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What are Your Firm’s Cultural Barriers to Marketing and Business Development Integration?

A Professional Services Marketing Barriers Assessment

Many professional service firms (PSFs) have decided to integrate marketing and business development functions in order to grow the “right” revenues, build market share and provide a better value proposition to their clients.

But improving marketing effectiveness can be an uphill battle if an enterprise hasn’t yet identified its structural and cultural impediments to integration.

Take our short Cultural Integration Barriers Assessment to see which cultural barriers exist at your professional firm, and how they cause significant marketing and business development disconnects. Then you can take our Structural Integration Barriers Assessment.

From there, you will be invited to consider how elements of The Integration Imperative might be applied to erase your firm’s organizational silos.

Note: The assessment results are instant and 100 percent private, visible only to you. We do not collect any information about you and have no way of seeing your results.

Check all that apply, then click Submit.

1. Despite their "on paper" responsibilities, many of our revenue-generating practitioners are allowed to avoid marketing and selling.
2. Our revenue-generating practitioners sometimes expressly exclude marketers and business developers from marketing or selling strategy decisions, meetings or initiatives.
3. Our firm offers no possibility for equity ownership to nonrevenue-generating marketing and business development professionals
4. Our firm under-resources marketing and sales support, leaving marketers and sellers little or no time to increase the value of those functions.
5. Marketing and business development functions are poorly defined at our firm.
6. Our revenue-generating practitioners hold unrealistic expectations for nonrevenue-generating marketers and sellers to achieve.
7. Our executive managers have not yet made progress toward leading the important cultural shifts that could help our firm compete effectively in the future.
8. Our firm does not do a good job of investing and preparing for the inevitable down cycles of the economy.
9. When our firm tightens its marketing or business development budgets, it's done in a knee-jerk fashion, regardless of those functions’ effectiveness.
10. We are not aggressively working to erase our firm’s marketing and business development silos.
11. Our firm has only recently hired nonrevenue-generating marketing or business development professionals.
12. Our marketing and business development functions look like a patchwork quilt of definitions, organization structures, and reporting relationships.
13. Our firm can't seem to retain marketing and business development professionals; people in these positions come and go too frequently.
14. We don’t offer our marketing and business development professionals enough assistance on growing their academic credentials in service marketing or selling.
15. The executive management function at our firm used to be more collegial. Now it is expected to deliver tangible business results.
16. Increasingly, our executive managers are required to make enterprise-oriented decisions that have competitive consequences for the whole firm.

 

 
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