RSW/US has helped 300+ agencies build disciplined new business programs since 2005. These articles cover outsourced prospecting, pipeline strategy, and what separates agencies that grow from those that stagnate.

2025 RSW/US Survey Report – Rolling Into 2026. . . What to Expect/What To Do

This report was developed by our team at RSW/US.

We’re the leading outsourced business development and lead generation firm dedicated exclusively to serving software, marketing services, professional services firms, and ad agencies of all sizes and specialties.

Since our founding in 2005, we’ve partnered with firms across the globe, acting as their go-to outsourced sales and marketing team.

Learn more about our RSW/US outsourced business development programs at www.rswus.com.

2025 RSW/US Survey Report - Rolling Into 2026

About the Report

The 2025 RSW/US Survey Report: “Rolling Into 2026…What to Expect/What to Do” was conducted with senior-level executives across a range of marketing
services and other professional services firms during August 2025.

While the past 24+ months have been challenging, there are both positive signs of improvement for the industry, and a few wake up calls outlined in our report.

We break down what’s happening and how to tackle it.

All our content is made actionable for your benefit.

Key Report Highlights:

  • Pipeline Crisis: 93% of Marketing Services and Professional Services Firms Say Their Growth Engine Isn’t Strong Enough.
  • Referrals remain inconsistent: While 75% cite referrals as their best lead source, RSW/US warns that relying on them is unsustainable. Without disciplined outreach, firms risk being blindsided when referrals dry up.
  • Prospects Are Ready 45% of firms say prospects are getting more serious about making changes Only 20% of firms disagree – the tide is turning.
  • AI adoption outpaces strategy: 77% of firms are already using AI for business development, and 80% plan to expand, but the report cautions that firms leaning too heavily on AI will generate generic, undifferentiated output.
  • In-house competition is steady: Nearly half of respondents said in-house marketing teams remain unchanged, signaling that agencies must sharpen their positioning to win overflow or specialized work.
  • Productization is rising: 62% of firms are packaging services into productized offerings, with 86% planning to increase this approach as a way to simplify decisions for prospects and scale profitably.

There’s work to be done, but with a plan in place, there will be opportunities for more new business.

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Talent Isn’t Enough - Lessons From The Replacements on Why Firms Fail to Grow

Talent Isn’t Enough: Lessons From The Replacements on Why Firms Fail to Grow

Have you ever heard of the band The Replacements? (and if your first thought was, “that’s not a band, that’s a Keanu Reeves football movie”, then I am instantly sad). 

I’m guessing roughly 50%, probably more of you, have not. 

And that lays out the main point of my post right up front. 

They were a legendary band out of Minneapolis, who wrote some of the best rock/power pop songs of all time. (Don’t throw things, Beatles Fans, or Stones fans, or even Big Star fans.) 

And they sabotaged themselves at almost every turn. 

So this wannabe music journalist is going to explain to you how ad agencies and professional services firms often do the same thing to themselves. 

A lot of firms out there have amazing chops, but their prospects won’t ever know. 

So who are the Replacements? 

Quick intro to set the stage (thanks for the summary, Perplexity!): 

The Replacements were an influential American rock band formed in Minneapolis, Minnesota, in 1979. Originally rooted in punk, they evolved to become pioneers of alternative rock in the 1980s, known for their raw, heartfelt songwriting and notoriously raucous, unpredictable live shows. The core lineup featured Paul Westerberg (vocals/guitar), Bob Stinson (guitar), Tommy Stinson (bass), and Chris Mars (drums). Their critically acclaimed albums, including Let It Be and Tim, cemented their status as cult icons. The band was active from 1979 until they disbanded in 1991, later reuniting for select periods in the 2000s and 2010s. 

And before we jump in, one point where most agencies are (ideally) NOT like The Mats: 

Profuse amounts of alcohol.  

Up until roughly the last tour (which was amazing) and the reunion, these boys drank, a lot, onstage and off. 

