scott d. butcher, fsmps, cpsm planning an anticipatory

Business Development PlanningAn Anticipatory Approach

Presented by:

Scott D. Butcher, FSMPS, CPSM

FREE BOOK!

Anticipatory Approach

Vision, Mission, Values

CurrentSituation

BusinessIntelligence

Business Development & Marketing

Financial Management

Leadership & Ownership Transition

Operations/Project Delivery

Technology

STRATEGIC PLANNING

Human Capital

OrganizationalStructure

HARDTrends

SOFTTrends

Source: Anticipatory Organization

HARDTrends

FUTURE FACTS

Demographics

Technology

Regulations


0

5

10

15

20

25

16-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80+

Source: US Department of Labor

US WORKFORCE IN 2030

In Millions

Generation Z

Millennials

Generation X

Boomers

9%

25%

44%

22%

73Percent of Millennials involved with B2B decision-making for sales transactions

Source: Merit / Sacunas

44Source: Gartner

Percent of Millennial Decision-Makers that Will Not Meet in Person

80Percent of B2B Sales Interactions that Will Occur Digitally by 2025

Source: Gartner

Technology

HumanAdaptability

We AreHere

Potential HumanAdaptability Acceleration

Owing to Faster Learning &Smarter Regulation

Rat

e of

Cha

nge

Time

Technology is Accelerating Faster Than Our Ability to Adapt

Text

M

essa

ge

Web

inar

s

Virtual Business Development Toolbox

CURR

ENT FU

TURE

02[ 53% ] CLIENT EXPERIENCE

03 THOUGHT LEADERSHIP [ 48% ]

NETWORKING [ 59% ]

04[ 40% ] THOUGHT LEADERSHIP

03[ 41% ] BRANDING

BRANDING [ 39% ]

05[ 35% ] PERSONAL SELLINGCONTENT MARKETING [ 36% ]

01[ 78% ] NETWORKINGCLIENT EXPERIENCE [ 70% ]

02

04

03

05

01

06[ 32% ] CONTENT MARKETINGPERSONAL SELLING [ 28% ]06

SOFTTrends

MIGHT HAPPEN

Hard Assumptions

Soft Assumptions


0 10 20 30 40 50 60 70

Professional Services

Real Estate

Construction

Transportation

Manufacturing

AUTOMATION POTENTIAL OF SELECT SECTORS

Source: McKinsey

% automation potentialwith currently available

technologies

Macro Economic Trends

Design & Construction

Trends

CompetitorsTarget

Market Trends

Existing & Prospective Clients

AEC Economic Trends

BusinessIntelligence

Quick PollTo bring anticipatory thinking to business development strategy, which type of research do you feel is the most important?

• AEC-Specific Economic Trends• Client/Prospect Insight• Competitor • Macro-Economic Trends• Target Market Trends

STEEPL

SOCIAL

STEEPL

SOCIAL

• Demographics• Lifestyle• Religion• Education• Age• Media• Culture• Design

SOCIAL

TECHNOLOGICALSTEEPL

TECHNOLOGICAL

• R&D Activity• Automation• Incentives• Speed of Change• Emerging

Technologies• Information• Communication

SOCIAL

TECHNOLOGICAL

ECONOMIC

STEEPL

ECONOMIC

• Economy• Interest Rate• Exchange Rate• Inflation• Labor Availability• Energy Costs

SOCIAL

TECHNOLOGICAL

ECONOMIC

ENVIRONMENTAL

STEEPL

ENVIRONMENTAL

• Environmental• Weather• Climate• Climate Change• Pollution• Green Design• Other

SOCIAL

TECHNOLOGICAL

ECONOMIC

ENVIRONMENTAL

STEEPL

POLITICAL

• Government• Regulations• Taxes• Funding• Labor Laws• Tariffs• Trade Restrictions• Political Uncertainty

POLITICAL

SOCIAL

TECHNOLOGICAL

ECONOMIC

LEGAL

POLITICAL

ENVIRONMENTAL

STEEPL

LEGAL

• Legal Requirements• Licenses• Laws & Regulations

for:• Health• Safety• Employment• Business

Business Development &

Marketing

• Still Relevant to Clients & Prospects?

• Future-Proof?• Aligned with Strategic

Plan?

BRAND ATTRIBUTES

BRAND PROMISE

BRAND PERSONALITY

BRAND MESSAGING

BRAND IDENTITY

BRAND POSITIONBRAND

EXPERIENCE


Marketing

• Who are they?• What are their revenue

potential in coming years?

• What disruptions will the face?

