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<blockquote data-quote="iceeater1969" data-source="post: 476286" data-attributes="member: 1237"><p>I was the senior partner responsible for business development in ourpipeline engineering company. </p><p></p><p>I changed out the sales method by eliminating the salesmen. </p><p></p><p>We had divided the company into divisions headed by senior v p and they ruled there group.</p><p></p><p> We were all 100% billable. </p><p></p><p>I hired a cajon sales man.</p><p></p><p>The salesman was given no office and told to take the mangers to lunch w thier clients. No reports . Just an invoice and expense statement with list who went to lunch . I kept master list and made sure the managers took one of their engineers to meet the same client and his engineer. Rinse wash repeat. </p><p>WE GOT ALL THE WORK THROUGH THE "ENGINEERS RELATIONSHIPS " Several of the better engineers became partners. </p><p></p><p>Gt recruiting </p><p>Of course use data to guide it </p><p>Imo</p><p>We need more g a 's talking to h s coaches and hs position coaches to set up our coaches/ recruiter meetings.</p><p> and families. </p><p>If there isnt a limit on number of g a , I would use them to the max. They are young, eager, and cheap. Never let them recruit, but make them as a visible extension of our position coach/ chief recruiters. </p><p>Working w the guys under the H s head coach is important. Andy made 2 trips to pensacola high for ol p 5 recruits. H S coaches asked if we are really INTERESTED. Note sewak never came.</p><p></p><p> A bunch of GA touches would be remembered ,BUILD RELATIONSHIPS, and some GA could become head coaches.</p><p></p><p>Trivia question - what was the head coach of Tennesse doing 10 years ago - GA at Alabama.</p><p></p><p>OH WELL end of business development rant.</p><p>Engineers believe they will get what they deserve in the end. They usually do get it in the end.</p></blockquote><p></p>
[QUOTE="iceeater1969, post: 476286, member: 1237"] I was the senior partner responsible for business development in ourpipeline engineering company. I changed out the sales method by eliminating the salesmen. We had divided the company into divisions headed by senior v p and they ruled there group. We were all 100% billable. I hired a cajon sales man. The salesman was given no office and told to take the mangers to lunch w thier clients. No reports . Just an invoice and expense statement with list who went to lunch . I kept master list and made sure the managers took one of their engineers to meet the same client and his engineer. Rinse wash repeat. WE GOT ALL THE WORK THROUGH THE "ENGINEERS RELATIONSHIPS " Several of the better engineers became partners. Gt recruiting Of course use data to guide it Imo We need more g a 's talking to h s coaches and hs position coaches to set up our coaches/ recruiter meetings. and families. If there isnt a limit on number of g a , I would use them to the max. They are young, eager, and cheap. Never let them recruit, but make them as a visible extension of our position coach/ chief recruiters. Working w the guys under the H s head coach is important. Andy made 2 trips to pensacola high for ol p 5 recruits. H S coaches asked if we are really INTERESTED. Note sewak never came. A bunch of GA touches would be remembered ,BUILD RELATIONSHIPS, and some GA could become head coaches. Trivia question - what was the head coach of Tennesse doing 10 years ago - GA at Alabama. OH WELL end of business development rant. Engineers believe they will get what they deserve in the end. They usually do get it in the end. [/QUOTE]
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