EQUATION COMPANY€¦ · EQUATION COMPANY PLAN + IMPLEMENT + EVALUATE ... o Social Selling: Maximizing Your Linkedin BEGINNER o How to Network the Clients You Already Have o One Note:

1 // Business Analysis.......................... 22 // Client Analysis ...............................33 // Business Development Goals........4-74 // Implementation ............................8-15 Client Capture Plan5 // Tracking .......................... ..............16-186 // Training ........................... ..............19BONUS! .................................. ..............20-22

BUSINESS DEVELOPMENT PLANNING

EQUATION COMPANY

PLAN + IMPLEMENT + EVALUATE

2017©

©

All Rights Reserved.

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Business Analysis

INFORMATION TO INCLUDE:

PAST

o Performance Recordo Revenueo Staffing/Personnelo Survey Results - Client and Staff

CURRENT SITUATION

o Executive Summaryo Organization/Structure, Leadership, and Key Staffo Core Value Alignment/Purpose/Mission/Vision/Brand Promiseo Value Proposition: Differentiators and What Makes You Who You Are o Products/Services We Provideo Strategic Anchors - Current Best Clientso Competitive Analysis – List of Competitorso SWOT Analysis - Internal Strengths/Weaknesses (SW) and External Opportunities/Threats (OT)o Collaboratorso Clients (Quantity, Quality, and Type)o Current Pursuits with Contact Information o Strategic Hires (Recent and Needed)o Recruitment Tacticso Communication and Staff Unity o Procedures and Protocols o Training/Professional Developmento Organizations - Professional and Communityo Marketing and Promotion – Awareness within Firm and Out in Marketplace

FUTURE

o Economic Engine - Current and Projected Revenue Generators o Geographic and Market Analysis – Current and Emergingo Client Analysis – Potential o Economic Trendso Competitive Intelligence

PLAN + IMPLEMENT + EVALUATE +3

Client Analysis

STEPS:

o 1. DEFINE IDEAL CLIENT CRITERIA Non-negotiable 1 Ideal Clients have core values that are similar to my firm. 2 Ideal Clients have a reputation for paying their consultants on time. 3 Ideal Clients are profitable and allow their consultants to be profitable.

One of either 4 or 5 4 Ideal Clients do not view our services as a commodity. 5 Ideal Clients are willing to pay for, and appreciate, the added value that we provide.

One of either 6, 7, or 8 6 Ideal Clients have a reputation of developing long-range plans. 7 Ideal Clients require a high volume of services. 8 Ideal Clients have a reputation in the industry for developing important projects.

Characteristics that are a plus 9 Ideal Clients have consultants that remain consistent from one project to another. 10 Ideal Clients refer my firm to other potential ideal clients.

o 2. IDENTIFY TARGETS (STABILIZE CURRENT/DEVELOP NEW)

o 3. RESEARCH TARGETS Toll Booth Check - Questions to Consider:

• Analyze targets based on Ideal Client Criteria? • Do we have time, talent, money to pursue? • Do we have resources to perform if we win?• How do you test if the screening criteria is producing the desired targets? • How do you know if the screening criteria is properly assessing their potential?• How do you re-evaluate previously discarded targets?• What sort of marketing should we consider for non-targets? • How do you reevaluate them to see if they should be elevated to target status?

o 4. PRIORITIZE/RANK TARGETS (GRADING SYSTEM A/B GOOD, C ON THE FENCE, D/F NOT WORTH IT)


Business Development Goals

YEARONE

YEAR THREE

YEAR TWO


These numbers should be based on research and intelligence you have gathered from your business analysis and client analysis sections. These are educated predictions.

YearMarket RevenueDivision RevenueDepartment RevenueStaff Numbers

ProfitabilityNew ClientsTotal ClientsService LinesMarketing BudgetF

IVE

YE

AR

GO

ALS

YEARFOUR

YEARFIVE


BUSINESS DEVELOPMENT YEARLY GOALS

BUSINESS AREA WHY DO I WANT THIS? HOW WILL I ACHIEVE THIS? WHAT DOES SUCCESS LOOK LIKE? METRICS/TIMELINE/DEADLINE

WHAT IS THE GOAL?

