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What are Your Firm's Structural Barriers to Marketing and Business Development Integration?

A Professional Services Assessment

For many professional service firms (PSFs) integrating marketing and business development (selling) functions can be an uphill battle if they haven’t yet identified their structural and cultural impediments to integration.

Take our short Structural Integration Barriers Assessment to see which structural barriers exist at your firm. Then you can take our Cultural Integration Barriers Assessment. From there, you will be invited to consider how elements of The Integration Imperative might be applied to erase these organizational silos.

Note: The assessment results are instant and 100 percent private, visible only to you. We do not collect any information about you.
Check all that apply, then click Submit.

1. Our firm markets and sells through a matrixed business organization (e.g., geographies, industries, service lines).
2. Our marketing and selling "hand-offs" (e.g., turning inquiries into proposals) aren't as seamless as they could be.
3. Our marketing and selling processes are hampered by problems with our technology systems, performance incentives and measures, and/or internal communications.
4. We have trouble prioritizing our emphasis on acquiring clients, retaining them, or building our book of business with them.
5. We sometimes are unclear on who's supposed to make marketing or business development decisions.
6. We are uneven in assigning aspects of marketing and selling functions (e.g., sometimes we assign marketing and selling to a practice leader; sometimes to a separate marketing or sales head.)
7. Our firm expects people to collaborate informally on marketing and business development initiatives.
8. Our marketing programs emphasize marketing communications (i.e., holiday cards, brochures, press releases, advertising).
9. Our managers have increased calls for return-on-investment proof of our marketing programs.
10. People in our marketing and selling functions are not offered a pathway to equity ownership or top management positions.
11. Our firm has begun outsourcing some of our marketing services to external vendors.
12. Our firm doesn't invest enough in marketing and selling training for our revenue generating practitioners.
13. Our firm doesn't invest enough in broadening the skills of our nonrevenue generating marketers and sellers.

 

 
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