OK, since you asked...
If I were to ask "how do you design a water treatment system?" some of you could describe this in great detail. But how do you sell (i.e."market") your water treatment engineering services? There is not one answer to this question. It is a process... (As quality Guru, Deming, said, "If you can't explain what you do as a process, you really don't understand what you're doing.")
Like the water plant, it starts with collecting a "reservoir" of contacts, opportunities, leads, "suspects." How you go about doing this depends on your business: are you a solo operator or a $100M engineering firm? Regardless, you need a constant stream of potential opportunities. There are many strategies for filling your bucket with leads--word of mouth, writing papers, referrals, direct contact.... You need to pick a few strategies that what work for you and leverage your strengths and do them CONSISTENTLY. We need to be prospecting all the time. Create a system that tracks your activity and effetiveness in this area. (One strategy is to participate in online discussions, like this...)
The next step is qualifying, a step which many service firms forget. We tend to have the "1 to 2 to... 10" syndrome...1. I have a lead, 2. I can do that!....10. We write an expensive proposal. I don't mean qualifying you or your firm, but qualifying the opportunity. It is a target rich environment, and you want to spend your time on the best business, not just any business. Create an "ideal client profile" and stick to it. I can show you how.
The next stage is to cover the bases on those opportunities you decide are in your ideal mix. Dig to learn about the requirements, develop relationships with all the key buying influences (users, technicality deciders, "buyers", final decisionmaker, gatekeepers, etc.), develop a coach...This is probably my best advice...Seek out or develop a coach, someone who can help you develop a winning strategy. You need a capture plan and strategy to capture each complex sales opportunity. Then you need to execute that strategy--leverage your strengths and eliminte your red flags. Sales (unlike marketing) is a contact sport. It is done between individual human beings. Writing the proposal is a necessary, but not sufficient step for consistent success.
Evaluate at many stages in the process if you should stop investing. Once you have executed your strategy, if you still decide to pursue the opportunity, it enters the "best few" category. Now we need to do the actions needed to close the deal: proposal, presentation, best & final offer, negotiate, and close. At this point it becomes a "must win". Too often we are doing these activities on leads that are not qualified and with clients who don't know us. We find ourselves just another "qualified bidder" and as a result, the client picks the low bidded, since we have provided her no other way to differentiate.
Improving in sales requires 1. good relationship building skills, 2. skills in managing opportunities through this capture process, and 3. effective focus and investment in "key sustaining clients", those 10% of your clients that give you 80% of your business or more. These are skills that can be learned, just like calculus. But we didn't take these courses in engineering school, because we didn't sign up to be sales people, right?
If you'd like some additional advice about "reengineering your selling machine" see my website. I have many articles and book recomendations.
Rick Beauregard