I'm on a bit of a rant about marketing and business development process improvements in the professional services arena. My previous post was about the efforts many PSF and B2Bs are making to improve their marketing, business development and client service processes. If you have any good examples, post your comments to this blog post or send a separate e-mail at firstname.lastname@example.org.
Even though there are some good examples emerging about PSFs increasing their go-to-market process effectiveness, there are also some very negative process examples too. For example, I heard the other day about a 250-person professional firm (I'll cloak its industry, but it could be any professional service enterprise) whose managing partner feels compelled to have his firm respond to 100 percent of all the RFPs it receives.
Yes. 100 percent.
His business development and marketing staff people run themselves ragged trying to meet this demand, even when it's clear (even to the managing partner!) that some of the RFPs represent poor fits for their firm. The managing partner holds a philosophy of "quantity," believing that the firm must respond to every single RFP in order to maintain its revenue stream.
This firm's business developers and marketers feel strongly that their process is broken; they are overworked and under resourced, but they keep going, knowing how important it is to maintain quality in the proposals on which they work. Instead, they wish the managing partner would let them review the firm's business development process, and provide input on how to better prioritize the company's response to RFPs. They want to institute a better targeting process that features "Go/No Go" guidelines.
Is your firm's marketing and business development process broken? How? What would you do to fix it?