Engineering Services
A provider of LOTO Engineered Services was seeking to increase revenue through the location and education of qualified prospects.
Upon partnering with Business Development Pros, the company significantly increased their outreach efforts through the implementation of BDPros staff into the sales process.

BDPros provided more than half of the company’s sales force.

The company was acquired by a billion-dollar corporation in late 2014. As a rapidly growing and cutting-edge provider of Engineered Services, BDPros was already a critical part of the company’s sales process.

In June 2016, a corporate partnership agreement was put into place between the acquiring company and BDPros, allowing BDPros to continue sales and sales process management efforts.

Post-acquisition, BDPros began working with the new owner’s engineers and internal sales staff to drive revenue to meet goals and relaunch the company’s service offering within the distribution network.
Challenges

The integration of the company into the new corporate structure was initially a slowgoing process.

The communication between engineering and sales was not effectively collaborative due, in part, to lack of effective use of the CRM system.

Limited internal administrative resources at the company proved problematic for task assignments, management of incoming prospect requests, and dissemination of completed quotes.

The corporation’s distribution network was underleveraged and undereducated on the company’s offerings.

The company had enough engineers to provide services to clients but limited internal staff for initial client interaction and education/collaboration with key distributors.
Solutions

Key Initiatives

Results
The company successfully continued outbound sales efforts through the acquisition process and shifted their focus to distribution. Post-acquisition and since the implementation of BDPros sales management processes, the company has experienced:

An increase in annual revenue from 2.1 million to 7 million dollars in closed business.

A full CRM cleanup including the reassignment and maintenance of 95% of contacts and leads providing the ability for more strategic and thoughtful outreach.

Creation of redefined sales processes and procedures ensuring the sales and engineering teams can effectively collaborate.

An increase in known distributor engagement of 46% within an individual point of contact for sales support in each of the company’s regions.

Increased brand awareness within distribution networks from training and support efforts