That certainly was a rather large part of their self-sabotage, so I’ll put that aside for the rest of the post, but it was a contributing thing.

So why are many firms like The Replacements? 

Talent Isn’t Enough: Lessons From The Replacements on Why Firms Fail to Grow

Early refusal to do “real” videos

As The Replacements started to become indie darlings (sort of), 1986 was, of course, a ripe year for MTV. 

Just a small list to give you an idea/remind you of some of the biggest videos of that year: 

  • Peter Gabriel – Sledgehammer 
  • Dire Straits – Money for Nothing 
  • A-ha – Take On Me 
  • Madonna – Papa Don’t Preach 
  • Whitney Houston – How Will I Know 
  • Janet Jackson – Nasty 
  • Bon Jovi – You Give Love a Bad Name 
  • Talking Heads – And She Was 
  • Run-D.M.C. & Aerosmith – Walk This Way 
  • Prince & the Revolution – Kiss 
  • Robert Palmer – Addicted to Love 

( Damn!)

The Replacements seminal album, Tim, came out that year, and the record company wanted a video for the single, “Bastards of Young”, and the band did not want to do it, or videos at all, at that point. 

Paul Westerberg had famously (infamously) written the song, “Seen Your Video” on their 1984 album Let It Be with these lyrics: 

All day, all night, all music video 

Seen your video, that phony rock ‘n’ roll 

We don’t want to know, seen your video 

No one can really know if a “proper” video would have helped The Mats (the nickname was shortened from The Placemats, a joke on their band name, which stuck because it fit their sloppy, irreverent, self-deprecating vibe. And they leaned into that anti-image.) but it probably would have helped sales. 

Ad agencies and professional services firms have failed to promote themselves or create thought leadership content for decades now 

Has it gotten better in the 20 years RSW/US has been in business and driven business development for firms in the ad and marketing industry?   

Yes, I’m happy to report. 

But there are still so many small and mid-sized firms especially that have this mentality: “we don’t have the time”, and “we don’t really need to put ourselves out there to get new business”. 

It’s never been easier to create content that shows your prospects your expertise. 

And with all the (free) research tools out there and inexpensive, or even free tech/platforms out there to create and execute content, there’s really no excuse. 

Again, did you know who The Replacements were when I asked up at the top?  

Exactly. 

(Side note, The Mats hilariously compromised, if you want to call it that, and did a video that was largely just a shot of a speaker playing the single that pulled back over time. I had to include it) 

Blowing Key Live Shows 

The Mats were know for either legendary shows that were as close to perfection as possible, or bizarre, drunken debacles. 

A few quick examples:  

  1. SNL appearance: 1/18/86

They were invited last minute to replace the Pointer Sisters, strangely.  

They had a solid, taped rehearsal and then the drinking began. 

Live and on air, singer and guitarist Paul Westerberg swore off-mic and the band was felling no pain, as it were.

To cap it off, they trashed their hotel room after the show, causing $1,100 in damage.  (I actually don’t think they played particularly badly, you can see it here.) 

But they were summarily banned from SNL for life! 

2. Sire showcase- 2/4/86 

The Replacements had just signed to Sire Records (the label known for Madonna, Talking Heads, and The Ramones).

Sire was giving them a big industry push, and they were invited to play a showcase for industry execs and press, basically their shot to prove they could be the next breakthrough band. 

 Instead of treating it like a career-making opportunity, they did what The Mats often did: 

  •  Showed up drunk (or got drunk onstage). 
  •  Played sloppily and deliberately tanked songs. 
  •  Mocked the audience instead of winning them over. 
  •  Covered random tunes half-heartedly rather than sticking to their own setlist. 

By all accounts, it was chaos.

One journalist later said they were “a band that could play the greatest show you’d ever seen or the worst show you’d ever seen, sometimes in the same night.” 

Ad agencies and professional services firms tend to pick and choose what prospect meetings they actually prep for, or just decide to wing it.  

