Business Development Metrics


A lot of professional service firms we meet bemoan the history of many of their folk in developing new work and new customers in attractive niches. Greater than from time to time an exercise leader confides their technically competent team knows only how you can “feast upon the carcasses I kill” or “live just like a leech on me”.

Want items to change?

Well recall the management talking to mantra is “if you cannot measure it, you cannot keep it in check”.

What will get measured attracts attention. If you would like much more of a specific conduct or contribution, make certain you see it, then recognise and reward it. Make heroes of individuals that do business development effectively. All difficult to do, except anecdotally and sporadically, without tracking and dimensioning performance.

Here are a few business development and client relationship metrics worth measurement, they can help you notice what matters.

Client relationship management:

o charges under management, without personal billings – that’s, contribution to client retention and development beyond personal fee benefit

o charges under management, outdoors personal billings and own workgroup – that’s, contribution to control over client relationships outdoors direct workgroup under supervision

o charges under management, outdoors personal billings, own workgroup, and exercise group – that’s, relationship management value adding to the remainder of firm and suggestive of spread of charges and services.

They are relatively simple to determine.

You might not track the information for other people, but it is worth doing if you wish to dimension and reward – then have more – start up business.

Client development – start up business:

o new customers introduced/sourced – fee value this season, fee expectation next 2 yrs, fee potential next 2 yrs

o new work/kinds of matters from established clients – charges associated with classes of economic not formerly sourced out of this client – fee value this season, expectation next 2 yrs, fee potential next 2 yrs

o win-backs – that’s work won away from key competitors – worth of current year charges, expected next 2 yrs charges sourced from named competitors

o new releases selling – that’s current year charges and expected next 2 yrs charges from new releases availed by established/new customers in target areas.

Activity emphasis achievement:

o tracking current year charges and expected next 2 yrs charges deriving from specific “emphasis” services – for example, if ecological law is amongOrthe agreed service emphasis for the coming year, charges associated with that activity.

Too frequently, within our pursuit of objectivity, we measure that about which we are able to be absolutely accurate and precise. However, we are able to obtain a quantitative handle (as well as all of the qualitative indicators) on facets of performance which matter just as much – and often more – compared to readily accounted and measured.

From the financial forecasting and future proper health perspective, these metrics could be helpful. To handle and promote business development and fee formation, these measures can help you establish contributions of the individual.