BUSINESS AREA WHY DO I WANT THIS? HOW WILL I ACHIEVE THIS? WHAT DOES SUCCESS LOOK LIKE? METRICS/TIMELINE/DEADLINE WHAT IS THE GOAL?




PERSONAL/BUSINESS AREA WHY DO I WANT THIS? HOW WILL I ACHIEVE THIS? WHAT DOES SUCCESS LOOK LIKE? METRICS/TIMELINE/DEADLINE WHAT IS THE GOAL?

These yearly goals will be repeated in your quarterly plan, allowing you to identify two tasks to complete every 90 days that will move you closer to success. Make them good ones!


BUSINESS AREA WHY DO I WANT THIS? HOW WILL I ACHIEVE THIS? WHAT DOES SUCCESS LOOK LIKE? METRICS/TIMELINE/DEADLINE

WHAT IS THE GOAL?





PERSONAL/BUSINESS AREA WHY DO I WANT THIS? HOW WILL I ACHIEVE THIS? WHAT DOES SUCCESS LOOK LIKE? METRICS/TIMELINE/DEADLINE WHAT IS THE GOAL?

These yearly goals will be repeated in your quarterly plan, allowing you to identify two tasks to complete every 90 days that will move you closer to success. Make them good ones!


QUARTERLY PLANNER

Review your yearly goals, reaffirm them by writing them here, and provide two tasks to complete in the next 90 days that will move you closer to success.

GOAL

Task

Task

GOAL

Task

Task

GOAL

Task

Task

GOAL

Task

Task

GOAL

Task

Task

GOAL

Task

Task


You can use this page to deep dive into one of your goals from the opposite page, or pick a personal goal you want to achieve this quarter.

BIG FOCUSOutline your goal using the following formula:

_________________________________________________________________________________ ____________________Move X (current metric) to Y (desired metric) by Z (deadline).

this goal is very important to me because

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

strategiesThese define what you need to do to reach your goal.A._________________________________________________________________________________________________________________

tactics These are what you need to do on a daily or weekly basis to hit the strategy you set.

1._________________________________________________________________________________________________________

2._________________________________________________________________________________________________________

B._________________________________________________________________________________________________________________

tactics

1._________________________________________________________________________________________________________

2._________________________________________________________________________________________________________

C.________________________________________________________________________________________________________________

tactics

1._________________________________________________________________________________________________________

2._________________________________________________________________________________________________________

BIG IMPORTANT GOAL (BIG FOCUS)


CLIENT CAPTURE PLAN

B U S I N E S S O B J E C T I V E

SERVICES NEEDED

BUDGET

CIP BY YEAR

CROSS-PRACTICE/LOCATION

ORGANIZATIONS TO JOIN

CLIENT NAME

DATE LAST UPDATED

KEY SALESPERSON

TAG TEAM LEADER

CURRENT: (FEE/YR) GOAL: (FEE/YR)

A D E Q U A C Y O F C L I E N T ’ S C U R R E N T P O S I T I O N

EUPHORIA GREAT SECURE COMFORT OK CONCERN DISCOMFORT WORRY FEAR PANIC

IS A POLITICAL CONTRIBUTION NEEDED? HOW MUCH?

DO WE NEED A SPECIAL HIRE? WHO?

IDEAL CUSTOMER CRITERIA MATCH TO CRITERIA(-5 TO +5)

1

2

3

4

5

6

7

Implementation

PLAN + IMPLEMENT + EVALUATE + 1 1

G O A L S

YEAR 1

YEAR 2

YEAR 3

C O M P E T I T I O N

COMPETITION TYPE

RANK COMPETITORS

OUR POSITION

MESSAGING

TIMING FOR PRIORITIES

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K E Y P E O P L E d e g r e e o f i n f l u e n c e m o d e

