The integration imperative erasing marketing and business development silos in professional and...

Copyright Suzanne Lowe 2010. All rights reserved

The Integration Imperative:

Erasing Marketing and Selling Silos in Professional and Business Service Firms

Frontiers in Service Conference11 June 2010

Presenter

Presentation Notes

Many of you know me for my work on researching and identifying the organizational competencies that help PSFs and B2Bs compete and make marketplace gains. This work was the basis for my first book Marketplace Masters (2004 Praeger). This presentation describes my work in identifying organizational barriers to marketing and selling effectiveness in PSFs and B2Bs. It is the basis for my second book The Integration Imperative. Define PSFs and B2Bs Define BD = selling


A History of my Professional Services “Silos” Work

Presenter

Presentation Notes


2006: Co-published “Increasing Marketing Effectiveness at Professional Firms”

FindingsSelf-reported marketing effectiveness is positively correlated to having a “formal” ROI measurement budget. Marketing and selling initiatives were listed together in the top-three “best results” rankings.Perceptions differed markedly regarding the importance of the marketing communication function.

Presenter

Presentation Notes

Senior marketers’ anxiety about the effectiveness of marketing caused me and a co-author to research marketing effectiveness in PSFs and B2Bs. BREAKDOWNS OF THE PAGES FROM THE STUDY FOR THESE THREE POINTS ARE ON APPENDIX PPS. 18 - 21 OF THIS SLIDE DECK.) Interviewed more than two dozen senior marketers about doing a study on measuring and increasing marketing’s effectiveness. Nearly 400 PSF respondents, mostly American, mostly < $100 million revenues, senior-level respondents Three key findings: self-reported effectiveness is positively correlated to having a formal ROI measurement budget. THERE IS SOMETHING ABOUT FORMALITY THAT LENDS ITSELF TO EFFECTIVENESS Marketing and selling initiatives listed together in the top-three best-results list. MARKETING AND SELLING WERE TYPICALLY SEPARATE IN PSFS! FIRST TIME I SAW THIS. Divergent perceptions of importance of the traditional communication function of PSF marketing. IS MARCOM FALLING OUT OF FAVOR? WHY?


2007: A broad cross section of management literature cited problems between marketing and selling

Sample titles“Sales Is from Mars and Marketing Is from Venus”“Bridging the Marketing–Sales Chasm” “Marketing and Selling Make Nice” “The Most Dangerous Job in Business” “Desperately Seeking CMOs: Lots of High-paid Vacancies. But Does M Stand for Masochist?” “Marketing Still a Dirty Word to Many Professional Service Firms”

Presenter

Presentation Notes

From a broad variety of sources: More than 25 sources ultimately cited. corporate and nonprofit research studies, general business and trade magazine articles, newspaper articles, books, blog posts, podcasts. Ultimately I kept watching for these sources through 2008. A complete list of article, study report and book titles is in this presentation’s Appendix on pp __, ___, and __. It appeared there was a significant shift underway in expectations about the function of marketing, across all business sectors. I also found many research studies on the evolving role of the CMO and the marketing function.


2007: Concurrent to my literature search, I conducted a year of “Doing Things Differently” case studies

I wanted to know: What barriers to marketing and selling effectiveness are PSFs and B2Bs encountering? What are they doing about these barriers?

Findings:11 short case studies providing strong evidence that marketers, sellers and C-suite managers were working together to improve effectiveness.

Presenter

Presentation Notes

I already knew that PSFs and B2Bs were concerned about go-to-market effectiveness I saw and heard about the problems between marketing and selling, and YES these feelings of discord and anguish were happening in PSFs and B2Bs. I thought: What barriers are they encountering? Most importantly, can PSFs work together internally to make changes in the way they go to market? How formal and intentional are these efforts? What do their early results look like? The title of each case study is in the Appendix of this presentation on P. 25 The answers were YES, VERY, and ENCOURAGING. By August I knew I had a book


2008: Identifying “effectiveness barriers” and improvement areas

Methodology:Conducted a nonstatistical meta analysis on the barriers to PSF and B2B marketing and selling effectiveness.Interviewed leaders about why ineffectiveness exists and how they are working to fix it. Tested a framework that visually depicts these improvement areas.

Presenter

Presentation Notes

Meta analysis included secondary research and synthesis of others’ findings. Interviewed more than 2 dozen revenue and nonrevenue-generating leaders (global firms) about why ineffectiveness exists and how they would (or are working to) fix it. Confirmed that the barriers fell into structural and cultural groups.


2008: Barriers and improvement areas identified

High-level findings:PSF and B2B marketing and selling aren’t effectively integrated internally, because of structural and cultural barriers.This lack of integration poses a problem, financially, and a significant competitive risk.PSFs and B2Bs are using structural models and cultural approaches to integrate marketing and selling into everyone’s job. They are experiencing positive early results.

Presenter

Presentation Notes

One of the big reasons was lack of understanding and common definitions of what marketing is! Found nearly a dozen firms whose work aligns with model and who would be willing to describe it in print.


Structural and Cultural Barriers to Marketing and Selling Effectively

Presenter

Presentation Notes

The barriers to marketing and selling integration fell into 10 groupings. Four Structural challenges and Six Cultural challenges to marketing and business development integration Culture the internal standards and norms that underpin the operations of all professional and business-to-business firms, public or private. Tradition, history, and "the way we do things“ here. infrastructure Organizationally recognized and typically management-sanctioned frameworks, tools, processes, protocols, or policies. Formal processes or tools may be organizationally acknowledged in position descriptions and reporting relationships; internal presentations; initiatives, plans, or programs; defined teams; and timetables and checkpoints. Formal initiatives are often supported by a firm’s administrative or operational infrastructures such as compensation and rewards and technological systems, and the like. Informal implies an initiative that may be culturally supported or understood as “the way we do things here,” and should not be considered a negative or less-than-optimal approach. Informal also implies initiatives that are not documented in a firm’s policies or procedures, or those that could be found by an outsider looking for evidence. integration Interdependent collaboration and sharing of accountabilities between discreet functions within a professional or business-to-business service firm. Through goal-setting and measurement tools, integrated functions formally acknowledge each other’s interdependence and potential for co-contributions to a firm’s success. Integration does not mean alignment; alignment implies that functions juxtapose each other, but are not formally required to work together interdependently. function/functions/functional Organizational processes or tasks that result in desired outcomes. Often, functions have recognizably distinct operational boundaries, such as human resources, information technology, or marketing. Typically housed within functions, roles are a set of individual tasks that contribute to a desired outcome. Roles may be identified by a position title such as chief marketing officer. A role could be a subset of a function, say, a marketing coordinator whose job is to implement a variety of steps in a process, or a CMO whose role is advisor, not implementer.


Structural barriers

Process coordination Boundary confusion

Lopsided marketing and selling

Underemphasized skill development

Presenter

Presentation Notes

Four Structural challenges to marketing and business development integration A Lack of Process Coordination in Going to Market: Hand offs aren’t well coordinated. Too little emphasis on defining best clients, and growing the firm’s book of biz w/ them. Too much emphasis on acquiring and increasing visibility. Emphasis on retaining only brings stasis. A State of boundary Confusion and Uneven Accountabilities in Marketing and Business Development BD is 1:1 activity, M is 1:many. Tug of war btw M and BD respon. Blame game; sets up more silos. Expect people to collaborate on M&BD, wo an adequate org structure that includes formally recognized interdependent accountabilities for each function's success. Many multiple and partial assignment of accountabilities, informal. Incentives, rewards unevenly applied. Lopsided Marketing and Business Development Programs Marcom the gorilla in the room. Feeds the demand for ROI measurement. Limited position descriptions. create a lack of integration right from the C-suite. Outsourcing some aspects of M & BD. Underemphasized and Silo’ed Marketing and Business Development Skill Development PSF-sponsored prof dev for practitioners but not M&BDers. Growth guidelines too soft and open to (mis)interpretation.


Cultural barriers

DistrustFeeling marginalizedShort-term thinkingImmature functionsUnrealistic expectationsShifting leadership demands

Presenter

Presentation Notes

Six Cultural challenges to marketing and business development integration Cultures of Distrust A culture of distrust stemming from people avoiding accountability (& getting away with it), inappropriately assigning it to others (Glick), or denying it to those who seek it (N-D). Feeling Marginalized Organizational customs that marginalize the functions of marketing and business development, further exacerbating feelings of distrust, fear and turnover. (no pathway to equity; lack of understanding what M&BD c/should do; murky accountabilities on what should be done and who should do them; Hogg etc still hold M&BD in contempt) Short-Term Thinking A mindset focused on the short-term, causing firms to underfund marketing, business development and other functions that could help the firm weather the inevitable marketplace shifts. (executive managers are challenged, culturally, to guide their firms to better address the inevitable ups and downs of economic cycles; poor track record of funding innovation; Maister - uncomfortable truth that PSFs too often choose the easy way out) The “Immaturity” of Marketing and Business Development Functions The fragmented, isolated, and immature state of the PS M&BD fields and recognized best practices, exacerbated by an accompanying lack of encouragement from executive managers to develop the field and recognized standards. No road map about the role and purview of M&BD or its overarching best practices, PSFs and B2Bs have had to build them from scratch, without a clear idea of these functions’ optimal capabilities. Wide variability of definitions of “M" and “BD.” Unrealistic Expectations, Demand for Talent and High Turnover A toxic mix; causing even deeper organizational levels of distress, resistance and distrust, and more structural disconnectivity. Fragmented landscape for access to knowledge, credentials and best practices. Competition fuels desperate demand and unrealistic expectations. Mutual disappointment eventually becomes part of the firm’s cultural DNA Shifting Leadership Demands A rapidly shifting set of external and internal demands for PSF and B2B executive managers, who must redefine their organizations’ norms for leadership and management, in real time. Professional firm leaders today must make enterprise-oriented decisions that have unavoidable competitive consequences; to set the strategic direction that will represent a compelling-enough call to action to motivate professionals. Some business-management observers wonder if they’re up to the task.


What are the Structural and Cultural Solutions, and How Are They Being

Implemented?


Presenter

Presentation Notes

Process: The Process Imperative, addresses the left-to-right steps of the marketing-to-sales process. At first glance, it may look somewhat familiar; many professional firms have created their own versions of this framework. With The Process Imperative, though, I suggest professional service and B2B firms broaden the scope of the marketing and business development functions, better balance them strategically, make them more discernible to everyone in the firm, and make them more obviously iterative. DARBI Skills: The Skills Imperative, outlines the bottom-to-top pathway of marketing and business development skill growth. Of course, many professional enterprises have created their own well-recognized career pathways for their practitioners’ career advancement. With The Skills Imperative, though, I suggest firms reframe their advancement pathways -- for practitioners and non-revenue generating staff -- to more clearly outline the steps every professional can take toward competency growth in marketing and business development. Support: The Support Imperative, frames the lateral working relationships between a professional firm’s administrative peers in Human Resources, Information Technology, Finance, Legal, and other operational functions. Of course, many professional service firms already enjoy the results delivered by the friendly, informal working relationships that exist among these support functions and their marketing and business development colleagues. With The Support Imperative, though, I’ll make the case that professional enterprises should create more formal avenues for function-to-function collaboration, shared accountability and co-leadership for marketing and business development. Articulating a new meaning of marketing and business development for the enterprise. It addresses a particularly vexing hurdle to integration -- the inconsistency of comprehension about the terms “marketing” and “business development.” Not surprisingly, one’s comprehension of a term leads directly to one’s expectation about the role and function of the job. In PSFs and B2Bs, “marketing” and “business development” vary widely from individual to individual, firm to firm and sector to sector. The case study of Perkins + Will is an excellent example of a firm that embraced this cultural principle. Perkins + Will’s story illustrates how the organization’s executive managers literally created a new lexicon, and re-named the enterprise’s go-to-market and client service orientation. For the people of Perkins + Will, integration is an ongoing, almost holistic, commitment. Increasing formal avenues: Structural models -- by themselves -- aren’t enough to help professional firms optimally integrate their marketing and business development functions. Too often, professional firms create gorgeous structural frameworks that don’t outline formal pathways for collaboration, accountability-sharing and co-leadership between practitioners and non revenue-generating staff. I think they should. The Friendship Marketing Model requires M & BDers to make progress primarily by currying favors, instead of being able to depend on accountable colleagues. For a powerful example of this second cultural principle, look at Randstad, a global temporary and contract staffing company. In the case, M and fin. pros used formal collaboration, shared accountabilities and co-leadership principles to transform their unofficial teamwork into structures that substantially increased the company’s people and financial productivity. Now, these cultural standards are hardwired structurally. Make expectations more explicit about how everyone can contribute to marketing and business development. Many firms great strides on using internal communication; also executive managers must add new cultural glue: reviewing and integrating job descriptions, checking and integrating reporting relationships, and reframing performance management guidelines to ensure that people understand how they are expected to work together in new ways toward the organization’s revenue-, market-share, and client added-value goals. R.W. Beck’s integration initiative. This forward-thinking firm hired a seasoned human resource and change management professional to work alongside its marketing and brand management leader (and of course the firm’s other executive managers) to reconstruct an entirely new and deeply integrated performance management program.


