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"• Use your business plan to clearly define senior managerbusiness-development objectives—monitor their progress andhold them accountable.• If affordable, hire additional marketers or salespeople.• Retain sales consultants or contractors.Issue 4. We are not winning our share of competitiveproposals; we lack proposal preparation skills, resources,systems, and methodologies.• Review your business-development processes(identification, qualification, pursuit, and capture)—identifyand address faults hindering your proposal preparation success.• Speak to the decision makers re why your proposal wasunsuccessful and correct deficiencies in the future.• If affordable, hire personnel or retain consultants withproposal-writing skills.(Table continued on next page)Page 44TABLE 4.1 (Continued)• Train your proposal writers.Issue 5. We're not reaching all our market; we lackdiversification of our client base (all our eggs in too fewbaskets), our geographical presence, and our product andservice offerings.• Use your business plan to clearly define new businessdiversificationgoals and objectives.• Hire or retain the services of a business developer who canget you entrée into new markets.• Consider acquisitions.file:///C|/Documents and Settings/gasanova/Local Settin...Forward_MBA_in_Business_Planning_for_Growth/e-book.html (54 of 219)16.02.2005 13:54:23
Philip Walcoff - "The Fast Forward MBA in Business Planning for Growth"Issue 6. We don't have any market discriminators or niches;we're plain old vanilla.• Develop strategies and supporting tactics to provide youwith future discriminators (see Chapters 7 and 8).• Consider acquisitions.Issue 7. We don't know what business we're in—we're all overthe place; we don't focus our business pursuit in our corecompetencies.• Define the products and services you will sell and the clientsyou will pursue (see Chapter 7, Mission Statement Question1). When pursuing new business, ask yourself, "Is thisopportunity in support of my business plan?"Issue 8. We need marketing tools (e.g., brochures, capabilitystatements, etc.) or we need to improve our current tools.• Develop a budget and plan for upgrading your marketingcollateral.• Retain a marketing consultant.Issue 9. Our sales staff doesn't possess the proper experience,expertise, contacts, or networks to be effective; we lackbusiness-development leadership.• Spend more time with your sales staff—develop salesobjectives with them and manage their progress.• Spend time with them in front of customers.• Train or replace your sales staff.Issue 10. We don't sufficiently qualify our businessopportunities; we do a poor job of gathering marketintelligence, our business pursuit is too shotgun, and we'rebidding on things we shouldn't be.• Develop a prospect questionnaire to be used when pursuingnew business.file:///C|/Documents and Settings/gasanova/Local Settin...Forward_MBA_in_Business_Planning_for_Growth/e-book.html (55 of 219)16.02.2005 13:54:23
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