Name High

Medium

Low

Growth

Neutral

Trouble

Title

E-mail

Phone Number

How well is our base covered with this person? -5 to +5 Firm Liaison

Name High

Medium

Low

Growth

Neutral

Trouble

Title

E-mail

Phone Number


Name High

Medium

Low

Growth

Neutral

Trouble

Title

E-mail

Phone Number


Name High

Medium

Low

Growth

Neutral

Trouble

Title

E-mail

Phone Number


Name High

Medium

Low

Growth

Neutral

Trouble

Title

E-mail

Phone Number


Name High

Medium

Low

Growth

Neutral

Trouble

Title

E-mail

Phone Number


PLAN + IMPLEMENT + EVALUATE + 13

B E S T A C T I O N P L A N

SUMMARY OF MY POSITION TODAY

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

POSSIBLE ACTIONS

WHAT WHO DEADLINE/DUE DATENFORMATION NEEDED/DISCOVERED

FROM WHOM NEXT ACTION


M A R K E T I N G P I P E L I N E

AWARENESS UNDER-STANDING

TARGET POSITION PROPOSAL PROJECT DESIGN SERVICE SURVEY/MAINTAIN

CHAMPION

MARKETING NEEDS DATE

1.

2.

3.

4.

A N T I C I P A T E D P R O J E C T S

KNOWN OPPORTUNITIES/ ANTICIPATED PROJECTS

RFQ DATE CONST $ FEE $ TEAM STRATEGIC PARTNERS/

SUBS NEEDED SUCCESS %

SPECIFIC MESSAGING FOR THIS CLIENT

KEY WINS/RESULTS WITH PEOPLE WE KNOW


SELLING

D

ELIVERY PERFORM

ACE

MAIN

TAIN Client Capture Plan

Go/No-Go

C

lient

Sur

vey

Debrief

BUSINESS PLANNING

CONTRACT NEGOTIATION

TargetCulture

Position

Proposal

Client Satisfaction

Service

InterviewDesign

PROJECT LIFE CYCLE

GET PAID WORK. DO GOOD WORK. GET MORE WORK.

Tracking - Weekly


Tracking - Quarterly


Tracking - Yearly


Training SEMINARS/PRESENTATIONS:

ALL/FOUNDATIONo Review of the Business Development Structure and Framework o How to Use the Client Capture Plan o Business Development 101 and How to Win a Project o Approved Online Modules (such as Red Vector)o Social Selling: Maximizing Your Linkedin BEGINNERo How to Network the Clients You Already Have o One Note: Working in a Tag-Team: Business Development and Admin o Business Development Best Practices o How to Use Your Calendar to Futurecast o Find the Value Proposition for each Client o Book: Four Disciplines of Execution o Ideas on How to Communicate with Clients o Public vs. Private Differences in Business Development INTERMEDIATEo Client Analysiso How to Be Visible: Location-Based Networkingo Organizational Ownershipo How to Listen Better to Generate Leads and Convert Clients o Do you have a “Love Potion”? (Grant Funding) o Small Government Networking o Details Make the Difference: Your Clients are Paying Attention o Selective Organizational Involvement: How and Why o Hi, My Name is Sybil: Overcoming the Schizophrenic Nature of BD o Client Interaction is the Best BD: Post Project Surveys and Walkthroughs o How to Win a Project: Case Study o How to Bring Clients with You o Pre-Selection Positioning o Long-Life Cycle of Selling: Tag-Teaming and Subversive BD Tactics o CRM Training ADVANCEDo Firm-Wide Selling: How to Sell US o How to Organize a Scouting Team o How to Sell Core Values as a Differentiator


SIMPLYSEARCH FOR 1% IMPROVEMENT EVERYWHERE.

AIM FOR THEAggregation of Marginal Gains


THIS COACH IMPROVED EVERY TINY THING BY 1 PERCENT AND HERE’S WHAT HAPPENEDBy James Clear | Continuous Improvement, Goal Setting, Self-Improvement, Success

In 2010, Dave Brailsford faced a tough job.

No British cyclist had ever won the Tour de France, but as the new General Manager and Performance Director for Team Sky (Great Britain’s professional cycling team), Brailsford was asked to change that.