The Process Imperative: case studies

Korn/Ferry: “Using Service Offerings as the Catalyst to Integrate Global Marketing and Business Development Initiatives”

Holland & Hart: “How One Marketing Department Became a Full-Service Internal Marketing Agency”

Perkins+Will: Wholistically Addressing Clients’ Broader Needs

Moss Adams: “Re-Connecting Marketing and Business Development Back to the Business”

IBM Global Technology Services: “Connecting Marketing with the Needs of the Sales Teams”

Presenter

Presentation Notes

A description of these cases is in the Appendix on P 26 One of the world’s largest executive recruiting firms Korn/Ferry International used its broad array of services as a lever to integrate marketing and business development functions, and to broaden the firm’s professionals’ too-heavy focus on recruiting as a revenue generator. In doing so, the firm better prepared itself to compete against emerging competitors, and shifted clients’ perceptions of its work from transactions to a valued partner. Largest law firm in the U.S. mountain west. Holland & Hart simultaneously restructured the marketing function into an internal branded services agency, reconfigured the firm’s marketing and business development processes, and carved out exciting new professional growth pathways for marketing team members and exceeded lawyers’ expectations for value. A global architecture and design firm Perkins + Will initiated a firm wide internal study to break down internal silos that impeded optimally addressing clients’ broader design needs. This significant internal exploration resulted in setting a groundbreaking new direction for the firm’s future marketplace journey. Largest U.S. western regional accounting firm. Moss Adams developed new marketing and business development integration tools that for the first time helped practitioners connect marketing to selling, and selling to client service. These frameworks and new cultural norms are driving strong revenue increases, even in a downturned economy. The world's largest business and technology consultancy. IBM Global Technology Services, through a set of still-in-process structural and cultural initiatives, IBM’s services division made substantial progress toward erasing the disconnect between marketing’s lead generation activities and the firm’s sales pipeline. This work resulted in better linkage between the firm’s services marketing investment and its sales ROI.


The Skills Imperative: case studies

Haley & Aldrich: “Giving Marketers a Seat at the Table -- and Getting a Leg Up on The Marketplace”

Baker Donelson: “Training Attorneys to Market and Sell: Small Steps Equal Great Gains”

Ross & Baruzzini: “Using a Balanced Scorecard and Informal Mentoring to Integrate Marketing and Selling with Client Service”

Jones Lang LaSalle: “Growing a Global Client Base while Promoting Individuals’ Professional Growth”

Presenter

Presentation Notes

A description of these cases is in the Appendix on P 27 One of the U.S.’s top environmental, engineering and management consulting firms.. Haley & Aldrich created a pathway to a “seat at the table” for its non revenue-generating marketing leader. This structural framework, coupled with the firm’s mindful stewardship of a shared-accountability culture, has contributed to the enterprise’s continued prominence in its sector. Southern-United States-based law firm, one of the top 100 largest in the U.S.. Baker Donelson developed two new personal-productivity programs to help attorneys grow a sense of accountability and increased skills in marketing and business development. Resulted in directly correlated increases in billings for attorneys who participated in the programs. One of the U.S.’s top 50 engineering and architectural firms. Ross & Baruzzini adapted a big-time performance management tool (The Balanced Scorecard) and combined it with an informal “guardian angel” mentoring program. Financial and professional services firm specializing in real estate services and investment management. Jones Lang LaSalle overcame marketing and business development silos that impeded optimal value-delivery for clients. Expanded current programs and introduced new internal support avenues that increased the company’s value to clients, expanded its book of business with them, and simultaneously grew individuals’ professional competencies.


