| What is the total number of employees at your office and nationally? How has this changed over the last 2 years? | |
|---|---|
| Michael Carle, Vice President Business Development | 210 |
| What are the total revenues for your office (substitute & indicate billings if this is the only available number): | |
| Michael Carle, Vice President Business Development | $ 9 MM |
| List your clients for the past 2 years (grouped by industry category, indicate past/current client). Cut and paste from another document if this helps. | |
| Michael Carle, Vice President Business Development | Financial: Present clients • Amex • BBVA Compass • CPI Card group • Goldman Sachs • Home Equity Bank • Payback • Purefy • Royal Bank of Canada • Webster Bank • Upromise Previous clients: Learnvest, Legal & General, JP Morgan Chase, Behalf, TD Bank, Discover, Sallie Mae, Visa, M&G Healthcare & Insurance: Present clients • Allstate – present • BCBSNJ • Cigna Health Previous clients - Penn Mutual, Parexel Retail: Present clients • Fossil • Leaf Group • MyWit • Staples • United Site Services • Walmart • Bulbhead Previous clients - HSS, Walmart, HomeUnion Travel & Hospitality: Present clients • Avis – current • Wyndham • Chuck E Cheese Other: Present clients • Bloomberg • Grupo Salinas • Harvard Business School • SAI Global • Vonage • The Street • US APN • NAR • LGI Previous Clients - ADP, Nielson, Tishman, Capella University |
| Bullet point the services you offer your clients: | |
| Michael Carle, Vice President Business Development | • SEO • Paid channels marketing • Conversion rate optimization • Analytics |
| What percent of new revenue comes from the following sources: | |
| Michael Carle, Vice President Business Development | 11-20% |
| Expanding on your answer above, how has most new business come in? | |
| Michael Carle, Vice President Business Development | Most new business is a result of a relationship established at BD-focused events (such as GDS), executive relationships at existing brands aggressively pursued by BD, and client-migration + portability who then reach out or are contacted via an executive relationship, then nurtured and closed by BD. Other sources of leads have been investors in iQuanti, former leadership team members and employees. To date, only one “competitive” win has come as a result of an inbound lead through a previously unknown intermediary – the Bulbhead competitive RFP in late 2016. |
| Have you done any outbound business development over the last 2 years? If so, please explain. | |
| Michael Carle, Vice President Business Development | For context of this engagement and training, almost all marketing has been BD driven and can be considered outbound prospecting. We’ve done nearly zero marketing to gain traction of true “net new” previously unknown inbound opportunities though are planning to do a little bit of that foundational work in 2018 |
| Do you use any CRM, marketing or project management software for any of your new business activities? | |
| Michael Carle, Vice President Business Development | We use Pipedrive, but it is not integrated with any of our list providers or marketing automation platforms. We also use MailChimp. We are currently exploring moving over to Marketo and SFDC which would allow for more visibility into target audience, lead scoring, interaction with our content and sales productivity. |
| How many people are regularly involved in your new business competitive reviews/RFPs? (also list names/titles) | |
| Michael Carle, Vice President Business Development | |
| How aligned would you say your management / new business team is as it relates to a new business approach? | |
| Michael Carle, Vice President Business Development | The leadership has a vision that’s a hybrid of the IPP // System Integrator sales model of BD (Inofsys, HCL, Cognizant) – focus on meeting and prospect volume and pitch constantly + everything. This has been fairly effective with more than 40+ new engagements harnessed between 2016-2017. The challenge has been gaining entry into more competitive deals that are multi-channel and where we’d be the primary provider vs POC projects, and in the cases where we’ve had these opportunities (Sallie Mae, Avis, CEC, AeroPostale, more = actually winning them. There’s also some ongoing issue around the concept of an “enterprise” lead vs. a business development lead. |
| How many Competitive Reviews/RFPs will you enter this year? | |
| Michael Carle, Vice President Business Development | 11-15 |
| Of those, what percentage do you expect to win? | |
| Michael Carle, Vice President Business Development | 20-30% |
| How many Competitive Reviews/RFPs did you enter last year? | |
| Michael Carle, Vice President Business Development | 8-10 |
| Of those, what percentage did you win? | |
| Michael Carle, Vice President Business Development | 20-30% |
| What percentage of your Competitive Reviews/RFPs involve a credentials presentation that is separate from a final strategy/execution presentation (vs. one combined credentials/final presentation session)? | |
| Michael Carle, Vice President Business Development | 75% |
| How often do you submit a strategy/execution recommendation with no in-person presentation? | |
| Michael Carle, Vice President Business Development | 25% |
| On the smaller half of your Competitive Reviews/RFPs, how much do you typically spend on each (out of pocket on average)? | |
| Michael Carle, Vice President Business Development | $1,000-$5,000 |
| On the larger half of your Competitive Reviews/RFPs, how much did you typically spend on each (out of pocket on average)? | |
| Michael Carle, Vice President Business Development | $10,00-$20,000 |