound planning, client research, client and project qualification, business networking, cold calling, relationship building, and contact tracking and reporting. Mastering these activities takes time, persistence, and dedication to the process.

KNOWLEDGE AREAS � Research Design � Data-Gathering Techniques � Data Analysis Techniques � Business Plan Components � Market Research Techniques � Budgeting � Basic Management Principles � Written Communication � Verbal Communication � Contact Management Databases � Federal, State, and Local Laws and Regulations � Federal, State, and Local Forms and Guidelines � Federal, State, and Local Business

Classifications � Technical and Industry Terminology � Publishing Software � Presentation Software � Contract Components � Negotiation Techniques � Consultant Management � Personnel Management � Training Methods � Motivational Techniques � Group Dynamics � Team-Building Principles � Business Etiquette and Protocol � Organizational Structure

SKILL SET � Create business development strategies � Research prospective client industries � Pre-qualify a client/project � Build a relationship with prospective clients � Maintain contact databases � Maintain a relationship with past clients � Measure client satisfaction � Address issues from a client satisfaction survey � Participate in client business

development activities � Develop client-specific business

development plans � Develop project-pursuit or capture plans � Conduct client perception studies





See below




Alliance

Cold Call

Contact Management

Debriefing

FedBizOpps

Lead

Lead Tracking

Networking

Prospect

Rainmaking

Strategic Plan

Target Market


SCENARIOS: D3

1. Describe a step-by-step plan that is necessary to develop a strategic business development/sales plan.

2. List and briefly describe a few of the basic research methods to identify, qualify, and target clients and/or project opportunities.

3. List and briefly describe the essential elements of an effective contact management program.

4. List and briefly describe the essential elements of a cold call process.

5. List and briefly describe the essential elements of a client maintenance program.


DOMAIN 4: PROPOSALS

Based on my performance on the Self Assessment, I assess my current knowledge level of Domain 4: Proposals to be: Basic Intermediate Advanced CPSM Level


To bring my knowledge of Domain 4: Proposals to CPSM level, I commit to following through on this study plan:









EXAMINATION CONTENTDomain 4: SOQs/Proposals encompasses 18% of the CPSM exam.

Responding to requests for letters of interest, Statements of Qualifications (SOQs), and Requests for Proposals (RFPs) requires creativity, maintenance and use of databases, and ability to present your firm’s attributes in the best light. The objective of a proposal is to convince the client that your firm is the best choice to meet their needs.

KNOWLEDGE AREAS � Research Design � Data-Gathering Techniques � Data Analysis Techniques � Market Research Techniques � Basic Accounting Principles � Budgeting � Basic Management Principles � Written Communication � Verbal Communication � Contact Management Databases � Federal, State, and Local Laws and Regulations � Federal, State, and Local Forms and Guidelines � Federal, State, and Local Business

Classifications � Technical and Industry Terminology � Graphic Design and Production � Publishing Software � Presentation Software � Copyright Laws � Contract Components � Negotiation Techniques � Consultant Management � Personnel Management � Training Methods � Motivational Techniques � Group Dynamics � Team-Building Principles � Photography Techniques � Special Events Planning � Business Etiquette and Protocol � Organizational Structure

SKILL SET � Conduct an RFQ/RFP strategy session � Participate in an RFQ/RFP strategy session � Determine the firm’s capability to perform the

requested project � Make a go/no-go decision � Complete government forms � Identify firms for teaming/partnering � Determine the value of the project to the firm � Determine the fee structure � Determine the history and culture of the

project/building site � Draft a proposal � Oversee production of a proposal � Draft a letter of intent � Develop a presentation of a proposal � Prepare proposal presentation materials � Identify presentation personnel � Identify presentation meeting space and

equipment needs � Use desktop publishing software � Identify client hot buttons � Identify affirmative action and M/WBE

opportunities � Arrange for audio/visual aids � Conduct a presentation rehearsal � Present a presentation � Perform contract negotiations � Draft a contract � Sign a contract � Develop a schedule for tracking

proposal elements � Develop a system for tracking proposal

elements � Conduct a post-award debriefing regardless

of outcome � Develop a proposal QA/QC process � Develop a proposal close-out process





See below



Go/No-Go Process

RFP

RFQ

SOQ


SCENARIOS: D4

1. Write about what can/should be included in your database.

2. List marketing sample databases.

3. Describe why/when you should consider using joint venture to pursue a particular project.

4. List the tools and information you need to produce high-quality SOQs/proposals.

5. Perform a critical review of previously received RFPs and responses thereto.

6. Describe how you can increase your firm’s successful hit rate by consistently being selective in responding to RFPs.


DOMAIN 5: PROMOTIONAL ACTIVITY

Based on my performance on the Self Assessment, I assess my current knowledge level of Domain 5: Promotional Activity to be: Basic Intermediate Advanced CPSM Level

After reviewing the content and seeing my performance on the Self Assessment Survey and Test,, I need to focus on these areas of Domain 5:

To bring my knowledge of Domain 5: Promotional Activity to CPSM level, I commit to following through on this study plan:









EXAMINATION CONTENTDomain 5: Promotional Activity encompasses 13% of the CPSM exam.

