Marketing Readiness Quiz
In just 5 minutes, discover how well your firm is positioned to attract ideal clients, convert opportunities, and build a growth engine.
Quiz Progress
1 of 3 Steps
Attract
Positioning & Ideal Client Definition
1. Do you have a documented Unique Value Proposition (UVP) that clearly differentiates you from competitors?
A UVP goes beyond "quality & safety" to articulate your specific competitive advantage.
Yes, fully documented and used consistently
Our UVP is written, team-wide, and appears in all marketing materials
Partially — we have ideas but nothing formal
We know what makes us different but haven't documented or standardized it
No — we compete mostly on price, relationships, or reputation
We don't have a clear way to articulate why clients should choose us
2. Have you built a detailed Ideal Client Profile that defines the specific types of clients, projects, and relationships your firm is best positioned to win and deliver?
An Ideal Client Profile goes beyond "we do commercial work." It documents the project types, contract sizes, geographic markets, decision-maker roles, client values, and relationship characteristics that define your best-fit opportunities — so your team can focus BD efforts where they'll have the highest return.
Yes, clearly defined and actively used to qualify opportunities
We have a documented profile covering project type, size, geography, and client characteristics — and we use it to decide which opportunities to pursue
Somewhat — we have a general sense but nothing formal
We know who we like working with but haven't documented specific criteria or shared them across the team
No — we pursue most opportunities that come our way
We don't have defined criteria for our ideal clients and tend to chase any available work
3. Do you have a content strategy that consistently publishes thought leadership, such as case studies, project spotlights, or community impact stories, to position your firm as an authority?
This includes articles, case studies, CSR stories, LinkedIn posts, videos, or speaking engagements that showcase your expertise and community involvement.
Yes, we publish regularly using a content strategy and templates
We have a consistent cadence of case studies, project stories, or CSR content that reaches our target audience
Occasionally — we post when we have time but lack a system
We share content sporadically but don't use templates or follow a consistent strategy
Rarely or never — we don't prioritize content creation
We haven't invested in thought leadership, case studies, or storytelling content
4. Does your brand identity, including your website, logo, and visual presence, clearly communicate your firm's expertise and instill confidence in prospective clients?
A strong brand goes beyond a logo. Your website should load fast, look professional, clearly explain what you do, and make it easy for prospects to take the next step.
Yes, our brand and website are professional, current, and strategically designed
Our website clearly communicates our expertise, showcases projects, and drives inquiries
Partially — we have a website but it's outdated or doesn't reflect our capabilities
Our online presence exists but doesn't actively support business development
No — our branding is inconsistent and our website is minimal or nonexistent
We don't have a professional digital presence that represents our firm well
5. Have you identified and mapped strategic partnership opportunities with complementary firms, such as architects, engineers, or developers, that could generate mutual referrals?
A partnership map helps you systematically identify, prioritize, and cultivate relationships with firms that serve your ideal clients.
Yes, we've mapped our partnership landscape and actively cultivate key relationships
We have identified target partners, prioritized them, and have a plan to develop mutual referral relationships
Somewhat — we have some relationships but haven't mapped or prioritized them
We know people at other firms but haven't taken a strategic approach to partnership development
No — we haven't identified or mapped potential strategic partners
We don't have a systematic view of which firms could be valuable referral partners
6. Do you have a system for generating referrals from past clients and leveraging social proof, such as testimonials, reviews, and project endorsements, in your marketing?
A referral and social proof system means you proactively ask for referrals, collect testimonials, and showcase client endorsements rather than waiting for them to happen.
Yes, we actively request referrals and collect testimonials for use in marketing
We have a process to ask for referrals, gather testimonials, and feature social proof in proposals and online
Sometimes — we get referrals and occasional testimonials but it's not systematic
We receive referrals organically and have a few testimonials but don't proactively collect or use them
No — we don't have a system for referrals or social proof
We rely on word-of-mouth and don't actively collect or leverage client endorsements
Convert
Pipeline Management & Sales Process
7. Do you use a formal Go/No-Go assessment to evaluate rfps and opportunities before committing resources to pursue them?
A Go/No-Go assessment provides a scored, criteria-based framework to decide which pursuits are worth your team's time and resources.
Yes, we run every opportunity through a formal Go/No-Go assessment
We score each RFP against defined criteria before deciding to pursue
Informally — we discuss opportunities but don't use a structured assessment
We talk about whether to pursue but don't have a scored or documented evaluation process
No — we pursue most RFPs and opportunities that come our way
We don't have a systematic way to evaluate which opportunities are worth pursuing
8. Are your proposals focused on demonstrating value and ROI rather than primarily competing on price?
Value-based proposals emphasize outcomes, risk mitigation, and total cost of ownership rather than just the lowest bid.
Yes, we lead with value in every proposal
Our proposals clearly articulate the value we deliver beyond just price
Sometimes — it depends on the opportunity
We try to differentiate on value but often end up competing on price
No — price is usually the main factor in our proposals
We typically compete primarily on price to win work
9. Do you have a structured follow-up sequence for prospects after initial contact?
A follow-up sequence keeps you top-of-mind with prospects through planned touchpoints over time.