His approach was simple. Brailsford believed in a concept that he referred to as the “aggregation of marginal gains.” He explained it as “the 1 percent margin for improvement in everything you do.” His belief was that if you improved every area related to cycling by just 1 percent, then those small gains would add up to remarkable improvement.

They started by optimizing the things you might expect: the nutrition of riders, their weekly training program, the ergonomics of the bike seat, and the weight of the tires.

But Brailsford and his team didn’t stop there. They searched for 1 percent improvements in tiny areas that were overlooked by almost everyone else: discovering the pillow that offered the best sleep and taking it with them to hotels, testing for the most effective type of massage gel, and teaching riders the best way to wash their hands to avoid infection. They searched for 1 percent improvements everywhere.

Brailsford believed that if they could successfully execute this strategy, then Team Sky would be in a position to win the Tour de France in five years time.

He was wrong. They won it in three years.

In 2012, Team Sky rider Sir Bradley Wiggins became the first British cyclist to win the Tour de France. That same year, Brailsford coached the British cycling team at the 2012 Olympic Games and dominated the competition by winning 70 percent of the gold medals available.

In 2013, Team Sky repeated their feat by winning the Tour de France again, this time with rider Chris Froome. Many have referred to the British cycling feats in the Olympics and the Tour de France over the past 10 years as the most successful run in modern cycling history.

And now for the important question: what can we learn from Brailsford’s approach?

THE AGGREGATION OF MARGINAL GAINSIt’s so easy to overestimate the importance of one defining moment and underestimate the value of making better decisions on a daily basis.

Almost every habit that you have — good or bad — is the result of many small decisions over time. And yet, how easily we forget this when we want to make a change.

So often we convince ourselves that change is only meaningful if there is some large, visible outcome associated with it. Whether it is losing weight, building a business, traveling the world or any other goal, we often put pressure on ourselves to make some earth-shattering improvement that everyone will talk about.

Meanwhile, improving by just 1 percent isn’t notable (and sometimes it isn’t even noticeable). But it can be just as meaningful, especially in the long run.

From what I can tell, this pattern works the same way in reverse. (An aggregation of marginal losses, in other words.) If you find yourself stuck with bad habits or poor results, it’s usually not because something happened overnight. It’s the sum of many small choices — a 1 percent decline here and there — that eventually leads to a problem.

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Inspiration for this image came from a graphic in The Slight Edge by Jeff Olson.

In the beginning, there is basically no difference between making a choice that is 1 percent better or 1 percent worse. (In other words, it won’t impact you very much today.) But as time goes on, these small improvements or declines compound and you suddenly find a very big gap between people who make slightly better decisions on a daily basis and those who don’t. This is why small choices don’t make much of a difference at the time, but add up over the long-term.

On a related note, this is why I love setting a schedule for important things, planning for failure, and using the “never miss twice” rule. I know that it’s not a big deal if I make a mistake or slip up on a habit every now and then. It’s the compound effect of never getting back on track that causes problems. By setting a schedule to never miss twice, you can prevent simple errors from snowballing out of control.

THE BOTTOM LINESuccess is a few simple disciplines, practiced every day; while failure is simply a few errors in judgment, repeated every day.—Jim Rohn

You probably won’t find yourself in the Tour de France anytime soon, but the concept of aggregating marginal gains can be useful all the same.

Most people love to talk about success (and life in general) as an event. We talk about losing 50 pounds or building a successful business or winning the Tour de France as if they are events. But the truth is that most of the significant things in life aren’t stand-alone events, but rather the sum of all the moments when we chose to do things 1 percent better or 1 percent worse. Aggregating these marginal gains makes a difference.

There is power in small wins and slow gains. This is why average speed yields above average results. This is why the system is greater than the goal. This is why mastering your habits is more important than achieving a certain outcome.

WHERE ARE THE 1 PERCENT IMPROVEMENTS IN YOUR LIFE?

Documents

EQUATION COMPANY€¦ · EQUATION COMPANY PLAN + IMPLEMENT + EVALUATE ... o Social Selling: Maximizing Your Linkedin BEGINNER o How to Network the Clients You Already Have o One Note: