Strategic Business Development is proven to grow revenues and margins, increase market share, access new growth markets and reduce the overall cost of sales by up to 30%
Clarify; a specialist in strategic Business Development, working specifically with Enterprise clients to accelerate growth and business transformation, has developed a unique Business Development Maturity Model.
Designed around a set of six analytics that touch on all client-facing facets of the business, the model will replace guesswork with hard data and a precision based framework for optimising business growth.
“Drawing from over 10 years experience in optimising enterprise sales models, Clarify has developed its Business Development Maturity audit. Its goal is to understand critical metrics and challenges of the business, defining both where it is today and where it wants to be in the future. It identifies likely inhibitors to growth and the associated root causes which impact productivity. The assessment then provides a set of tangible recommendations which clients can implement into a business development programme,” said Lee Edney Director of Clarify.
He continued, “In essence the Business Development Maturity Model will save time and money longer-term for enterprises which take complex, high-value sales propositions to market; on average Clarify reduces the cost of building sales pipeline by up to 60% and the cost of winning business by 30%.”
The Business Development Maturity Model is facilitated in a structured, highly interactive workshop that focuses on creating strategic solutions for the business.
It will also assess how current enterprise business development structures, practices and outcomes compare to peer groups and best-in-class business development profit centres.
“Clarify is spearheading the campaign for companies to recognise the value of treating Business Development as a separate function outside Sales and Marketing,” said Claire Edmunds, CEO of Clarify
“The Business Development Maturity Model is unique in assessing an organisation and is the first stage in creating a bespoke strategic Business Development programme. It fast tracks priorities which often haven’t been recognised as such by the enterprise to date.“
“Strategic business development is designed for business transformation and its application has powerful results; in the last financial year, Clarify delivered €200m of closed business for one global client and for a high-growth start-up sourced its top three largest EMEA deals.” Edmunds concluded.
One of the enterprises involved in the first trials of the Business Development Maturity Model commented, “Trialling the Business Development Maturity Model has been a hugely valuable experience. By assessing the business across multiple capability levels it clearly defined the areas we as an organisation need to focus on in order to accelerate growth – this challenged our perceptions and we were able to take a step back from the day-to-day to gain an objective view of how we were operating. As a result, the Business Development Maturity Model has refocused our priorities in order to optimise our growth.”
The Business Development Model examines and collates data across six crucial areas. These serve to identify for example:
- The organisation’s ability to create the correct sales pipeline, revenue and growth profile, especially optimising the balance of core offerings vs new concept/new paradigm offerings
- The businesses ability to consistently present the commercial value of its offerings, challenge the status quo of customers and prospects and optimising the organisation to realise latent market opportunity and maximise financial value
- The factors (environmental, structural and situational) which can inhibit conversion, value or de-rail early stage opportunities across the business development and field sales organisation. Identify sales practices which introduce risk into the customer experience, brand performance and return on sales and business development investment.
- How well current systems and processes enable governance and insight into the health of the business development function and its interface with customers and other internal functions