Domain 6 - Management (18%) Flashcards

1
Q

How many people should a firm have to warrant a marketing team?

A

20 personnel

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2
Q

What is the role of a principal closer on a marketing team? What type of professional is this person?

A

Focuses majority on marketing
Owner or senior-level person. Typically a registered professional. Can sign contracts.

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3
Q

What is the role of a seller-doer? What type of professional is this person?

A

Majority of time is focused on marketing, lesser percentage spent on billable work.
A senior level registered professional

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4
Q

What is the role of a doer-closer? What type of professional is this person?

A

Focuses on marketing existing clients, with 80% or more of time spent on actual billable projects.

Most of them are PMs.

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5
Q

What is the role of a principal-in-charge of marketing? What type of professional is this person?

A

Absolute authority on marketing issues and delegates the day-to-day responsibility of the marketing program.

This person is a firm owner or highest level of firm management

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6
Q

What is the role of the chief marketing officer? What type of professional is this person?

A

Responsible for the overall direction of the firm with respect to strategic growth, marketing planning, budgeting, and staffing.

This person has an executive role in the company, often as VP or principal

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7
Q

What is the role of the BD director? What type of professional is this person?

A

Representing the firm at the highest level to clients, peer organizations, and business associates. They manage the firm’s sales efforts.

In larger firms, this person is at least an associate-level and often VP or principal.

In smaller firms, it’s the principal.

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8
Q

What is the role of the marketing director? What type of professional is this person?

A

Represents the firm to clients, peer organizations, and business associations. Establishes marketing policies and procedures and determines marketing objectives.

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9
Q

What is the role of the BD manager? What type of professional is this person?

A

Seeks business opportunities for the firm, which could be market-specific depending on firm size. They schedule meetings with clients and work w/ technical staff to develop proposals and scopes of work.

In larger firms this person is a member of management, often associate level.
In smaller firms this person is a principal

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10
Q

What is the role of the marketing manager? What type of professional is this person?

A

Implements marketing plan and overall marketing efforts. Develops internal resources/collateral and is often responsible for tracking sales and budgets.

In larger firms this person is a member of management, often at associate level.
In smaller firms, these duties may be performed by the office manager or principal.

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11
Q

What is the role of the marketing coordinator? What type of professional is this person?

A

Responsible for proposal content and presentation materials. They coordinate all members of the pursuit team, both internal and external. Ultimate multi-tasker.

In smaller firms, this might be the only professional marketer on staff
Can be newer to the AEC industry

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12
Q

What is the role of the marketing assistant? What type of professional is this person?

A

Provides support to the marketing team w/ a variety of tasks that can include clerical work, collating proposals, printing materials, updating marketing support materials.

In smaller firms, this person might be a receptionist or admin person

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13
Q

Most AEC firms have how many people?

A

Less than 50

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14
Q

What does a marketing department look like for a firm with fewer than 20 employees?

A

Only 1 or 2 closers are necessary so is minimal need for a structured department.
Majority of work comes from word of mouth or personal contacts

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15
Q

What does a marketing department look like for a firm with 20 employees?

A

Once it reaches 20 employees, there is value in adding a marketing coordinator

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16
Q

What does a marketing department look like for a firm of 20-50 employees (aka a small firm)

A

A firm this size can begin to target specific markets. 2-3 principals lead BD efforts

  • 2 or 3 principals will lead BD efforts
  • Senior marketing coordinator or marketing manager is critical
  • As team approaches 50, a marketing assistant is required
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17
Q

What does a marketing department look like for a firm of 50-100 employees? (mid-sized firm)

A
  • There are multiple closers, seller-doers, and doer-closers
  • 1 marketing principal takes on the overall responsibility for marketing efforts and formalized marketing plan
  • A marketing director or manager runs the day-to-day operation, conducts go/no-gos, and directs the marketing team
  • Marketing manager, several coordinators, and possibly an assistant are necessary
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18
Q

What does a marketing department look like for a large & diverse firm of 100+ employees?

A

Marketing team is a central force in the firm

Director, BD, manager, coordinators, graphic designers, PR, database administrator, and assistant

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19
Q

What type of marketing person should a niche firm have?