Look, life happens, and clients do need to come first, but we’ve seen way too many instances of firms not doing even the modicum of prep that they should for first prospect meetings. 

Just like the content example above, there’s really no excuse for not doing basic prep work. 

(And there’s a third show example, which I witnessed, and I just have to mention: I grew up in Nashville, and in 1989, I was excited to see The Mats open for Tom Petty at Starwood amphitheater, for what should have been an incredible double bill.  Well, Tom petty fired The Mats that night. 

Here’s why, from The Bitter Southerner blog: 

Earlier that day, the Replacements had broken into Petty’s bus and stolen several dresses from Tom’s wife, Jane. They wore them on stage for the set, which was by far the worst and most chaotic of the many Replacements shows I had seen. 

 At one point, lead singer Paul Westerberg told the crowd, “Last night, Tom Petty said that if we f**k up again, we’re fired. F**k you, Tom Petty. And f**k you, Nashville.” 

 Then, they played an instrumental version of Lou Reed’s “Walk On The Wild Side” for about 10 minutes before leaving the stage 20 minutes before their scheduled time. 

 The Heartbreakers came out 20 minutes early and told the crowd, “Since the opener didn’t bother to finish their set, we’ll play a little extra. Because we care!” Then, they pulled out a scathing version of The Clash’s “Should I Stay Or Should I Go.”  

I should also point out that I believe the drummer, Chris Mars, fell off his drum stool at one point. Yikes.

Lineup chaos & self-sabotage 

The Replacements were infamous for lineup changes, switching drummers, or unraveling under their own antics.

It was unpredictable, and momentum was always being reset. 

(To be fair, the bass player, Tommy’s brother, Bob was fired for drug/alcohol use, which was kind of like Guns and Roses drummer Steven Adler getting fired for the same reason, how bad did it get comparatively? (Bob’s story is actually a sad one, and he was very talented.) 

Agencies do the same thing when they start a biz dev push, then abandon it after a few months, or when new leadership scraps an approach without giving it time to work.

That inconsistency kills traction. 

Here Comes A Regular

At the end of the day, much of the Replacements self-sabotage can be attributed to pretty severe anxiety and doubting their own talent, something all of us have probably experienced to varying extents. 

Regardless, there’s so much in these examples that could have been prevented.   

The Mats came up with R.E.M, who went on to arguably become the biggest band in the world for a time. 

If you and your team have the Replacement’s talent, don’t squander it by not putting some effort into biz dev and getting your name consistently in front of your prospects. 

Addendum: The Mats went on to play excellent, sober shows on their last tour and reunion tour, and I’ve met Tommy and Paul, and they couldn’t have been more appreciative and friendly. I hope I didn’t talk you out of listening to their albums, they are amazing. 

Under The Hood Agency Interviews: Jessica Savage (DS+CO)

Welcome to another episode of “Under the Hood,” an interview series designed to shine a light on how agencies think, and how they deliver value to their clients.

In each episode, RSW/US Founder & President Mark Sneider, will interview an agency principal, discussing a wide variety of topics.

Today’s interview features Jessica Savage, President & CEO at DS+CO (formerly Dixon Schwabl + Company).

DS+CO is a women-owned marketing agency focused on curiosity-driven, human-centered ideas that drive brand connection and results.

They prioritize diversity, inclusion, and fairness, creating a culture where all voices are valued.

Recognized by Fortune as a top workplace in advertising and marketing, DS+CO is committed to progress through creativity and community.

In this interview with Jessica Savage, we discussed a wide variety of issues:

  • Overview of DS+CO and how they deliver value to clients
  • Common reasons marketers look for new agency partners
  • Importance of agencies staying relevant and adaptive to client needs
  • Role of communication and client satisfaction in maintaining relationships
  • Characteristics of a successful partnership
  • Building trust, collaboration, and shared risk-taking
  • Long-term relationships and maintaining connection even when projects pause
  • Transition to new leadership at DS and Co.
  • Maintaining culture amid industry change
  • Attracting and retaining creative talent in a changing work environment
  • The impact of technology and AI on marketing agencies
  • Proactive trend-spotting and idea generation for clients
  • Importance of curiosity and staying connected to client business goals
  • Creating psychologically safe spaces for open communication
  • Continuous learning and innovation as essential practices

Thanks Jessica, for a great interview!