The Support Imperative: case studies

R.W. Beck: “Integrating Marketing and HR to Turn a Company of Experts into an Expert Company”

Randstad: “Moving From Cost To Contribution: Integrating Marketing and Finance”

Presenter

Presentation Notes

A description of these cases is in the Appendix on P 27 Harnessing their operations (IT, Legal, HR, Finance, etc.) to improve marketing and selling results. A western-U.S. based management and engineering consultancy.. R.W. Beck’s marketing and HR functions teamed up on the firm’s first-ever performance-improvement and organization-development initiatives to formally frame how professionals could better collaborate and share accountabilities. The endeavor resulted in improved teamwork to market, sell and deliver client services. One of the world’s largest temporary and contract staffing organizations. Randstad forged innovative formal shared accountabilities and created a new culture of global collaboration between marketing and finance departments, resulting in vast improvements in the productivity of the company's marketing expenditures.


To contact me . . .

Go towww.expertisemarketing.com

Or e-mail [email protected]


Appendix

Copyright Suzanne Lowe 2010. All rights reserved 18

Link to a summary of the research findings: http://professionalservicesbooks.com/increasingmarketingeffectivenessatprofessionalfirm.aspx

Contact [email protected] for a complimentary copy of the full study report


http://professionalservicesbooks.com/increasingmarketingeffectivenessatprofessionalfirm.aspx

http://professionalservicesbooks.com/increasingmarketingeffectivenessatprofessionalfirm.aspx

mailto:[email protected]


Respondents’ three highest-ranked “best results” initiatives (among 30 tested) revealed a strong linkage between marketing and sales.

“Arranging business development appointments with clients and prospects” was the most-often cited “best results” marketing initiative.

“Developing differentiation, positioning and branding strategies” was the second-most-often cited “best results” marketing initiative.

“Targeting and segmentation” was the third-most-often cited “best results” marketing initiative.

Please identify the three (3) marketing initiatives that have produced the best results for your professional service firm in the past three (3) years.



Yes (37)

No (340)

Does your budget have a separate line item for measuring/evaluating the effectiveness or results of marketing?

The firms that have a formal marketing measurement budget are almost 240% more likely to say they are extremely effective than those firms that don’t formally allocate money to measure their marketing and business development effectiveness! The percentage of firms that have a separate budget for measuring marketing ROI, and also rate themselves as extremely effective against competitors, is 35%. This compares extremely favorably to our overall respondent group, of which only 20% said they were “extremely effective” against competitors.

Only a fraction of respondents have a separate budget line for evaluating the effectiveness of their marketing programs. Nevertheless, there is a significant statistical connection between having a formal marketing measurement budget and competing extremely effectively in the marketplace (self-reported) .



The divergent rankings for the “increase perceived value” goal suggests a lack of clarity within professional services marketing. Almost twice as many firms (40.1%) ranked this goal “least important” than those who ranked it “most important” (22.6%). None of the other four strategic marketing goals featured this amount of “disagreement.” This finding reveals that there is a distinct subset of professional service firms whose main marketing goal is still largely “communications,” and whose marketing orientation has not yet matured to more tangible, client-focused -- and measurable -- priorities.

Strategic marketing goals

Average importance in the last three

years*

Firms that ranked this goal lowest

Firms that ranked this goal highest

Define and Identify 2.8 23.6 % 19.1 %

Acquire 3.2 9.5 % 18.6 %

Retain 3.4 10.6 % 26.3 %

Grow Revenue 2.9 16.2 % 13.5 %

Increase Perceived Value 1.7 40.1 % 22.6 %

2006 Study “Increasing Effectiveness at Professional Firms”


Paul Dunay, comment on “Sales Is from Mars and Marketing Is from Venus—A CEO’s Perspective,” Buzz Marketing for Technology, March 2, 2008, http://buzzmarketingfortech.blogspot.com/2008/03/sales-is-from-mars-and-marketing-is.html. Jon Miller, comment on “Sales Is from Mars, Marketing Is from Venus—Podcast,” Marketing and Strategy Innovation Blog, March 4, 2008, http://blog.futurelab.net/2008/03/sales_is_from_mars_marketing_i.html. Gale Crosley, CPA, “The Marketing Director and Business Developer Challenge: Help Them Become a Power Couple!” reprinted with permission from Moore Stephens North America, Networker (Spring 2007), www.crosleycompany.com/cpa-accounting-practice-articles-marketing-director-bd-challenge.asp. Barbara Sullivan and Graham Ericksen, “Bridging the Marketing–Sales Chasm,” Strategy + Business, Leading Ideas Online, December 18, 2007, www.strategy-business.com/li/leadingideas/li00056?pg=all.Cindy Commander, Meagan Wilson, and Jane Stevenson, “The Evolved CMO,” research report sponsored by Forrester Research and Heidrick & Struggles, 2008. Mike Schultz, comment on “Marketing and Selling Make Nice,” Services Insider blog, January 22, 2008, www.whillsgroup.com/pages/30606_marketing_and_selling_make_nice.cfm. Julie Schwartz, “Critical Skills for Services Success: The Services Marketing Competency Report Card,” research report, Information Technology Services Marketing Association (ITSMA), March 2007, www.itsma.com/research/abstracts/OLB070306.htm.

