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 4213. Budget too small (40 percent). "Our business-development budget doesn't exist or is not sufficientto pursue the level of business we need to grow and prosper; we're not sufficiently investing in ourfuture."14. Not priced competitively (30 percent). "We're losing business because we aren't pricedcompetitively."15. CEO not "on the street" (25 percent). "Our best salespeople (CEO and other senior managers) arenot on the street expanding our business." Note that this issue sounds similar to the "too busy'' issuecited as issue 3.16. Lack strategic relationships (25 percent). "We lack strategic relationships with other companies thatwould increase our exposure in the marketplace."17. Minority company with too little marketing and sales savvy (25 percent). "We are (or have been) inthe minority set-aside program, and now that we are about to graduate (or have graduated), we don'tknow how to proceed to acquire business competitively."18. Not effectively pursuing follow-on with customers (25 percent). "We're not pursuing follow-onbusiness effectively with our current clients."After defining your marketing and sales issues in Exercise 1, identify actions to eliminate the issues inExercise 2. Table 4.1 presents suggestions for dealing with these marketing and sales issues.EXERCISE 1: DEFINE YOUR MARKETING ANDSALES ISSUESReview the list of 18 marketing and sales issues presented inthe preceding text and consider any others that are notmentioned. Write your marketing and sales issues in yourMajor Issues and Approaches for Resolution document (seeAppendix A).file:///C|/Documents and Settings/gasanova/Local Settin...Forward_MBA_in_Business_Planning_for_Growth/e-book.html (52 of 219)16.02.2005 13:54:23
Philip Walcoff - "The Fast Forward MBA in Business Planning for Growth"Page 43EXERCISE 2: DEFINE YOUR RESPONSE TOMARKETING AND SALES ISSUESFor each marketing and sales issue you have identified inExercise 1, develop a response using the examples presentedin Table 4.1 or, as an alternative, define your own responses.Write these issue responses in your Major Issues andApproaches for Resolution document (see Appendix A).TABLE 4.1 RESPONSE OPTIONS FOR MARKETINGAND SALES ISSUESIssue 1. Our approach to business development is haphazardand uncoordinated; everybody's doing their own thing. Thereare no standard business-development practices andprocedures in place.• Use your business plan to clearly define senior managerbusiness-development objectives—monitor their progress andhold them accountable.• Hold regularly scheduled business-development meetings tocoordinate and monitor all business-development actions.•Develop a standard (companywide) set of businessdevelopmentprocesses and procedures.Issue 2. We lack sufficient business-development (sales) staff.• If affordable, hire additional salespeople. If not, considerreducing costs in other areas to make funds available.• Hire part-time sales people or consultants. Attempt to paythem on a commission basis.Issue 3. We're too focused on doing the work instead ofbuilding our business; we don't have the time and/orinclination to develop business, and too few people aregenerating business.file:///C|/Documents and Settings/gasanova/Local Settin...Forward_MBA_in_Business_Planning_for_Growth/e-book.html (53 of 219)16.02.2005 13:54:23
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