GEO Explained: What It Means for Your Business Development Strategy

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Optimizing for AI search is one part of a broader new business strategy. For the full picture, our agency business development playbook outlines the complete set of tactics agencies need to grow in 2025.

Hiring a Rainmaker? Bring an Umbrella.

We hear it from agency leaders all the time: “We thought we found the right person, but a year in, we were back to square one.”

According to our latest survey report (RSW/US 2025 Professional Services New Business Survey Report),

nearly 60% of internal new business hires at agencies don’t make it past two years.

And a bit more concerning?

35% don’t even last a full year.

One agency principal told us landing the right new business person felt like “a lucky strike every now and then.”

But it’s not just luck, there are clear patterns behind why so many of these hires don’t work out—and even clearer ways to avoid the same pitfalls.

Why Most Internal Hires Fall Short

There’s rarely a single cause when a new business hire doesn’t succeed. But some common red flags came up regularly in our research:

  • Many candidates have experience selling products—but not services, which require a different approach.

  • Agencies often set unrealistic expectations without offering real support.

  • Some hires are expected to build lists, develop messaging, and run outreach completely on their own.

  • Outreach is inconsistent or poorly targeted, which leads to missed opportunities and demoralization.

And unfortunately, some hires are simply set up to fail.

One respondent admitted, “We basically set it and forgot it.”

Hiring a Rainmaker? Bring an Umbrella.

If You’re Hiring for New Business, Be Ruthlessly Specific

This isn’t a role you can afford to fill halfway.

If you’re planning to bring someone in-house to drive new business, here are four critical things to look for:

1) Services Experience Matters

Selling services is very different from selling a product.

You’re not offering something people can touch or trial—you’re selling ideas, outcomes, and trust.

Candidates without experience in the services space often underestimate how nuanced and consultative the process needs to be.

2) Job-Hoppers Can Raise Flags

While it’s true that sales professionals, especially in our industry, do move around more frequently, a pattern of short stints should be looked at carefully.

Building a new business pipeline takes time.

If a candidate hasn’t shown staying power, you risk hitting reset before they’ve had the chance to make an impact.

3) They Should Know How to Write Compelling Outreach

Have them craft a short email to a hypothetical prospect.

Can they make it specific, persuasive, and relevant?

Outreach is the front line of your new business effort—if they can’t clearly communicate your value proposition in writing, they may not be ready to represent your brand. (Granted, they don’t work there at this point, but even at this very early stage, they should be able to articulate your value prop.)

4) And They Should Ask Smart Questions—Lots of Them

Successful new business people are naturally curious.

They should want to understand your agency’s positioning, challenges, and goals.

If a candidate doesn’t come prepared with questions—or doesn’t follow up with more as the conversation unfolds—it could be a sign of a lack of interest or preparation.

Hiring the Right Person Is Only the First Step

Even the strongest hire will fall short without structure, support, and leadership involvement.

  • Don’t “set it and forget it.” Build regular check-ins into your process—weekly at first, then biweekly or monthly as things ramp up.

  • Stay accessible. Make it clear you’re available for input and collaboration, not just to review KPIs at the end of the quarter.

  • Foster a partnership. When leadership is engaged, new business efforts are more focused, consistent, and successful.

Final Thought

If hiring an internal new business director is the route you’re taking, be intentional at every step.

From vetting and interviewing to onboarding and supporting, success depends on far more than finding a good resume.

New business is hard—but it doesn’t have to be a coin toss.

Virtually every marketing agency or other professional services firm we speak to here at RSW/US tells us that their firm started and was built on a solid referral base.

In our most recent professional service new business survey, we found that 73% of firms rely on referrals for new business.

