Feb 1, 1998 12:00 PM
Designing and implementing a sales and marketing plan is much likeconstructing a building. For builders, the initial step is to create a setof blueprints that establishes the project’s overall objective, identifieskey suppliers and identifies the participants’ relationships among eachother. Before physically assembling the structure, a proper foundation islaid, thereby ensuring a solid, stable base. Workers, however, can performas expected only when they are fully prepared and given the correctmaterials, and ongoing coordination among them is essential to bothefficiency and the prevention of costly mistakes. As the framework iscompleted, the structure begins to take shape, physically foreshadowing itscompleted form. Eventually, the final pieces are added, and the completedbuilding is revealed to the world.
Similarly, almost any contracting firm that enjoys a degree financialsuccess will have some sort sales and marketing strategy, even if ithappens to be locked tightly away in tine various fragments within theowner’s mind. Rapid advances in technology, along with their subsequenteffects upon consumer mentality, not only impact the actual systems youdesign and install, but they also influence the very structure andorganization of your business. Consequently, a written plan, crafted in amulti-stage process, is critical to the generation of bigger profit margins.
In this month’s issue, you find valuable insight into several concepts thatshould all be considered when you develop your own plan, ranging fromproducing a consistent sales volume to fair pricing strategies and frombusiness expansion options to competitive intelligence. Constructing abuilding proper blueprints would be unnecessarily difficult if notimpossible. Likewise, you should not have to operate your business andcompete without one for your sales and marketing strategies.