2007: A broad cross section of management literature cited problems between marketing and selling, Part 1

http://buzzmarketingfortech.blogspot.com/2008/03/sales-is-from-mars-and-marketing-is.html

http://blog.futurelab.net/2008/03/sales_is_from_mars_marketing_i.html

http://www.crosleycompany.com/cpa-accounting-practice-articles-marketing-director-bd-challenge.asp

http://www.crosleycompany.com/cpa-accounting-practice-articles-marketing-director-bd-challenge.asp

http://www.strategy-business.com/li/leadingideas/li00056?pg=all

http://www.whillsgroup.com/pages/30606_marketing_and_selling_make_nice.cfm

http://www.itsma.com/research/abstracts/OLB070306.htm


Robert Buday, “Integrating Marketing and Business Development in Professional Services Firms: Findings from a 2007 Bloom Group Survey,” research report, Bloom Group LLC, December 2007, 9.Diane Schmalensee and Dawn Lesh, “Making Marketing Indispensable in Service Firms,” research report, Schmalensee Partners, September 2008, 2–3.Gregor Harter, Edward Landry, and Andrew Tipping, “The New Complete Marketer,” strategy + business, issue 48, reprint no. 07308 (Autumn 2007), www.strategy-business.com/media/file/sb48_07308.pdf.Ellen McGirt, “The Most Dangerous Job in Business,” Fast Company, June 2007, www.fastcompany.com/magazine/116/next-most-dangerous-job-in-business.html.Gary Hamel, with Bill Breen, “Making Innovation Everyone's Job,” The Future of Management, Harvard Business Online, November 26, 2007, http://discussionleader.hbsp.com/hamel/2007/11/making_innovation_everyones_jo.html.Amy Kotz, “Desperately Seeking CMOs: Lots of High-paid Vacancies. But Does M Stand for Masochist?” American Lawyer,December 1, 2007, www.law.com/jsp/PubArticle.jsp?id=1196417065551. Janet McColl-Kennedy, Jill Sweeney, and Geoff Soutar, “Marketing Still a Dirty Word to Many Professional Service Firms,” UQ News Online, February 17, 2006, www.uq.edu.au/news/index.html?article=9008.Greg Welch, “Chief Marketing Officer Tenure Improves According to Annual Spencer Stuart Study,” June 1, 2007, www.spencerstuart.com/about/media/45/.Granville Loar, “2006 Accounting Marketing/Sales Responsibility and Compensation Survey,” research report, Association for Accounting Marketing, May 2007, 1.


http://www.strategy-business.com/media/file/sb48_07308.pdf

http://www.fastcompany.com/magazine/116/next-most-dangerous-job-in-business.html

http://www.fastcompany.com/magazine/116/next-most-dangerous-job-in-business.html

http://discussionleader.hbsp.com/hamel/2007/11/making_innovation_everyones_jo.html