Promotional activity involves developing, implementing, and coordinating efforts to promote the firm through advertising, public relations activities, and media outreach. Advertising is a marketing tool that uses purchased space to deliver a message to a targeted audience.

Professional service firms have been able to advertise legally only since 1978. A successful communications program, including publicity and public relations as part of the marketing plan, will reap many rewards both internally and externally. Publicity based on the same goals and objectives as the marketing plan will also enhance the firm’s image.

KNOWLEDGE AREAS � Research Design � Data-Gathering Techniques � Data Analysis Techniques � Strategic Plan Components � Business Plan Components � Marketing Audit Components � Marketing Planning Techniques � Market Research Techniques � Basic Accounting Principles � Budgeting � Basic Management Principles � Written Communication � Verbal Communication Skills � Contact Management Databases � Federal, State, and Local Business Classifications � Technical and Industry Terminology � Graphic Design and Production � Publishing Software � Presentation Software � Copyright Laws � Contract Components � Negotiation Techniques � Consultant Management � Training Methods � Motivational Techniques � Group Dynamics � Photography Techniques � Special Events Planning � Trade Show Management � Advertising Media � Business Etiquette and Protocol

SKILL SET � Develop corporate identity � Develop a unique value proposition � Plan trade show activities � Maintain a press list � Develop a communications plan � Develop a social media plan � Maintain a web presence � Manage expenditures consistent with the

budget � Develop an advertising plan � Place advertisements � Develop corporate entertainment strategies � Represent the firm at external events � Draft press releases � Draft newsletter or journal articles � Create electronic promotional materials � Create video promotional materials � Coordinate photography � Interview vendors and consultants � Select vendors and consultants � Manage and direct activities of consultants � Prepare award competition entries � Coordinate firm special events � Train staff to interact with media





See below




Audience

Brand Positioning

Crisis Management Plan

Direct Mail

Image

Media Relations

Medium

Positioning

Press Kit

Press Release

Tradeshow


SCENARIOS

1. Describe a step-by-step plan necessary to develop a successful ad campaign.

2. List and briefly describe a few of the basic research methods to identify, qualify, and target clients and media.

3. List and briefly describe the essential criteria of a press release.

4. List and briefly describe the process of creating a web site, collateral material, and publicity.

5. List and briefly describe the categories of advertising.


DOMAIN 6: MANAGEMENT

Based on my performance on the Self Assessment, I assess my current knowledge level of Domain 6: Management to be: Basic Intermediate Advanced CPSM Level


To bring my knowledge of Domain 6: Management to CPSM level, I commit to following through on this study plan:









EXAMINATION CONTENT Domain 6: Management encompasses 18% of the CPSM exam.

This domain focuses on the professional services marketer as one who inspires superior organizational performance through effective leadership in dealing with all members of the marketer’s professional services firm. Filling this role effectively requires acquiring a keen insight into the personalities of the firm’s staff and principals, and learning what it takes to bring about effective group dynamics leading to a shared commitment to excellent client-centered service.

KNOWLEDGE AREAS � Data-Gathering Techniques � Data Analysis Techniques � Marketing Audit Components � Basic Accounting Principles � Basic Management Principles � Written Communication � Verbal Communication � Contact Management Databases � Technical and Industry Terminology � Contract Components � Negotiation Techniques � Consultant Management � Personnel Management � Training Methods � Motivational Techniques � Group Dynamics � Team-Building Principles � Business Etiquette and Protocol � Organizational Structure

SKILL SET � Supervise marketing and support staff � Communicate across departments and/or

branch offices � Develop information management systems � Develop an internal communications program � Conduct marketing training sessions � Conduct marketing and BD training for technical

staff � Attend professional development activities � Develop marketing incentive systems � Recruit personnel � Evaluate the production process to improve

efficiency � Comply with business and accounting principles � Select a customer relationship management

(CRM) system � Maintain a customer relationship management

(CRM) system � Promote a firmwide business development

culture


RECOMMENDED READING |KEY TERMS AND CONCEPTS: D6



See below


KEY TERMS & CONCEPTSAlternate Dispute Resolution

Benchmarking Survey

Contract

Internal Marketing

Mission Statement

Net Profit Ratio

Scope of Work

Staff Utilization Ratio

Value Pricing


SCENARIOS: D6

1. Describe some marketing criteria that might be included in performance reviews for all staff members of a professional services firm.