Most of the firms that come to us looking to learn more about our outsourced new business programs do so because they are experiencing slow-downs in what historically was their #1 source for growth.

So why are the things that built your business gradually heading south?

  1. Increased Competition & Digital Noise
    Clients now have access to more providers who are calling and emailing them, content, and information online. They’re less reliant on personal recommendations and more likely to do their own research.
  2. Changes in Buyer Behavior
    Buyers of professional services—especially in B2B—are increasingly relying on the outreach from vendors, digital channels, reviews, and thought leadership over word-of-mouth.
  3. Generational Shifts
    Younger decision-makers tend to place less emphasis on referrals and more on independent online validation (like websites, case studies, social proof, etc.). Being ready with those when reaching out to a prospect is key to providing the right kind of validation a younger buyer might need.
  4. Niche Specialization
    As more firms specialize, fewer general referrals are applicable. A contact might refer you for one need but not know you’re a fit for another specific issue.  Making your clients and past clients aware of the variety of things you do can help you better drive more referrals that make sense for your business.
  5. Longer Sales Cycles
    Referrals often lead to conversations, but decision-making timelines are getting longer, making it feel like referrals aren’t producing results.
  6. Risk Aversion & Procurement Controls
    Larger companies are using formal procurement processes, which reduces the power of informal referrals. If you can avoid procurement, do it!

So what to do?

Here are three things that come to mind as central to building your business in the post-referral world:

Investing more in thought leadership, content marketing, and SEO
Getting (and keeping) your company’s name in front of prospects and putting yourself in a position of expertise will help separate out your brand from others like it on the market.  While work like this can drive inbound leads, it’s not an automatic, so using this content to support an outbound effort is an excellent way to push your message/value in front of prospects.

Building stronger client success programs to retain and grow existing relationships
Building from within is equally as important as building from without the four walls of your firm.  In this recent post on Organic Growth, I talk about some of the questions you should be asking yourself as you work to find new opportunities within the clients you currently have.

Creating strategic partnerships and alliances rather than relying solely on client-to-client referrals
Whether than alliance is with a group like ours that supports its clients with our outsourced new business development programs, or something as simple as an alliance with an association that can provide speaking, content, and relationship building opportunities, establishing partnerships like this can make it easier to grow your business.

What do the next 3-5 years look like?

Things aren’t going to get any better for the referral world.  With companies cutting back on the number of employees they carry, companies buying up other companies at a faster clip these days, and the lightening speed with with technology is changing the way your prospects gather information, the traditional referral might just go the way of the ages old rolodex.

So be proactive in how your manage your engagement with the people you want to work with.  Don’t just rely on them to make the move.  You have to take control and guide the conversation to help your prospects realize the great value you can bring to them. But that said, you need to do it in a meaningful and relevant way.

Need Help?

If you’re looking for some perspective or an assist in the world of new business, we’re more than happy to talk and help.

In a recent article published in Inc. Magazine by Arthur Fleischmann, the former group CEO of Ogilvy/country lead of WPP Canada, Arthur talks about all the panic about AI and it being the root cause of the demise of agencies is like blaming the cow that didn’t kick over the lamp in the Great Chicago Fire.

AI is rocking our world, there’s no question about it.  But as Arthur states, AI won’t be the arsonist.

And those that master it and take control of it and know how to take what it gives you and make it even better, will begin to win the day.

AI is only as good as the human on the receiving end.

It’s about knowing the right prompts, focusing on defining clear goals, gathering and analyzing relevant data, selecting the right tools and of course, continuously monitoring and adapting one’s approach.

But all that said, Arthur points out that winning the day requires agencies to be more than just marketing agencies. They need to be partners in their clients’ businesses.

We’ve been telling our clients this for years.

In our “Getting to Close” webinar we give to new clients to help them best operate in our lead generation/outsourced new business world at RSW/US, we tell clients to not just think about the relationship as one that revolves around creative and communication assignments.

Make it one that centers on the business of the client at hand.

