Managing Growth

Here is the trick

To manage a dramatic growth is To vigorously – and meticulously -- enact a distinctive set of relationship management processes. To support business development function was introduced to directly support and, in some ways, even manages the professionals who are selling. The central theme is process – to repeatedly, systematically and strategically implement business development processes with potential clients, and to emphasize referrals in highly “networked” industries.

“Eighty percent of success is showing up” With “get-it-done” attitude. Central coordination. Along with heightening its expectations for professionals, built a framework of extraordinarily coordinated, centralized and proactive internal support that enables professionals to plan, manage and grow their relationships. It resembles a hive of activity on two levels:

Selling support. Business development managers follow up on all new contact. They arrange meetings, request premeeting research, and obtain directions, They review proposals prior to their delivery to a prospective client.

Strategic account management and planning guidance. account plans aren’t the drivers of business development initiatives; they are the result of them,” PIC of the timetable for reinitiating longer term opportunities. They maintain and monitor a centralized contact management and calendar database, enabling them to work side-by side with the vice presidents to manage both current and potential client opportunities. Twice a year, they lead detailed account reviews and forecasting sessions.

Collaboration. None of this bustle of activity could succeed without a deep commitment to collaborate internally. Their administrators, business development professionals and marketing professionals agrees to perform a set of matrixed tasks in order for the others to work effectively. A set of norms has been adopted that everyone follows. For example, two vice presidents are expected to attend each sales appointment. Another example is that vice presidents are expected to proactively build their database of contacts, and to plan the frequency of contact with them.

No secrets. Collaboration couldn’t occur if an organization had a closed-door culture.
Measurement. With its no-secrets ideology, commitment to measurement works well.

Training. training programs set the tone for its cultural norms on developing relationships. They also teach the professionals about the firm’s unique process and its eventual measurement. Now, are you ready?