A
  • A principal leader who’s entrenched in the marketplace; an industry expert
  • Market researcher and a strong writer to support their activities
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20
Q

What does a marketing department look like in a full-service firm of 100+ employees?

A

Sophisticated and elaborate marketing team

Chief marketing officer, marketing director, business developer, marketing manager, PR, marketing coordinator, graphic designers, assistants

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21
Q

What are the 4 skills that all marketing professionals must have?

A
  1. Writing
  2. Multi-tasking
  3. Team player
  4. Personal interest/passion
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22
Q

What is mentoring?

A

The long term development of a professional relationship between 2 people that fosters trust, confidence, and mutual learning

It might eventually focus on a specific skill but eventually it becomes more about helping the mentee navigate along their career

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23
Q

What is coaching?

A

A short-term relationship which ends when the student demonstrates that they have sufficiently improved in a particular skill

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24
Q

What is the difference between mentoring and coaching?

A

Mentoring is long term/coaching in short term

Mentoring is about the relationship/coaching is about the task

Mentoring is unstructured/coaching has clearly defined goals

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25
Q

What is a new pattern in mentoring?

A

The mentee creates agendas and drives the direction of the process.

The mentee can also offer value as well in exchange for the guidance they receive (aka reverse-mentoring)

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26
Q

What is a Professional Development Plan (PDP)? Who is responsible for creating it?

A

A document that outlines an employee’s plans for personal development over the next year

Marketer works with HR to create it

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27
Q

What are the 4 elements of a PDP plan? How far into the future does it look?

A
  1. Career
  2. Education
  3. Relationships
  4. Self-improvement

It should have a clear picture of where they will be in 3-5 years if they succeeded in meeting their goals

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28
Q

What do you need to remember about the goals in one’s PDP?

A

Specific

Measurable

Attainable

Relevant

Time-bound

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29
Q

What is are the 2 primary purposes of conducting a regular performance evaluation? How often should they be held?

A

To communicate w/ your staff to tell them how they’re doing

To prevent surprises at the annual evaluation

They can be conducted monthly, bi-monthly, or quarterly

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30
Q

What is a lead? What is a common misconception about it?

A

A lead is an indication or a clue about a potential project.

Too many people think that a lead is a call from a colleague or an article in a newspaper.

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31
Q

What is a pipeline report? What does it help track?

A

A report that measures pending sales opportunities with probability rates for closing each sale.

It helps track whether you have enough activity and whether you’re focused on the right activities.

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32
Q

What are the 8 sections of a pipeline report?

A
  1. Lead originator
  2. Working lead (the one who follows up)
  3. Client or prospect
  4. Business unit or niche (what market segment?)
  5. Service
  6. Amount - either in the “idea” column or “made contact” column
  7. Probability of close
  8. Pipeline amount
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33
Q

How do you calculate the pipeline amount on a pipeline report?

A

(value of engagement) x (probability of close)

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34
Q

How do you formulate an agenda for a stakeholder meeting?

A
  • The week before the meeting, set up short interviews w/ participants to come up w/ a list of goals
  • Consolidate responses into a single document, which becomes the agenda
  • Send it out before the meeting
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35
Q

What are the 3 elements of a stakeholder meeting?

A
  1. Agenda
  2. Distribute reports (sales, pipeline)
  3. BD activities
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36
Q

What sort of questions should you ask when viewing a pipeline report?

A
  • Is there enough in the pipeline?
  • Are we working w/ the client and prospect opportunities?
  • Are we moving opportunities from the idea stage to proposal stage?
  • Is our close rate on proposals sufficient?
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37
Q

What are 3 ways to sort a pipeline report?

A
  • By lead originator
  • By working lead (who in the firm follows up)
  • By business unit/industry niche (market segment)
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38
Q

What are some ways to internally create awareness of your company’s services, in order to cross-sell?

A
  1. “Lunch & learn” training sessions
  2. Newsletters
  3. Blog
  4. Weekly email
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39
Q

What is knowledge management?

A

The process by which organization knowledge is captured, stored, and disseminated within a company

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40
Q

What are 4 different types of knowledge management systems?

