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.
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.
BDPros implemented its sales process management procedures and processes to provide
support in all necessary areas.
The BDPros team worked with administrative staff at the company to formulate, implement,
and maintain effective and strategic CRM usage.
A significant and extensive data cleanup was completed by the BDPros team.
The teams worked together to generate procedures and processes to ensure
timelines were met for incoming requests and outgoing proposals.
BDPros staff supported several key initiatives:
Managed outreach efforts to relaunch partnerships with the corporation’s
Provides members of BDPros staff to manage each of the 4 regions
of the United States as well as Canada and International relationships.
Key distributors were provided by the corporation’s management and the BDPros
team provided strategic outreach to schedule monthly calls with those distributors.
Members of the BDPros team traveled to summits across the nation to provide training and development to key
contacts and educate on the company’s service offerings.
Digital training sessions were provided.
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