How can you make their world better with the work you do, the smarts you have, the strategic support you can provide.

According to Fleishmann, the other things he suggests agencies need to consider are the following:

  • Master behavioral science. He suggests that these aren’t buzzwords, they’re the accelerants of decision-making.
  • Mind your C-E-Os. The CEO is the ultimate decision-maker.
  • Think sprints, not marathons. Skip the long decks and endless meetings.
  • Embed change management. Map new workflows, reward early adopters, and treat each launch like a mini-merger.

In our latest new business survey report while 49% of professional service firms say the volume of new business opportunities have held steady, 40% stated that the value of those opportunities have dropped.

Making a relationship less about the tactical things you can do and focusing more on the things that Fleishmann says are important in a growing, healthy relationship, is the preventable way to avoid extinction.

 

Sales Cycles Are Longer - You Need a Follow Up Plan

You finally get the meeting.

It goes well. Good energy. Smart questions. Maybe even a personal connection.

And then… silence.

If that sounds familiar, you’re not alone.

According to our 2025 Professional Services New Business Survey,

78% of firms say it takes up to six months to close a deal after the first meeting.

This is actually not new, but what is new is that percentage being as high as it is.

That’s a long-ish window between “nice to meet you” and “let’s move forward.”

But it’s also an opportunity to reinforce your value and your thinking after getting in the door, which is the hardest part.

You’re Not Signing The Contract In That First Meeting

Many firms assume a strong initial meeting will naturally lead to next steps.

But prospects are more cautious at the moment.

The result? Your “yes” may quietly turn into a “not now”, unless you stay on their radar.

Why Prospects Go Quiet

It’s not always about interest.

Sometimes it’s bandwidth, internal delays. or it’s simply this: you didn’t give them a reason to keep engaging.

What most firms do after a first meeting:

  • Send a proposal (and wait)

  • Follow up once with a “just checking in” email

  • Effectively stop reaching back out because they think a) we don’t want to bother them or b) we don’t have anything effective to share

What prospects actually need:

  • Relevance

  • Reassurance

  • A reminder that you’re thinking about their business

Sales Cycles Are Longer - You Need a Follow Up Plan

How to Stay Visible Without Being Pushy

Here are a few things we recommend (and do) for clients to keep momentum going between meetings:

  • Share something timely. Could be an ongoing newsletter if that already exists, but often it’s not something you have. So, a smart POV, article, or trend they’ll actually care about are ideal.

  • Offer a new thought. Reference something from your meeting and build on it (because you took notes in  that meeting, right?: “I’ve been thinking about what you said around X, here’s a potential angle.”

  • Show your value. Share a case study or example of how you solved a similar challenge for another client.

  • Mix your channels. Don’t rely on email alone. A quick LinkedIn touch, short video, or even a handwritten note can go a long way.

Each follow-up should remind the prospect why you’re relevant, this is what it’s like to work with us before you ever do—without asking them to “buy” just yet.

The Bottom Line

Six months might sound like a long time to stay top of mind, but you have to be prepared for that. Sometimes it’s longer.

The firms that win aren’t just the ones who show up well at the first meeting.

They’re the ones who show up again and again, with something to say (although say it as briefly as you can).

(Which is what we help firms do at RSW, BTW.)

So the next time a great meeting goes quiet?

Don’t freak out.

You need a follow up plan.

When Outreach Falls Flat: What 58% of Firms Are Struggling With

When outreach falls flat: If getting in the door with prospects feels more difficult this year, that’s because it is—but it’s not insurmountable.

From our 2025 Professional Services New Business Survey Report,

58% of professional services firms say the biggest challenge right now is either “fewer opportunities” or “harder to break through.”

Yes, it’s crowded out there (having said that, always has been to different extents).

But the good news is, with a few smart shifts in how you position and follow up, your firm can stand out.

Here’s  our breakdown of the data—and how you can use it to your advantage.

Breaking Through Isn’t Just About Volume

It should not be a newsflash to you that the market has changed.