A
  1. Marketing Information System (MIS)
  2. Decision Support System (DSS)
  3. Lead tracking system
  4. CRM
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41
Q

What is a MIS (Marketing Information System?)

A

`A system that uses a database to produced standardized reports on a regular basis

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42
Q

What is a Decision Support System (DSS?) What does it use?

A

Software that allows managers to use a company’s database to produce customized reports to assist in decision-making

It uses your firm’s database, commercial databases, modeling software, and a graphical user interface

43
Q

What are the 4 steps in getting a knowledge management system for your company

A
  1. Needs assessment
  2. Select a system
  3. Implementation plan
  4. Maintenance plan
  5. Develop a CRM
44
Q

What are the 4 things you can do to build more accountability for the implementation of knowledge management software into your organization?

A
  1. Develop consensus on expected outcomes with all users
  2. Encourage continuous improvement and regularly measure improvements
  3. Ensure all staff participate in assessment process
  4. Take diversity into account (allow for multiple solutions to reach the same goals)
45
Q

What are 3 key elements that you need to look for when choosing information management software?

A
  1. Compatibility (w/ other existing software)
  2. Availability (to all users in real-time)
  3. Flexibility (to customize reports to fit our firm)
46
Q

Who usually decides what accounting and project information systems your firm purchases?

A

Financial and technical staff (aka not marketing staff)

47
Q

What is the most common problem facing corporate knowledge management systems?

A

Company-wide buy-in

48
Q

What’s the best way to build buy-in for a new knowledge management system? How do you do it?

A

Shorten time it takes to get value from the system

How? Link the system to existing data including accounting systems and client databases.

49
Q

What are 3 additional ways to build buy-in for a knowledge management system?

A
  1. Get tech-saavy coworkers to help w/ implementation
  2. Ensure higher-ups review and comment on new data in the first 3 months so people know it’s being acknowledge
  3. Be open about how long it will take for people to start realizing value from it
50
Q

What is a key factor that often leads to perceived failure of CRM implementation?

A

The fact that process changes might be necessary to get technical staff able to provide valuable info

51
Q

Who should a good CRM evaluation team consist of? Why?

A
  • IT people
  • Firm executives
  • A variety of end-users (e.g. marketing, BD, PMs, admin)

Because it increases the chances of end-user buy-in at the end

52
Q

What are 7 factors in selecting software suppliers and their solutions?

A
  1. Stability (financial history/health of company)
  2. Customer service
  3. Functionality (does it meet our specific needs?)
  4. Flexibility (customization)
  5. Implementation (easy or difficult?)
  6. Price
  7. Support (training)
53
Q

What is the key to developing a database for your CRM?

A

Making sure potential clients can be filtered down to specific target groups.

54
Q

What is the key thing you can do once a CRM database of current and potential clients is created?

A

Identify and qualify potential prospects

55
Q

What is the biggest difference between marketing and BD?

A

Marketing is everything that’s done behind behind the scenes

BD is done out in the world to bring in work

56
Q

What are the 3 tools in determining an employee’s training needs?

A
  1. Observation
  2. Individual interviews
  3. Group questionnaires
57
Q

Other than a training needs analysis, what 2 other things can help with figuring out employees’ behavior patterns and tendencies?

A
  1. Personality tests (DiSC, Color Code Personality Profile, Myers Briggs)
  2. Activity-oriented surveys
58
Q

What is the most effective type of training?

A

Hands on

Examples: asking questions, mock interviews, mock CRM, mock presentations, mock proposals

59
Q

What are the 3 parts to a training maintenance plan?

A
  1. Tie each training event to private coaching clinics
  2. Implement a regulation plan
  3. Bring these steps into discussion around high-stakes communications like interviews, negotiations & meetings
60
Q

What is cross-functional training?

A

Training staff so that they are well-versed on the needs and opportunities presented by teammates in other departments

61
Q

What are the 3 reasons for joining a professional networking organization?

A
  1. BD & networking
  2. Continuing education
  3. Charitable/community participation
62
Q

What information should you find out about organizations your staff is interested in joining?