http://www.law.com/jsp/PubArticle.jsp?id=1196417065551

http://www.uq.edu.au/news/index.html?article=9008

http://www.spencerstuart.com/about/media/45/


Laura Schreier, “Like Ad Campaigns, Tenure Is Short for Legal Marketers,” Hartford Business.com, November 11, 2007, www.hartfordbusiness.com/news3781.html. Milo Sindell and Thuy Sindell, Sink or Swim! New Job. New Boss. 12 Weeks to Get It Right (Cincinnati: Adams Media Corporation, 2006), 7.Thomas J. DeLong, John J. Gabarro and Robert J. Lees, When Professionals Have to Lead: A New Model for High Performance (Boston: Harvard Business School Press, 2007).Thomas DeLong, comment in “New Challenges in Leading Professional Services,” Working Knowledge, Harvard Business School, posted January 22, 2008, http://hbswk.hbs.edu/item/5773.html).David Maister and Patrick McKenna, First Among Equals: How to Manage a Group of Professionals (New York: Free Press, 2002).Bob Liodice, “Unraveling the Contradictions: Making Marketing Masterful in an Era of Change,” research report, Association of National Advertisers (ANA) and Booz Allen Hamilton, October 11, 2004, abstract, www.boozallen.com/news/659394?lpid=981228.Philip Kotler and Gary Armstrong, Principles of Marketing, 12th ed. (Upper Saddle River, NJ: Pearson Education, 2007).Ranjay Gulati, “Silo Busting: How to Execute on the Promise of Customer Focus,” Harvard Business Review (May 2007), 2, http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml;jsessionid=NOXX04WL53JRGAKRGWDR5VQBKE0YIISW?referral=4320&id=R0705F&_requestid=280635.


http://www.hartfordbusiness.com/news3781.html


January - Frank Kittredge and Myra Mengwasser of healthcare consulting firm Noblis (formerly Mitretek Healthcare) worked together to develop a completely new integrated service offering that helped the firm keep pace with their marketplace.February - Tom Bennington of law firm Chuhak & Tecson set "give up" goals when he was stretched too thin, and implemented a personal productivity plan that helped him double the revenue he brought in during the previous period.March – Paul Dunay of BearingPoint demonstrated – by example - what a thought leader can do in a Web 2.0 world.April - Carl Roehling and Susan Arneson of architecture firm SmithGroup led the most thoughtfully planned, well coordinated and deeply integrated embrace of marketing measurement I have seen for an enterprise of their size.May - Bill Matassoni, recently retired marketing leader for The Boston Consulting Group, shared some fascinating insights on where he sees social networking heading, and what this will mean for professional service firms.June - Edward Kasparek of structural design firm Thornton Tomasetti shared his story about how he's helped his colleagues employ never-before-tried techniques to grow their revenues with targeted clients.July - Jim Lanzalotto of talent and outsourcing services firm Yoh used three focused techniques to help his colleagues see the strategic advantages of adopting a portfolio-management approach to Yoh's services.August - Elaine Eisenman, Dean of Babson College's Executive Education program, shared her insights about how executive education prepares professional service leaders to break out of dusty paradigms.September - Ed Gates, Sara Crocker, and Jay Wager of law firm Wolf Greenfield worked together to reinvent Wolf Greenfield’s marketing and sales function from the ground up.October - Jeff Durocher of RHR International reported on the solid marketing and business development results the firm has enjoyed since he initiated a surprising counter-cultural process to distribute the firm's marketing content to clients.November - Edmond Russ of Grant Thornton LLP generated and implemented a plan to create widespread awareness of the firm, and discussed how to avoid slamming into the "marketing budget tackling dummy.”

2007: Concurrent to my literature search, I conducted a year of “Doing Things Differently” case studies

http://www.marketplacemasters.com/newsletter/2007/issue33-jan2007.html

http://www.noblis.org/

http://www.marketplacemasters.com/newsletter/2007/issue34-feb2007.html

http://www.chuhak.com/

http://www.marketplacemasters.com/newsletter/2007/issue35-mar2007.html

http://www.bearingpoint.com/

http://www.marketplacemasters.com/newsletter/2007/issue36-apr2007.html

http://www.smithgroup.com/

http://www.marketplacemasters.com/newsletter/2007/issue37-may2007.html

http://www.bcg.com/

http://www.marketplacemasters.com/newsletter/2007/issue38-jun2007.html

http://www.thornton-tomasetti.com/

http://www.marketplacemasters.com/newsletter/2007/issue39-jul2007.html

http://www.yoh.com/

http://www.marketplacemasters.com/newsletter/2007/issue40-aug2007.html

http://www3.babson.edu/bee/

http://www.marketplacemasters.com/newsletter/2007/issue41-sep2007.html

http://www.wolfgreenfield.com/index.php

http://www.marketplacemasters.com/newsletter/2007/issue42-oct2007.html

http://www.rhrinternational.com/

http://www.marketplacemasters.com/newsletter/2007/issue43-nov2007.html

http://www.grantthornton.com/


The Process Imperative: case studies

Korn/Ferry: One of the world’s largest executive recruiting firms. Using Service Offerings as the Catalyst to Integrate Global Marketing and Business Development Initiatives. Korn/Ferry International is one of the world’s largest executive recruiting firms. It used its broad array of services as a lever to integrate marketing and business development functions, and to broaden the firm’s professionals’ too-heavy focus on recruiting as a revenue generator. In doing so, the firm better prepared itself to compete against emerging competitors, and shifted clients’ perceptions of its work from transactions to a valued partner.

