Increasing Revenue for Professional Service Providers 

In addition to increasing revenue from new clients, revenue can also be increased from existing projects with current clients:

Architectural & Engineering Firm: Bennett & Associates

Summary

Provided executive leadership and business development for an architectural and engineering firm that had landed a design contract that was worth almost 5X’s their average annual gross revenue.

• Provided organization and procedures to expand capabilities
• Repositioned company’s self perception from being an ‘anxious seller’ pre-contract signing to recognizing their value advantage post-contract signing when renegotiating contract with their client

Results

Added $3MM to the bottom line by negotiating a 10% mark-up for outsourcing all project related expenses and a price increase for change-orders, engineering team hourly rates and design team stationed at project site.

Background

Hired to perform COO & CFO responsibilities when Bennett & Assocs., an architectural and engineering firm secured a design project that was almost 5X’s their average annual gross. 

Analysis ● Insight ● Strategy ● Implementation ● Results

Analysis

• The enormity of the project required company reorganization, staffing, facilities, equipment, software, and assurance for financial stability.
• Original project contract did not include a markup for outsourced project related expenses.
• Initial cash flow and profit/loss analysis indicated the company would find it challenging to finance the project.

Insight

The magnitude of the project demanded the company’s full attention and the company could not focus on developing new business.

• Most likely source for funding to complete the project should come from the client.

Strategy

• Reviewed contract for missed revenue generating opportunities and presented those services to the client for additional costs.
• Encouraged company to aggressively maximize profit margins when negotiating change orders and new deliverables.

Implementation

• Approached client to renegotiate contract to include a 15% override for outsourced project related expenses.
• Reevaluated junior and senior level rankings for all staff assignments and increased hourly rates where appropriate
• Increased hourly rates for design team stationed at project site.

Results
$3MM added to bottom line:

• Client agreed to 10% markup for outsourced project related expenses adding $1.5MM to bottom line.
• Margins on increased services, change orders, and hourly rates added another $1.5MM to bottom line.

Client Acquisition for Large Companies

Building relationships is essential for projects that have a high value, are technically complex and require a long sale cycle.  The following demonstrates a novel approach for connecting with a multitude of quantified prospects at a single planned event:

Global Engineering & Construction Company: Sembcorp Marine (SCM)

Summary
Represented an international firm with low brand recognition in the USA

• Defined firmographics and target companies
• Enhanced & increased awareness for company’s Brand
• Introduced company’s value proposition employing innovative business development practices that established key relationships with decision-makers

Results

• Developed $135MM project within the first year
• Developed several multi-hundred million dollar contracts over 3 years
• Increased active client company base 6X
• Increased active client contacts from <100 to >1,500

Background
Provided representation services for Jurong Shipyard, now named Sembcorp Marine (SCM), a Singaporean fabricator of offshore oil & gas drilling & production facilities.

Analysis ● Insight ● Strategy ● Implementation ● Results

Analysis

• Initial strategic evaluation revealed SCM had low brand recognition in US
• 4 active accounts and <100 active contacts
• Major competitor had 60%-70% of worldwide offshore drilling rig market

Insight
Defined Value Proposition:

• SCM constructing new labor efficient fabrication yards in Singapore & Brazil
• New & larger yards expanded fabrication capabilities
• Automation assured quality control and streamlined operations

Strategy

• Crafted innovative outreach approaches to introduce value proposition to key players within core Firmographics

Implementation
Illustration of novel outreach:

• Initiated a ‘New Yard Technical Advisory Council
• Invited major drilling & oil & gas companies to prestigious Houstonian Conference Center to present details about the new yards under construction and seek their guidance for improvement for processes & systems
• Nine major drilling oil & gas companies attended two full-day sessions
• SCM’s CEO gave introduction presentation for new yards
• Processes & systems were presented by SCM’s department leads:
  • Engineering / Quality Assurance & Quality Control / Project Management / Planning / Health/Safety/Environment / Completion & Commissioning

Results

• Received $135MM project within 6 months from Diamond Offshore, a long time client of the major competitor
• Personal relationships were established with key players within targeted firmographics by SCM’s management team and department leads
• All companies attending became active clients

Building SCM Brand

Initiated marketing campaign that enhanced SCM brand and celebrated opening of their new yards.

Created a series of well received colorful graphics differentiating SCM from competitors, who typically advertised by posting aerial photos of their yards.

Client Acquisition for Small Companies

Small companies must employ strategic innovation to develop new clients, especially to win against larger competitors with much larger marketing budgets. The following demonstrates how a small service company developed a winning strategy:

Store Planning: Starnes & Oswalt

Summary
Representation for a retail fixture installation firm with minimal industry recognition.

• Crafted and implemented an innovative growth strategy that:
  • Enhanced & increased awareness for company’s brand
  • Defined firmographics and target companies
  • Introduced company’s value proposition employing innovative business development practices

Results

• Developed $1MM+ project
• Increased client company base by 50+

Background
Provided representation services for Starnes & Oswalt, a retail fixture installation company.

Analysis ● Insight ● Strategy ● Implementation ● Results

Analysis
Initial strategic evaluation revealed Starnes & Oswalt had:

• Low brand recognition in the industry
• A single national account
• Difficulty growing market share

Insight
Defined Value Proposition:

• Company had capability to perform work nationally
• My expertise for signage & wayfinding graphics added product extension to Starnes & Oswalt that previously only provided retailers fixture installation services

Strategy
Marketing Strategy:

• In collaboration with company VP of BD, crafted an innovative offering of selling and installing signage & wayfinding graphics along with fixtures to retailers

Implementation

• Defined firmographics, target companies
• Connected with decision-makers in target companies

Results

• Secured $1MM+ signing sale & installation project from Sofa Express

Retail Stores Need Store Fixtures & Graphic Images

Generating Value for Manufacturers

Manufacturers need to evaluate trends in the marketplace; find ways to be a low cost producer, sell at higher margins and find ways to develop new business.  The following demonstrates how marketing insight detected a trend helping establish the company as the leader in a new marketplace.

In-Store Visual Communications: Electra

Summary
Co-Owner of a manufacturing company that became the leading signing provider to retailers, brands & financial institutions.  Crafted and implemented an innovative growth strategy that:

• Enhanced & increased awareness for company’s brand
• Introduced company’s value proposition employing innovative business development practices

Results

• Developed $10MM+ annual revenue
• Grew from 5 employees to 135 employees (100 union workers & 35 administration & sales)

Background
Co-Owned (with brother) Electra, a signing & graphics manufacturing company.

Analysis ● Insight ● Strategy ● Implementation ● Results

Analysis

• Retailers were centralizing management of their stores
• Retailers wanted to have uniformed signing & graphics

Insight

• Retailers would require a large amount of dimensional lettering

Strategy

• Develop capability to mass produce dimensional lettering
• Quickly establish Electra’s brand to be first to market dimensional lettering to retailers

Implementation

• Crafted a marketing & industry media advertising campaign that established Electra as the leading signing provider to retailers & brands
• Electra industry bestselling book on impact of retail signing established Electra as leading authority of retail signing & graphics

Results

• Developed $10MM+ annual revenue
• Grew from 5 to 135 employees (100 union workers & 35 admin & sales)

Creative ads on back cover of publications built authority.