A
  • Vision & mission statement
  • Types of members
  • Educational opps
  • Frequency of meetings
  • Composition of board members/committees
  • Likelihood of someone in company getting on committee or board
63
Q

What is the primary rule of networking?

A

Staying in touch

64
Q

What are the 4 key motivators that drive employees from an HR standpoint?

A
  1. Interest in the work
  2. Growth opportunity
  3. Sense of accomplishment
  4. Earned recognition
65
Q

For years, AEC Clients have been from what 2 generations? What generation is it shifting to now?

A

Baby boomers and Gen X. It’s shifting to millennials (Gen Y)

66
Q

When were baby boomers born?

When were Gen Xers born?

When were Millenials (Gen Y) born?

A

Baby boomers = mid 1940s - early 1960s

Gen X = mid 1960s - early 1980s

Millennials = mid 1980s - early 2000s

67
Q

What are 5 good reasons for marketers to expand their knowledge of financial principles?

A
  1. International work (global economy)
  2. Company resource (as in, you’ll be one to your firm)
  3. Personal growth
  4. Training/education (learning/expanding prevents burnout)
  5. Increased success
68
Q

What is a charge-out rate and how is it calculated? What is it used for?

A

It’s the hourly rate used when invoicing clients.

Charge-out rate = hourly rate + (hourly rate x overhead rate) + profit

69
Q

What is the target multiplier (aka charge multiplier)? What is a typical multiplier?

A

The ratio of an employee’s charge-out rate to her payroll rate. Typical multiplier is between 3-3.5.

Ex) charge-out rate = $140/hour

Payroll rate = $40/hour

70
Q

What is a net multiplier?

A

The ratio of net revenue (in-house labor only) to total direct labor (raw salary only, no fringe benefits).

Net multiplier = net revenue/total direct labor

Ex) Net revenue = $2,800,00

Total direct labor = $800,000

71
Q

What is an overhead rate?

A

The ratio of overhead (operating expenses and salaries not charged to projects) costs to total direct labor (labor charged to projects)

Overhead rate = overhead costs/total direct labor

Ex) overhead costs = $1,280,000

Total direct labor = $800,000

72
Q

What is a staff utilization ratio?

A

The ratio of a firm’s total direct labor (labor charged to projects) to its total labor (all salaries including fringe benefits)

(OR total hrs on project to total hours worked)

Ratio = total direct labor/total labor

73
Q

What is the industry standard for staff utilization? What happens when staff utilization increases? How do you increase staff utilization?

A

60-65%

When utilization increases it decreases the overhead rate.

Increase utilization rate by monitoring utilization rate weekly and getting overhead employees to charge to projects

74
Q

What is a current ratio? What is a healthy ratio?

A

The ratio of the firm’s current assets (cash, AR, unbilled services, etc) to its current liabilities (AP, payroll, payroll taxes, etc).

Current ratio = Assets/Liabilities

Healthy ratio is at least 2:1

75
Q

What is the net profit ratio?

A

The ratio of net profit (income minus expenses) to net revenue. It should be a positive number.

Net profit ratio = net profit / net revenue

76
Q

What is the Accounts Receivable Collections?

A

The avg # of days it takes to collect from clients for services (from date of billing to the date of collection)

Usually 60-65 days

77
Q

How do you calculate the accounts receivable figure?

A
  1. Total annual revenue/365 = average day’s sales
  2. Average accounts receivable/average day’s sales = accounts receivable
78
Q

The longer it takes to collect $ from invoices, the more what?

A

The more interest your firm has to pay to cover what it had to borrow to pay for the work already performed.

79
Q

What 2 things does a financial statement usually include?

A
  1. Balance sheet
  2. Profit/loss (or revenue/expense) statement
80
Q

What is a GAAP approach?

A

The “generally accepted accounting principle,” which is the standard for preparing accounting info.

81
Q

What is a backlog? What are 3 ways to track it?

A

The work that hasn’t been completed yet.

It can be tracked by:

  1. client type
  2. when the work needs to be done
  3. dollars
82
Q

What is the project life cycle?

A
  1. Getting the project
  2. Doing the project
  3. Finishing the project
83
Q

What is an “offer” in terms of a contract? What is a firm offer?