Holland & Hart: Largest law firm in the U.S. mountain west. How One Marketing Department Became a Full-Service Internal Marketing Agency. Holland & Hart is the largest law firm in the U.S. Mountain West. It simultaneously restructured the marketing function into an internal branded services agency, reconfigured the firm’s marketing and business development processes, and carved out exciting new professional growth pathways for marketing team members and exceeded lawyers’ expectations for value.

Perkins+Will: A global architecture and design firm. Integrating, for the Clients’ Sake. Perkins + Will is a global architecture and design firm. It initiated a firm wide internal study to break down internal silos that impeded optimally addressing clients’broader design needs. This significant internal exploration resulted in setting a groundbreaking new direction for the firm’sfuture marketplace journey.

Moss Adams: Largest U.S. western regional accounting firm. Re-Connecting Marketing and Business Development Back to the Business. Moss Adams is the largest U.S. western regional accounting firm. It developed new marketing and business development integration tools that for the first time helped practitioners connect marketing to selling, and selling to client service. These frameworks and new cultural norms are driving strong revenue increases, even in a downturned economy.

IBM Global Technology Services: The world's largest business and technology consultancy. Connecting Marketing with the Needs of the Sales Teams. IBM Global Technology Services is the world's largest business and technology consultancy. Through a set of still-in-process structural and cultural initiatives, IBM’s services division made substantial progress toward erasing the disconnect between marketing’s lead generation activities and the firm’s sales pipeline. This work resulted in better linkagebetween the firm’s services marketing investment and its sales ROI.

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The Skills Imperative: case studies

Haley & Aldrich: One of the U.S.’s top environmental, engineering and management consulting firms. Giving Marketers a Seat at the Table -- and Getting a Leg Up on The Marketplace. Haley & Aldrich created a pathway to a “seat at the table” for its non revenue-generating marketing leader. This structural framework, coupled with the firm’s mindful stewardship of a shared-accountability culture, has contributed to the enterprise’s continued prominence in its sector.

Baker Donelson: Southern-United States-based law firm, one of the top 100 largest in the U.S.. Training Attorneys to Market and Sell: Small Steps Equal Great Gains. Baker Donelson developed two new personal-productivity programs to help attorneys grow a sense of accountability and increased skills in marketing and business development. Resulted in directly correlated increases in billings for attorneys who participated in the programs.

Ross & Baruzzini: One of the U.S.’s top 50 engineering and architectural firms. Using a Balanced Scorecard and Informal Mentoring to Integrate Marketing and Selling with Client Service. Ross & Baruzzini adapted a big-time performance management tool (The Balanced Scorecard) and combined it with an informal “guardian angel” mentoring program.

Jones Lang LaSalle: Financial and professional services firm specializing in real estate services and investment management. Growing a Global Client Base while Promoting Individuals’ Professional Growth. Jones Lang LaSalle overcame marketing and business development silos that impeded optimal value-delivery for clients. Expanded current programs and introduced new internal support avenues that increased the company’s value to clients, expanded its book of business with them, and simultaneously grew individuals’ professional competencies.

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The Support Imperative: case studies

R.W. Beck: A western-U.S. based management and engineering consultancy. Integrating Marketing and HR to Turn a Company of Experts into an Expert Company. R.W. Beck’s marketing and HR functions teamed up on the firm’s first-ever performance-improvement and organization-development initiatives to formally frame how professionals could better collaborate and share accountabilities. The endeavor resulted in improved teamwork to market, sell and deliver client services.

Randstad: One of the world’s largest temporary and contract staffing organizations. Moving From Cost To Contribution: Integrating Marketing and Finance. Randstad forged innovative formal shared accountabilities and created a new culture of global collaboration between marketing and finance departments, resulting in vast improvements in the productivity of the company's marketing expenditures.

Date post:	12-Jan-2015
Category:	Business
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