Yes, we have a documented follow-up process
We have planned touchpoints and templates for staying in contact with prospects
Somewhat — we follow up but it's not systematic
We try to stay in touch but don't have a formal sequence or cadence
No — follow-up is inconsistent or doesn't happen
We often lose track of prospects or don't follow up consistently
10. Do you use a preconstruction de-risking process to identify and mitigate project risks before submitting a proposal or starting work?
A de-risking checklist covers scope gaps, site conditions, schedule risks, subcontractor exposure, and other factors that can erode margins after contract award.
Yes, we systematically de-risk every project during preconstruction
We use a checklist or structured process to identify and address risks before committing
Somewhat — we review risks informally but don't have a documented process
We consider risks but don't use a comprehensive checklist or standard approach
No — we typically address risks as they arise during the project
We don't have a formal preconstruction de-risking process
11. Do you have a lead nurturing strategy that keeps your firm top-of-mind with prospects who aren't ready to buy today?
Lead nurturing means maintaining ongoing, value-driven communication — such as email campaigns, check-ins, or content sharing — with contacts who may become clients in the future.
Yes, we have planned nurturing campaigns for different prospect segments
We deliver ongoing value to prospects through email sequences, content, or scheduled touchpoints
Somewhat — we stay in touch with some prospects but it's not organized
We occasionally reach out but don't have a structured nurturing plan
No — if a prospect doesn't convert quickly, we move on
We don't have a system to stay engaged with longer-term prospects
12. Do you have a defined process for handing off qualified leads from business development or marketing to the sales/estimating team?
A clean handoff ensures that leads generated by marketing or BD are properly briefed, prioritized, and followed up on by the team responsible for closing.
Yes, we have a documented handoff process with clear ownership
Leads are formally transferred with context, next steps, and accountability assigned
Somewhat — leads get passed along but the process is informal
We share leads verbally or by email but there's no standard process or tracking
No — there's no clear handoff between BD/marketing and sales
Leads often fall through the cracks or sit without follow-up after initial generation
Scale
Systems, Metrics & Team Development
13. Are you using a CRM or pipeline management system to track opportunities?
A CRM helps you manage relationships, track deal stages, and forecast revenue systematically.
Yes, we actively use a CRM for pipeline management
Our team uses the CRM consistently to track and manage opportunities
We have one but don't use it consistently
We have a CRM or tracking system but adoption is inconsistent
No — we track opportunities in spreadsheets or not at all
We don't have a systematic way to manage our pipeline
14. Do you track marketing and business development kpis with regular reporting?
KPIs might include leads generated, proposal win rate, average deal size, and marketing ROI.
Yes, we have a dashboard and review metrics regularly
We track key metrics and use them to make decisions
We track some metrics but not systematically
We have some data but don't review it regularly or comprehensively
No — we don't track marketing metrics
We don't have visibility into our marketing and BD performance
15. Have you documented your marketing and sales processes so they can be executed consistently?
Documented processes include playbooks, templates, and standard operating procedures for key activities.
Yes, we have documented processes and playbooks
Our key processes are written down and can be followed by anyone on the team
Partially — some things are documented but not everything
We have some templates and processes but they're not comprehensive
No — processes live in people's heads
We don't have documented processes for marketing and sales
16. Do you have a structured post-project follow-up process, such as scheduled walk-throughs or check-ins, to retain clients and generate repeat business?
A post-occupancy walk-through program keeps you connected to past clients at key milestones, demonstrating ongoing commitment and uncovering opportunities for future work.
Yes, we have scheduled post-project touchpoints including walk-throughs
We follow a structured timeline for post-occupancy check-ins and use scripts to guide conversations
Sometimes — we check in with some past clients but it's not systematic
We maintain some relationships post-project but don't have a formal schedule or process
No — once a project is complete, we move on to new business
We don't have a structured approach to post-project follow-up or client retention
17. Do you have a formal training program and accountability structure to develop your team's business development skills?
This includes regular training sessions, coaching, role-playing exercises, and performance tracking for BD activities — not just technical skills training.
Yes, we invest in ongoing BD training with accountability measures
Our team receives regular BD-specific training and we track participation and outcomes
Occasionally — we do some training but it's not consistent or tracked
We've done some BD training but don't have an ongoing program with accountability
No — BD skills are learned on the job without formal training
We don't have a structured program for developing our team's business development capabilities
18. Do you have a documented strategic marketing plan that aligns your marketing activities with your business goals?
A strategic marketing plan — even a one-page version — defines your target market, key messages, channels, budget, and measurable goals so your marketing efforts are focused and accountable.
Yes, we have a written marketing plan that guides our activities
Our marketing plan is documented, shared with the team, and reviewed regularly
Somewhat — we have marketing ideas but no formal written plan
We know what we want to do but haven't documented a cohesive strategy
No — we don't have a marketing plan
Our marketing is reactive and unplanned
Almost There!
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