A

When a party offers to perform a service in exchange for something, or when a party offers to pay a certain amount for receiving a service

A firm offer is when an offer is made for a specific length of time.

84
Q

What is a “consideration” in terms of a contract?

A

The value exchanged between the 2 parties in a contract. It can be either promises, services, goods, and/or money.

85
Q

What are the 3 purposes of all contracts?

A
  1. Allocate risk appropriately
  2. Avoid ambiguity
  3. Timelines and compensation
86
Q

What are the two ways to resolve a contract dispute? Define them.

A

Arbitration and mediation

Arbitration = 3rd party decides the resolution based on the facts given

Mediation = 3rd party helps to come to a voluntary resolution

87
Q

What is pre-positioning in terms of pursuing a client? What’s the purpose?

A

Getting to know the client and the project and letting the client get to know you.

To establish a BD culture

88
Q

What are the 3 elements of BD culture?

A
  1. the BD process
  2. the system/database
  3. training
89
Q

What is the Valley of Death in BD? Why does it happen?

A

The discouraging stage of the BD process where people are putting in the hours but they’re not getting the results.

It happens because results in BD don’t happen linearly, it happens geometrically.

90
Q

What is the Sales Success Cycle? When does it happen?

A

The stage of BD where small successes, self-motivation, and self-confidence feed off each other to become a self-sustaining cycle of success.

After the Valley of Death.

91
Q

What are the 4 “S”s in a Rainmaking System in BD?

A
  1. Skills (training)
  2. Standards (foster relationships not business, develop appropriate discipline like “call 25 people/week”, “collect 5 new business cards a month”)
  3. Systems
  4. Support (e.g. a principal showing interest and enthusiasm)
92
Q

What are the 4 factors that drive client satisfaction & loyalty? Which 2 can you control?

A
  1. Needs/values fit
  2. Involvement (the extent that the client was involved w/ you during and after dealings)
  3. Disposition to alternatives (how clients feel about other competitors)
  4. Depth of ambivalence (extent to which attraction to competitors creates indecision)
93
Q

What’s the single most effective link to future work with a client?

A

The person-to-person connection made w/ the client before, during, and after a project

94
Q

What is the Curve of Relationships model? What are the 5 levels of connection?

A

Describes and discusses the relationship-building process.

  1. Acknowledgement (the 1st mtg)
  2. Recognition (subsequent encounters)
  3. Acceptance (outer circle)
  4. Inclusion (inner circle)
  5. Confidant (high level of trust)
95
Q

What are the 3 phases of evolution in the Curve of Relationships?

A
  1. Generation (movement up the curve)
  2. Degeneration (relationship begins to break down)
  3. Regeneration (reversing the degeneration and moving back up the curve)
96
Q

What is Internal Marketing? Who does it target primarily?

A

Growing the firm from the inside out, focusing on the people INSIDE the firm. It fosters the training and motivation of employees.

Targets people who perform technical services (PMs)

97
Q

What is the BD role of the interpreter during project execution?

A
  1. Selecting the project team
  2. Interpreting the client’s goals/expectations
  3. Translating the client’s goals into the proposal and interview through the contract
98
Q

What is the BD role of advocate/mediator during project execution?

A

The client’s alter-ego within the project team

Must always be aware of the project’s status and the client’s goals

99
Q

What is the BD role of the coach in project execution?

A

Provide real-time support to staff by adopting the “lessons learned” approach in their involvement with clients and project teams during a project.

100
Q

What is the BD role of the contributor in project execution?

A

Using their skills to support a client during a project.

Examples:

  • helping in public hearings to help with permits
  • preparing materials to help the client fund the project
  • preparing materials for special events (groundbreaking)
  • using a specialized non-construction background to client’s benefit
101
Q

What is the BD role of a nudge in project execution?

A

The nudger can stick their nose in many aspects of the project with impunity, to figure out “why did something happen?” or “when is the commitment going to be met?”

102
Q

What is the BD role of technical staff during project execution?

A

Retaining the client for future work because they have the most frequent and continuous exposure to clients

103
Q

What is the BD role of senior management in project execution?

A

Setting the tone and the example that internal marketing is a priority