Through effective sales and marketing efforts, your product is specified by an architect for a project.

Bravo! But this perceived win is often fleeting, as specification represents just the beginning of an extended sales process – as short as 6 months and as long as 2 years. During this cycle, and at specific times, numerous other influencers and decision-makers must also be convinced of your product’s merits. Otherwise, your product risks replacement or elimination. 

It’s this complexity that creates significant challenges for Building Product Manufacturers (BPMs), especially when it comes to the allocation of precious financial and human resources. It’s also why so many manufacturers feel they’re in constant “scramble mode” – forever trying to keep up with industry trends, rapidly-evolving design and construction methodologies, and deciphering how these changes will impact their sales cycle at each step along the way. 

Put yourself in the shoes of a BPM executive:

“So you’re telling, me we speak to an architect today about a project that may or may not be constructed for another 1-2 years and, ultimately, the architect will decide to use or not use our product today … but when it’s ready to be constructed, we’ll actually be selling again to a contractor … at which point the architect can become an influencer and not the decision maker … and this process could take another 8-16 months … and, oh by the way, we may have to get our products in front of the owner and various consultants that may also influence the decision to use or not use our product? … Hmmmmmm … So what do we need to support the effort? Where should we allocate our people? Our financial resources? What role should marketing play? What should my sales force be doing? Is our product positioned correctly to combat competitive pressures? Are we addressing current trends related to life cycle assessment, building resilience, universal design, sustainability ... How does all this work!!!!!!!!!!?” … 

Complex. To say the least.

Fortunately, it doesn’t have to be. Because when you build and execute the right kind of plan, complexity is simplified and economies are realized. Not merely a business plan, mind you, but a plan that integrates your business plan with an objective-driven strategy inclusive of marketing, sales, and product – a plan that puts your business plan on steroids, so to speak.

This kind of plan addresses short-term gaps, mid-term goals and long-term aspirations. It serves as a guidebook for every effort associated with marketing, sales business development, and product development. This plan can impact sales within the first 60-90 days. It justifies investments while maximizing efficiencies, informs resource deployment decisions, provides a platform to track progress and measure ROI, acknowledges milestones for growth, removes blinders by anticipating trends and evolutions in the industry, and – most importantly – simplifies the complexity.

LarsonO’Brien executive management has over 200 years of combined experience in marketing, sales/business development, and product development for building product manufacturers. Our process for helping our clients build and execute the kind of plan described above is called Creative Enhanced Strategic Planning (CESP). Highly interactive and collaborative with our clients, this process leverages creativity with years of experience in the industry to ultimately simplify the complex and to produce transformative results. 

I’m completely confident that it can do the same for you. 

Call LarsonO'Brien and we can discuss, answer any questions, and help you get started today!