A Written Sales Plan gives Confidence to General Contractor to hire a Business Development Professional
Background and Challenge:
A 2nd-generation, regional General Contractor wanted to grow his business and to hire a business development professional to find new opportunities. Historically, business development was the responsibility of the President and the VP of Estimating, so the Company needed to define the expectations for the BD role to ensure success. They turned to BluePrint Consulting for help.
Approach and Recommendations:
We worked with our client to clarify the long-term vision for the company, define 1, 3 and 5-year sales goals, and to document a sales process that could direct and measure progress toward the goals. With consensus around the sales plan, we were able to define the needs and expectations for the BD Role from which a clear position description and compensation package were developed.
Results:
With a clearly documented sales strategy, plan and process, leadership had the confidence to look for the right person to fill the Business Development Position. Adoption of a weekly, monthly, quarterly and annual meeting process has supported execution of the Plan and gave the team the tools to work through 'growing pains' and to focus on meeting the goals. The team has achieved the sales goals for 3 consecutive years.
A 2nd-generation, regional General Contractor wanted to grow his business and to hire a business development professional to find new opportunities. Historically, business development was the responsibility of the President and the VP of Estimating, so the Company needed to define the expectations for the BD role to ensure success. They turned to BluePrint Consulting for help.
Approach and Recommendations:
We worked with our client to clarify the long-term vision for the company, define 1, 3 and 5-year sales goals, and to document a sales process that could direct and measure progress toward the goals. With consensus around the sales plan, we were able to define the needs and expectations for the BD Role from which a clear position description and compensation package were developed.
Results:
With a clearly documented sales strategy, plan and process, leadership had the confidence to look for the right person to fill the Business Development Position. Adoption of a weekly, monthly, quarterly and annual meeting process has supported execution of the Plan and gave the team the tools to work through 'growing pains' and to focus on meeting the goals. The team has achieved the sales goals for 3 consecutive years.
