Submitting a statement of qualifications (SOQ) for a project is table stakes. It is easy to believe what we write and present in an SOQ is what wins the project. It is not! The SOQ/proposal is the minimum entry requirement for the right to compete for the project. So where exactly does an SOQ/proposal fit into the sales process? How much weight does it really have in the final selection of a firm?

Here are the most important factors that determine a project win.

1. Do we have a relationship with the client and is that relationship current? By current, I mean have you spoken with the client in the past 1-3 months?
2. Did we know about the project before the RFQ? If yes, the odds of winning go up dramatically. If no, the odds of winning go down . . . DRAMATICALLY!
3. Do we have past projects with the client that were successful?

Notice that the three most important factors to winning a project have little to do with the SOQ/proposal. By the time the client is reading our submission, they should know who we are and trust us. The SOQ/proposal is the final step (besides a shortlist and interview) that should seal the deal. The data we provide in an SOQ/proposal should be justification for the client selection committee to select us.

What an SOQ is NOT! An SOQ is not . . .

1.  a sales pitch,
2. a way to introduce your firm,
3. marketing collateral to get a client to notice you,
4. a business obligation because you received an RFQ/RFP,
5. an excuse to make up for poor business development or client nurturing.

So, the next time you receive an RFQ/RFP by surprise from a client you do not know, think seriously before pursuing it. Let’s put our best efforts into proposals where we know the client, have a good relationship and have a high probability of winning!

I've observed planning, strategy, proposal writing, promotions, and all things marketing at companies of every size. I've learned the following best practices remain consistent, no matter the size of the organization.

1. Superior Communication - Effective communication skills are priority number 1. This is true no matter where you fit into your organization and no matter the size of your company. Marketers should not only demonstrate superior communication skills, but also teach these skills to colleagues. 
2. Marketing Leadership - Marketing leadership is critical for all high-performing and profitable firms. Great marketing leadership is demonstrated by what is practiced, not always what is titled or recognized in the C-suite. The key to developing into a successful marketing leader is to learn and understand every part of the business, so you can impact the long-term vision. 
3. Marketing Strategy - Strategy naturally flows from excellent leadership. No matter the firm size, when your strategy drives your marketing decisions, you stand to create more profit opportunities and less staff burnout and turnover. Marketing strategy is about finding the right target audience - clients and projects - and conveying the right solutions to their pain points through marketing collateral and resources. 
4. Resource Allocation - Resource allocation may look different depending on the size of the firm, but the importance of making good decisions is critical. The best practice for all firms is to think critically and strategically about resource allocation. How can you get the most bang for your buck on labor costs and/or consulting fees?
5. Metrics and Key Performance Indicators (KPIs) - Technical professionals tend to be numbers people. Good marketers, therefor, must speak the language of numbers. Measure what you do. Every firm should track at a minimum KPIs for proposal hit rates, social media and website analytics, repeat and new client revenue, sales, pipeline, market sector and client measurable goals, business development activities, conference participation and results, and networking objectives. 
6. Go/No-Go System - The necessity for a strong go/no-go process is more important than ever. Good marketing at all AEC firms must include a consistent decision matrix regarding project pursuits. 

Communication, leadership, strategy, resources, metrics, and go/no-go are all essential gears in the AEC marketing engine. How these gears are sized may vary, but they all must be in place for your firm's long-term sustainable success.

This post was adapted from "Best Practices - Working With Varied Firm Sizes in A/E/C Marketing," Marketer, December 2021, pages 42-43

​Marketing is an art.
 
Ok, and a science, but it is mostly an art.
 
While the science of marketing is all about research and data, what you do with that information is what I consider art. If I just repeat data such as features, benefits, proofs that we are the best solution to a client’s problem, I believe it, but does the audience? “The very fact that you presented the proof makes it suspect,” according to marketing guru Seth Godin. Godin goes on to explain, “If a consumer figures something out or discovers it on her own, she’s a thousand times more likely to believe it than if it’s just something you claim.”
 
So the big question is, how do you craft marketing messages to spark discovery rather than making braggadocios claims?
 
I will answer through illustration. The best movies, best books, best experiences are those that tease. A tease is giving you bits of information without telling you everything. Think about your favorite teachers, favorite preachers, favorite authors. They all give you pieces, stories, colors, textures just enough to excite your interest and keep you engaged.
 
Great marketing is the art of using just enough data, story, and experience to create interest without delivering the climactic punch line. Who wants to hear a joke when the punch line is delivered too early without any setup?