This Is One Way You Become a Commodity

A few years ago I was helping an engineering firm prepare a proposal to what would have been a new client. A coastal city wanted to combine two smaller wastewater treatment plants into one new or expanded one. I was working with two seasoned engineers, both with over 35 years of experience. They were abundantly qualified to do the work.

Early in our discussions, I asked the question I typically ask when planning a proposal, "Why is the client doing this project now?" Despite having had a couple conversations with the client, neither of my collaborators could confidently answer the question. "Well, let's make sure we clarify what's driving this project next time you talk to them," I urged.

Another meeting with the client followed. We had prepared a list of questions we wanted answered, but somehow my question was never posed. When I later pressed the point that it was important to know the answer, one of the engineers responded in frustration, "What difference does it make? We can do the work!"

Unfortunately, his response is hardly unique. I've asked some variation of that question hundreds of times over the years without getting a satisfactory answer from the proposal team. It's symptomatic of a larger problem: The failure of many in the A/E industry to see the value of connecting their work to the client's higher-value strategic needs or business goals.

Need further evidence? Read your firm's project descriptions. Most I've seen do a poor job describing why the project was necessary or important. Instead they focus on the scope of work performed. How do you think the client would describe their project? Much differently, don't you think?

I once was responsible for marketing for a new national environmental company formed through the merger of six firms. I wanted to produce more meaningful project descriptions, so I divided the template for collecting project information into three parts: (1) What was the problem we solved? (2) What did we do? (3) How did we add value?

The company had some great projects on its resume—pioneering industry milestones, technology innovations, millions of dollars in savings for our Fortune 100 clients. Yet I was shocked to see how much my colleagues struggled to supply the project information I had requested. No problem with the scope of work, of course. But they found it difficult to associate the problems solved with our clients' business objectives. And many completely whiffed on the question about added value.

So, we're supposed to make the case that we're the best firm for the job, but we can't describe why our past clients benefited from hiring us versus any other environmental firm? That, my friends, is the fundamental definition of a commodity:

• A commodity is a product or service that is widely available and interchangeable with what competitors offer.

The fast track to commoditization is to be just another competent service provider. If you can't describe how you meet strategic needs, help solve business problems, or deliver added value—well, you're in good company. That's where most A/E firms reside. But, of course, the goal is to stand out in the crowd, not fit in.

That distinction could start by simply knowing the answer to the why question above. In other words: "How do we help our clients be successful?" No, really. Not the marketing slogan kind of commitment to enabling success. But real business solutions delivered through your technical expertise. If you're not routinely making that connection now, let me urge you to make it a priority. Want to brainstorm some ideas, no obligation? Give me a holler.