2. List and briefly describe the essential elements of an enforceable contract and list some important typical contract provisions.

3. Briefly describe the importance of company mission and vision statements in providing the inspirational foundation for a shared culture of success.

4. Describe a few of the elements of the internal marketing-related process commonly referred to as rainmaking.

5. List and briefly describe a few internal marketing techniques.


DOMAIN 1: KEY TERMS & CONCEPTSBenchmarking Surveys Benchmarking surveys create a basis for comparison. Most often used to compare one

A/E/C company to peer firms, they also can be used to determine best practices or key trends within a specific design typology.

Competitor Analysis An in-depth description of the competitor’s background, finances, products, markets, facilities, personnel, and strategies.

Focus Groups Focus groups can be internal or external. They are typically in-person gatherings convened to gauge the participants’ opinions on a specific topic.

Hit Rates The ratio of wins to the number of projects you pursue.

Market Sector A group of businesses that are buying and selling similar products and services.

Niche Expert Firm Seeks narrow markets where they can apply emerging ideas and technologies to clients who seek leading-edge solutions.

Primary Research Proprietary research that you conduct yourself.

Qualitative Research Research aimed at gathering an in-depth understanding of behavior and the reasons behind it.

Quantitative Research Research of measurable properties and their relationships. The process of measurement is central to quantitative research.

Secondary Research Research that comes from a source that is different from the originating source of the information.

SWOT Analysis A situational analysis tool that is based on assessing the strengths, weaknesses, opportunities, and threats that your firm faces, either as a whole or in a specific market.

DOMAIN 2: KEY TERMS & CONCEPTSCompetitor Analysis An in-depth description of the competitor’s background, finances, products, markets,

facilities, personnel, and strategies.

Direct Costs Business acquisition labor costs specifically associated with selling work, particularly in face-to-face situations.

Indirect Costs Business acquisition labor costs not associated with specifically selling work and usually in support of it.

Market Analysis A part of a firm’s planning activities; it guides decisions regarding workforce expansion/contraction, facility expansion, purchases of capital equipment, promotional activities, and many other aspects of a company. Forecasts in these areas must be accurate and decision-makers must understand how they were derived.

Marketing (1) Activities that a firm performs that build the image of the firm in the marketplace, including public relations, press releases, tradeshows, sponsorships, advertisements, direct mail, and electronic communications; (2) A discipline or department within a company often responsible for influencing the level, timing, and composition of customer demand in a manner that will achieve the company’s objectives.

Marketing Plan Serves as a map to define a firm’s market prospects and key market characteristics and how marketing money and efforts should be spent internally and externally. The outcome of this document should reflect a positive impression of the firm through shared strategies and tactics to ensure successful direction.

Mission Statement A statement that describes the direction in which your firm is headed.

Niche Markets A narrowly defined client base, typically in a single industry segment, that has unique needs not everyone can address.


Strategic Plan Allows a firm to think strategically and act operationally through a visionary, conceptual, and directional document developed in a multi-step process covering vision, mission, objectives, values, strategies, goals, and programs.

SWOT Analysis A situational analysis tool that is based on assessing the strengths, weaknesses, opportunities, and threats that your firm faces, either as a whole or in a specific market.

DOMAIN 3: KEY TERMS & CONCEPTSAlliance A formal arrangement between two or more A/E/C service providers to provide

services, usually to a predetermined market sector or client base, offering the advantages of a large multidisciplinary firm with the added value of specialized service firms with extensive portfolios in a particular building type.

Cold Call An attempted call or visit to gain access to a decision-maker to whom you are a stranger.

Contact Management The use of programs that enable people to keep track of their associates and tasks. Contact management programs are used by salespeople, customer service representatives, and managers. Contact management programs are related to calendars but integrate email and personal file information (phone numbers and addresses) with task lists and histories of interactions. There are two types of contact management programs: software that you install on your personal computer or intranet and hosted applications.

Debriefing A discussion to solicit feedback or opinions either face to face or via telephone with a client or other professional. Its purpose is to elicit constructive feedback, to understand the areas where your firm performed well, to identify areas that need improvement, and to reinforce positive regard for your firm.

FedBizOpps Federal Business Opportunities (FedBizOpps or FBO) issued by the U.S. Government Printing Office (GPO) and published on the Internet. FedBizOpps lists notices of proposed government procurement actions, contract awards, sales of government property, and other procurement information over $25,000. It is updated on a daily basis.

