根据我最近举办的研讨会，这一直是我的客户的头号问题，但很明显，了解不断发展的业务发展（BD）模型和文化的重要性更大。在过去的几年中，大多数公司都问，如果不需要，员工会积极参与公司的BD努力。CEO需要更好地了解当前的BD模型，哪些模型最适合其公司。
Let’s take a look at two of the more common ones, the Rainmaker and Seller-Doer (or Doer-Seller) models, as well as what’s best described as a firm-wide BD culture, in which all staff are expected to contribute to BD efforts. In many firms, elements of more than one model may be combined, particularly the Rainmaker coupled with the Seller-Doer.
造雨人
使用Rainmaker模型的公司依靠一些“有天赋的”卖家来吸引大部分公司的工作。它通常涉及造雨者降落一个大型的“尸体”，该公司将在未来几个月内进食。在某些情况下，造雨者是一名全职销售人员，不可征收工作。或者，它可能是具有低利用率目标的技术专业人员，他表现出强大的BD敏锐度，并且无法与潜在客户联系。
Many smaller firms have flourished by embracing this model, often with the founding principal as the rainmaker. Firms can thrive for several years employing it. However, the long-term limitations soon become apparent, and even in a robust economy, growth can hit a wall. Those limitations include:
- BD文化依靠一些人来使该公司工作中的狮子份额“启用”组织的其余部分。其他人开始认为BD不是theirjob; it’s the rainmaker’s job.
- Rainmakers may breed resentment because their role and how they’re measured are not well understood, not well defined and often poorly messaged throughout the organization.
- Firm growth is limited by the amount of work that one person (the rainmaker) can bring in the door.
- The firm is at risk if rainmakers leave because relationships and institutional knowledge often depart with them.
卖方做
In the last few years, I’ve observed an increasing level of debate and doubt surrounding the Seller-Doer model. Often, firm leaders become frustrated with the reality that many seller-doers prefer the “doing” to the selling and want little to do with proactive BD initiatives. In addition, it can be difficult to develop and track meaningful goals and metrics for seller-doers, and even more difficult to hold these folks accountable, given their dual roles as doers and sellers.
Most industry firms adhere to some level of this model, with varying degrees of success. In this model, project managers, client leaders and other mid- and senior-level professionals are responsible for selling and doing or managing project work (most often with past or current clients). Utilization targets for most seller-doers range from 25% to 75%, depending on their degree of involvement in the selling process and the extent to which they manage versus do project work. Seller-doers are the lifeblood of A/E/C firms, and the best ones:
- 了解有关其客户和客户宇宙的一切；
- 是聆听客户的硕士学位，了解客户目标以及他们如何衡量成功，并通过出色的服务满足客户的满足；
- Are viewed as a “trusted adviser” by their clients.
卖方做model has its limitations, too. The primary drawback is that seller-doers often focus their efforts on past and current clients. That means the depth and diversity of a firm’s client base is often insufficient to sustain growth, particularly when competition is strong.
该模型的功效与卖方文化的驱动和建模的程度最紧密地联系在一起，以及是否向卖方选择提供了定制的BD技能建设培训。根据个人的舒适度和技能水平，“一定大小的全部”训练方法通常无法承认有必要采取不同的方法。
整个BD文化
Within the past five years, there has been a significant movement industry-wide to inculcate a firm-wide BD culture—one that acknowledges that it is everyone’s responsibility to contribute to the firm’s BD effort. This is due, in part, to firms recognizing the limitations of the Rainmaker and Seller-Doer models. Further, many Gen Yers and others in the firm increasingly want to enhance their career growth by taking on new challenges and roles so as to avoid being pigeonholed.
当我说everyone’s责任，包括行政，财务和会计以及人力资源人员，项目人员等。在创建这种文化时，每个经理都应与他们的直接报告合作，以定义个人，定制的BD捐款与每个员工的贡献：
- Position and career juncture;
- BD敏锐度；
- Personality;
- 利益。
启动整个BD文化的重大挑战是确定这些定制的贡献并吸引所有人参加。佛罗里达州奥兰多市TLC工程建筑业270人咨询工程公司总裁Debra Lupton说，她的公司正在努力实现这一目标。她说：“我们组织中的每个人都可以为我们的BD努力做出贡献。”“面临的挑战是了解全部服务，并提出适当的后续问题。”
您的公司中有什么工作（或不起作用）？您需要找到在这些艰难时期满足您需求的BD的正确组合。