Revenue from Existing Clients

Revenue from TOP 3 clients

Source: 2021 Deltek Clarity Report

5

4

6

1

2

3

7

8

9

KEYACCOUNTS

VALUE ADDS

ACCOUNT MINING

IDENTIFIED OPPORTUNITIES

KEY STAFF

STRATEGIES

ACTIVITIES

HISTORIC PERFORMANCE

CONTACT PLAN

RISKS


Marketing

• Are you still in the right market sectors?

• Are you in the right geographic regions?

• What markets are growing or declining?

NON-RESIDENTIALLodging

Office

Commercial

Health Care

Educational

Religious

Public Safety

Amusement & Recreation

Transportation

Communication

Power

Highway & Street

Sewage & Waste Disposal

Water Supply

Conservation & Development

Manufacturing

RESIDENTIAL

TARGET MARKETS

Academic

Administration

Athletic/Recreation

HealthCare

Research/Laboratory

Science/Technology

PerformingArts

StudentCenters

StudentHousing

HIGHEREDUCATION

Bridges

DetentionPonds

Facilities

RoadwaysHighways

StormwaterStructures

Traffic/ Signalization

Wastewater

Water

MUNICIPAL

Quick PollDo you have business development plans with specific strategies for each of your target markets?

• Yes• No• I don’t know


Marketing

• What defines an “Ideal Client” in each market sector?

• Are there enough of these Ideal Clients to allow for future growth?

MARKET SECTOR

SUB-CATEGORY

GEOGRAPHY

ANNUAL SALES

NUMBER OF EMPLOYEES

BUSINESS OBJECTIVES

PAIN POINTS

PRIMARY CONTACT PROFILE

NEEDS WE CAN ADDRESS

VALUES WHEN SELECTING AEC

ADDITIONAL ATTRIBUTES


Marketing

• What is your current model?

• Which models do your markets prefer?

• Does your approach align with the markets?

RAINMAKER PRINCIPAL

MARKETERMARKET

CHAMPION

MARKETER-BUSINESS DEVELOPER

SELLER-DOERBUSINESS DEVELOPER

BDMODELS

Sector Rain

mak

er

Prin

cipa

l

Mar

ket

Cham

pion

Selle

r-Do

er

Busi

ness

De

velo

per

Mar

kete

r-Bu

sine

ss

Deve

lope

r

Mar

kete

r

Federal Government

Health Care

Higher Education

Industrial / Mfg

Municipal Government

Retail / Commercial

Roadway / Highway

Quick PollDo you customize your business development model for each of your target markets?

• Yes – for all of our markets• Yes – for some of our markets• No • No – but we plan to in the near future• I don’t know


Marketing

• How will develop business in your existing markets?

• How will you succeed in new markets?

• What are the specific strategies & tactics?

GO-TOMARKET

STRATEGY

TargetMarket

Sub-Categories

MarketNeeds

ValueMessages

Differentiation

CompetitorAnalysis

IdealClient

ProfilesBusinessModel

BusinessDevelopment

Model

OutboundMarketing

InboundMarketing

ClientRetention

Metrics& KPIs

Partners

ActionPlan


Marketing

• What does your Client Experience program look like?

• How will this program evolve to meet client demands?

CURR

ENT FU

TURE

02[ 53% ] CLIENT EXPERIENCE

03 THOUGHT LEADERSHIP [ 48% ]

NETWORKING [ 59% ]

04[ 40% ] THOUGHT LEADERSHIP

03[ 41% ] BRANDING

BRANDING [ 39% ]

05[ 35% ] PERSONAL SELLINGCONTENT MARKETING [ 36% ]

01[ 78% ] NETWORKINGCLIENT EXPERIENCE [ 70% ]

02

04

03

05

01

06[ 32% ] CONTENT MARKETINGPERSONAL SELLING [ 28% ]06

Intelligence & Research

Knowledge Base

Project Delivery

Tools

Marketing

Culture

Client Feedback -Qualitative

Project Management

Cx


Marketing

• Do you have the right people in the right places to meet your BD and marketing goals?

• Do they have the right skills to succeed?

Anticipatory Business Development Skills“Do. Or do not. There is no try.”

- Yoda

Anticipatory Business Development Skills

Active Listening


Adaptability & Agility


Client Experience


Coaching & Teaching


Collaboration


Communication(Written/Verbal)


Consultative Selling(Asking the RIGHT Questions)


Creative Thinking


Data Interpretation


Emotional Intelligence


Personal Branding


Presenting


Research


Social Capital


Storytelling


Strategic Thinking


Tech Savvy


Video Production


Virtual Presenting


UNICORN?

FREE BOOK!

BD, MARKETING, BUSINESS STRATEGY TRAINING & COACHING

OUTSOURCED MARKETING & FRACTIONAL CMO

STRATEGIC GROWTH ADVISORY

[email protected]

717.757.6999

https://www.linkedin.com/in/scottdbutcher

scott d. butcher, fsmps, cpsm planning an anticipatory

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