Lead An indication or a clue to a potential project.

Lead Tracking The process of identifying new work opportunities and following them through the sales cycle.

Networking Gaining and giving information with those who might assist you in doing a better job in your work or in your life.

Prospect A potential customer with whom you would like to do business but with whom you have not previously been engaged.

Rainmaking The desire and ability to bring new business into a company, most commonly referring to an individual or a group of individuals.

Strategic Plan Allows a firm to think strategically and act operationally through a visionary, conceptual, and directional document developed in a multi-step process covering vision, mission, objectives, values, strategies, goals, and programs.

Target Market The market segment to which a particular product is marketed, often defined by building function, demographics, and/or socio-economic grouping.


DOMAIN 4: KEY TERMS & CONCEPTSGo/No-Go Process Thought process or checklist to analyze whether or not it is worth expending

manpower and financial resources to pursue a particular project; some processes are more formal than others. EVERY firm should have one.

RFP Request for Proposal: Document used in procurement procedures through which a purchaser advises the potential suppliers of (1) statement and scope of work, (2) specifications, (3) schedules or timelines, (4) contract type, (5) data requirements, (6) terms and conditions, (7) description of goods and/or services to be procured, (8) general criteria used in evaluation procedure, (9) special contractual requirements, (10) technical goals, (11) instructions for preparation of technical, management, and/or cost proposals.

RFQ Request for Qualifications: A procurement tool routinely used by state and local governments and the private sector to select partners in major acquisitions. In the A/E/C industry, a RFQ may be used to pre-select the most qualified firms for a specific task (architecture, engineering, or construction). An RFQ is usually the initial step in pre-qualifying firms to either interview or bid on a project. Also referred to as Solicitation of Qualifications or Statement of Qualifications (SOQ).

SOQ Statement of Qualifications: Document prepared as a more general response for a client soliciting qualifications for a specific area of practice but for a project which is not yet identified or defined. Usually includes general firm information and relevant projects and may include key staff “blurbs” and/or resumes; generally does not include a technical project approach because the project is not yet defined.

DOMAIN 5: KEY TERMS & CONCEPTSAudience The specific group of individuals to whom you are attempting to communicate. This

group will typically include not only decision-makers but also the influencers in a particular market or market segment.

Brand Positioning A statement developed to express a benefit or set of benefits that can be effectively communicated and executed to create a marketing advantage.

Crisis Management Plan A guide to providing a response system to a major crisis or emergency.

Direct Mail A marketing effort that uses the mail service to deliver a message.

Image The impression/ranking/value your target audience maintains about your firm relative to your competition.

Media Relations Activities that involve working directly with people responsible for the editorial (news and features), public service, and sponsored programming products of mass media.

Medium The means by which you communicate information; where your ad will be placed.

Positioning The process of defining how you want to be perceived in a specific market and then reinforcing this position with communications that support it.

Press Kit A packaged set of promotional materials, such as press releases, photographs, and background information, for distribution to the press at a news conference.

Press Release A public relations announcement issued to the news media and other targeted publications for the purpose of letting the public know of company developments.

Tradeshow An exhibition for companies serving a specific industry to showcase and demonstrate their products or services. Tradeshows are typically sponsored by a professional association and are open to its membership.


DOMAIN 6: KEY TERMS & CONCEPTSAlternate Dispute Resolution

Methods and/or mechanisms for resolving disputes between parties without engaging in litigation. Arbitration and mediation are the most commonly used forms of ADR.

Benchmarking Survey Benchmarking surveys create a basis for comparison. Most often used to compare one A/E/C company to peer firms, they also can be used to determine best practices or key trends within a specific design typology.

Contract 1) A mutually binding legal relationship obligating the seller to furnish the supplies or services (including construction) and the buyer to pay for them. It includes all types of commitments that obligate the government to an expenditure of appropriated funds and that, except as otherwise authorized, are in writing (Source: FAR Part 2.101). 2) An exchange of promises, either orally or in writing, between two or more parties that creates a legal obligation between them.

Internal Marketing A multi-dimensional strategy for growing a firm from the inside out, focusing sharply on the people inside a firm. It is a continuous, participative process that fosters training and motivation of employees —principally those with client contact.

Mission Statement A statement that describes the direction in which your firm is headed.

Net Profit Ratio The ratio of net profit (income minus expenses) to net revenues.

Scope of Work The nature of the project.

Staff Utilization Ratio The ratio of a firm’s total direct labor to its total labor (all salaries, including fringe benefits).

Value Pricing Setting the price of providing professional services based upon their value to the client rather than upon the hours expended to complete the services.

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