Sales Pipeline Coaching
1. Partner in a London law firm
Before coaching: This established Partner, whilst very good at developing relationships on an ad hoc basis, did not have a systematic process or method for managing all his contact network. Consequently, potential opportunities were being lost.
After coaching: By building a complete picture of his network and implementing a system to maintain regular contact with each person as appropriate, the Partner was able to generate more opportunities to win work from his key financial institution clients, which otherwise would have been overlooked. This included being given the chance to pitch for and winning a place on the panel of a bank which had been identified as one of the firm’s key targets.
2. Newly-appointed Partner in a regional law firm
Before coaching: The Partner had been tasked with developing the business in a complex sector where typically, instructions are received from many different people. However, without any guidance to do this he was finding it difficult to know where and how to start: whilst the target organisations themselves were clear, it was less obvious who to approach and how to approach them.
After coaching: In order to avoid a scattergun approach to building the relationships needed, a plan was developed to identify the key individuals in target organisations and which networks they operated in. The plan focused on how to break into these networks in order to understand the key influencers and referrers in the particular niches he wanted to develop; by doing that, he was then able to target specifically the individuals with whom to develop the trust and relationships needed to win work.
3. Associate in a London law firm
Before coaching: The Associate was in line for promotion to partnership in due course. However, he needed to build a business case to support his application, and whilst he had several options as to where best it would be for him to start building the relationships (sectors, clients, referrers), it was unclear to him as to where he should focus his time and energies.
After coaching: As part of building the business case, he needed to identify which specific sectors he would target. Having identified these sectors, a plan was developed and implemented to enable him to start building a network of relationships with both existing clients of the firm, and also new networks of his own with intermediaries and potential targets. This required him to identify the individuals, find a way to be introduced and start building mutually-beneficial relationships, leading to work being referred to him.
4. Director in a London accountancy firm
Before coaching: The Director had been set some challenging targets to deliver additional fees in the year before partnership. Historically, he had been focusing on ad hoc contacts and opportunities together with a small number of relationships with potential referrers of work which, although resulting in some additional work being received, were not delivering opportunities at the required level.
After coaching: The Director had a strong set of existing clients, so by practising the principles of developing and maintaining relationships over an extended period of time, he was able to start encouraging these clients to instruct him for work outside the annual audit (both for him and other parts of the firm). At the same time, by systematically applying these principles to his wider network of contacts, he was able to develop relationships with targets and win new clients as well.