And many firms are still relying on volume—mostly more (and only) emails—hoping something sticks.

But prospects are more cautious, distracted, and slower to decide, at least for now.

That means your messaging has to be sharper and more relevant than ever.

Leading with “what we do” isn’t enough.

You have to lead with their business challenges, and to an extent what they’re feeling (although be careful here, it can get fluffy)—and how you can help them move forward.

When Outreach Falls Flat: What 58% of Firms Are Struggling With

Ghosting Doesn’t Always Mean “No”

But it sure is frustrating as hell.

Now that I have that off my chest, another stat that stood out?

16% of firms say their biggest obstacle is when prospects go dark after a meeting.

In our experience, silence post-meeting doesn’t always mean disinterest.

Often, it means the ball’s in their court, they’re busy, or the timing’s fuzzy.

The mistake many firms make: they disappear too, or follow up with empty “just checking in” messages.

A Few Things You Can Do Right Now

Let’s get practical. If your outreach and follow-up are feeling stale—or just not converting—try these:

  • Audit your positioning. Are you speaking to outcomes, or just listing services? Does your outreach lead with value or with a pitch?

  • Warm up your warmest leads. Past clients and first-level LinkedIn connections are often the fastest path to traction. Don’t overlook them.

  • Add value between meetings. Share a timely article, a recent win, or a relevant insight. Keep the conversation going in a helpful, not pushy, way.

  • Make the next step clear—before the meeting ends. Admittedly, this is sometimes tough, but even if the second meeting conversation gets tabled, ask and establish when you plan to follow up.

One More Thing

You don’t need a complete overhaul, small adjustments can lead to big wins.

And yes, it’s harder to break through, but we’re still seeing forward momentum.

Outreach falls flat typically because there’s not a consistent, new business engine within the firm.

(And a small plug: At RSW/US, we help firms sharpen their positioning, build better pipelines, and follow up in ways that actually move things forward.)

Breaking through may be harder right now—but that’s exactly what makes it a competitive advantage when you do.

It’s no secret that referrals are often the most common source of new business for professional services firms.

While referrals are an important resource, so too is outbound marketing (email, phone, mail, social) and so too is organic growth.

In our most recent survey, 73% of professional services firms stated that they get most of their new business from referrals.

The problem with referrals is they eventually start drying up and becoming less of a reliable source for new business.  That’s why proactive outreach via outbound and/or building from within your existing client base is so important.

“Networking” is typically believed to be the next most common source for new business, but reality is the next most common source is “business from existing clients”.

51% of respondents stated that their next most common source is organic growth from existing clients.

I’ve been operating in the new business space for the past 20+ years and it’s much more common for me to hear about “referral programs” than it is for me to hear about “organic marketing” targeting existing clients.

It’s no surprise as 63% of professional services firms feel they are only “somewhat” or “not at all” effective at generating organic business.

And 75% of firms believe that their clients are not aware of all the things they can potentially do for them.

And lastly, 55% of professional services firms believe they could generate significantly more business if they were proactive with existing client.

So what’s the problem?

Why don’t more firms work their existing clients to generate more new business?

The answer is three-fold:

  1. They don’t have an organized strategy and plan to do it.
  2. They haven’t properly trained their people on how to best do it.
  3. And they don’t have the right cadence of messaging and marketing to make clients take notice.

So what’s a firm to do?

Put an outbound program together so you have a more reliable source for a pipeline of opportunities AND put a plan in place to win more business from existing clients.

As yourself:

  1. Who are my best sources for new business?
  2. What do my clients know and not know about what I can/can’t deliver?
  3. What are the skill sets of my account team and how can I best train them to be more of a gatherer/hunter type?
  4. How do I (or should I) incentivize them so it’s part of their psyche?
  5. What do I want my people saying to clients, sending to clients, and how often?

Drop us a line and we can talk through how to create a great program that can drive significant increases in revenue from existing clients (info@rswus.com).