Specifications:
When it comes to competing effectively, achieving financial success and delivering optimal client service, professional and B2B firms keep looking for the Holy Grail in all the wrong places: “Hire big-time rainmakers!” “Acquire that hot boutique firm!”
Pursuing these solutions avoids the real problem: Marketing and selling are disconnected.
The real Holy Grail can be found by ensuring that marketing and business development are integrated into every function.
The Integration Imperative summarizes three structural and cultural frameworks that professional- and B2B service firms can employ to achieve new effectiveness in marketing and business development, and ultimately, improve the firm’s value to clients.
Table of Contents
Part I A Solvable Problem
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A Lack of Process Coordination in Going to Market
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A State of Confusion and Uneven Accountabilities in Marketing and Business Development
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Lopsided Marketing and Business Development Programs
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Underemphasized and Silo’ed Marketing and Business Development
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Skill Development
Chapter 2 Cultural Challenges to Marketing and Business Development integration
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Cultures of Distrust
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Feeling Marginalized
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Short-Term Thinking
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The “Immaturity” of Marketing and Business Development Functions
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Unrealistic Expectations, Demand for Talent and High Turnover
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Shifting Leadership Demands
Chapter 3 The Paradox of “Doing Things Differently”
Chapter 4 A Fresh Approach to Erasing Structural and Cultural Silos in Marketing and Business Development
Part II Introducing the Integration Imperative A New Professional Service Marketing/Business Development Paradigm
Chapter 5 The Process Imperative
Chapter 6 The Skills Imperative
Chapter 7 The Support Imperative
Chapter 8 How the Integration Imperative Can Benefit Professional Service Firms— and Their Clients
Part III The Integration Imperative CAN and DOES Work!
Chapter 9 Cases: The Process Imperative
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Korn/Ferry International: Using Service Offerings as the Catalyst to Integrate Global Marketing and Business Development Initiatives
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Holland & Hart: How One Marketing Department Became a Full-service Internal Marketing Agency
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Perkins+Will: Integrating, for the Clients’ Sake
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Moss Adams: Reconnecting Marketing and Business Development Back to the Business
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IBM Global Technology Services: Connecting Marketing with the Needs of the Sales Teams
Chapter 10 Cases: The Skills Imperative
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Haley & Aldrich: Giving Marketers a Seat at the Table—and Getting a Leg Up on the Marketplace
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Baker Donelson: Training Attorneys to Market and Sell: Small Steps Equal Great Gains
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Ross & Baruzzini: Using a Balanced Scorecard and Informal Mentoring to Integrate Marketing and Selling with Client Service
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Jones Lang LaSalle: Growing a Global Client Base While Promoting Individuals’ Professional Growth
Chapter 11 Cases: The Support Imperative
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R.W. Beck: Integrating Marketing and HR to Turn a Company of Experts into an Expert Company
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Randstad: Moving From Cost to Contribution: Integrating Marketing and Finance
Resources
Appendix A Glossary: Erasing Silos Begins with Shared Understanding
Appendix B Integration Imperative Templates