Philip Walcoff - "The Fast Forward MBA in Business Planning for ...

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Philip Walcoff - "The Fast Forward MBA in Business Planning for Growth"Page 40Figure 4.1Percentages of companies raising major marketing and salesissues.ing and sales. At first cut, this definitely appears to be a marketing and sales-category issue. Diggingdeeper, the real issue here is a lack of effective systems and processes in the marketing and salesoperation. Perhaps this issue should fall into the systems and processes category. As you review theissues presented, this issue (and a number of other issues discussed throughout this chapter and Chapter5) could be placed in more than one of the nine issue categories. Addressing the issue, regardless ofwhich category it falls into, is the important undertaking.The 18 major marketing and sales issues and the frequency with which these issues were raised arediscussed following.1. Haphazard approach to business development (80 percent). ''Our approach to business developmentis haphazard and uncoordinated; everybody's doing their own thing. There are no standard businessdevelopmentpractices and procedures in place."2. Insufficient sales staff (65 percent). "We lack sufficient business-development (sales) staff."3. Too busy to market and sell (60 percent). "We're too focused on doing theworkfile:///C|/Documents and Settings/gasanova/Local Settin...Forward_MBA_in_Business_Planning_for_Growth/e-book.html (50 of 219)16.02.2005 13:54:23
Philip Walcoff - "The Fast Forward MBA in Business Planning for Growth"Page 41instead of building our business; we don't have the time and/or inclination to develop business, and toofew key people are generating business."4. Not winning competitive bids (60 percent). "We are not winning our share of competitive proposals;we lack proposal-preparation skills, resources, systems, and methodologies."5. Lack diversification (55 percent). "We're not reaching all our market; we lack diversification of ourclient base (all our eggs in too few baskets), our geographical presence, and our product and serviceofferings."6. Lack market discriminators (50 percent). "We don't have any market discriminators or niches; we'replain old vanilla."7. Lack market focus (45 percent). "We don't know what business we're in—we're all over the place; wedon't focus our business pursuit in our core competencies."8. Lack marketing tools (45 percent). "We need marketing tools (e.g., brochures and presentations) orwe need to improve our current tools."9. Ineffective sales staff (40 percent). "Our sales staff doesn't possess the proper experience, expertise,contacts, or networks to be effective; we lack business-development leadership."10. Don't sufficiently qualify business opportunities (40 percent). "We don't sufficiently qualify ourbusiness opportunities; we do a poor job of gathering market intelligence, our business pursuit is tooshotgun, and we're bidding on things we shouldn't be."11. Lack visibility in the marketplace (40 percent). "We are not known in our marketplace; we have novisibility, no image."12. Don't know market and competition (40 percent). "We don't know how to grow our business; wedon't know our market sufficiently to identify new business, and we don't understand our competition."file:///C|/Documents and Settings/gasanova/Local Settin...Forward_MBA_in_Business_Planning_for_Growth/e-book.html (51 of 219)16.02.2005 13:54:23
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