CONTACT: 
Email: m.cripps@trg.uk.com | Mobile: + 44 (0) 7834 600804

DEDICATED BUSINESS DEVELOPMENT & MARKETING SERVICE

CONSTRUCTION SECTOR SPECIALIST

WHO IS TRG ?


A long established, privately owned company, run and operated by Matthew Cripps, which as its primary concern is to assist small, medium and large companies


TO


Provide a tailored service to develop your business in the most cost effective way possible

Represent your business with a dedicated, professional and seamless approach

Deliver suitable opportunities to meet your business's sustainable growth expectations


FOR


Main Contractors

Mechanical & Electrical Contractors

Project Management & Quantity Surveying Consultants

Mechanical & Electrical Consultants

Sustainability / FM Providers

Architects

    • BUSINESS DEVELOPMENT & MARKETING SERVICES

    Engaging a directly employed, full time Business Development Manager can seem daunting, the cost of salary and additional benefits is high, so your company will have to carry this fixed cost for some months before any leads are generated and projects land, to create a revenue stream to cover this additional overhead

    It is worth considering how many tenders and new projects your company's resources can handle at any one time, might you be paying your full time Business Development Manager, in the main, to decline tenders!

    By engaging a part-time Business Development Management service can bridge this gap, in developing new opportunities and relationships for your company, at a much reduced overhead rate, creating a more sustainable and robust business model

    ASSESS YOUR BUSINESS 

    Is your company reliant upon only a few customers?

    Would your company be exposed if you were to lose one or two of those customers?

    How many relationships does your company have outside your current customer base to enable you to grow or sustain your business? 

    Is your company operating within only one or two sectors, have you considered if there is a downturn in either of these sectors, how easily could your company move into other new, more active sectors? 

    Are you relying on your staff being tasked with undertaking business development while doing their normal job role?

    How effective are they in developing new business, do they really have the time?

    What's your tender pipeline looking like?

    How far can you see into the future to enable you to plan your business and its resources?

    Do you have a cliff edge approaching, leaving your company's future exposed?

    How can you minimise this risk?

    DEVELOPING YOUR BUSINESS

    AN ANITIAL UNDERSTANDING OF YOUR COMPANY WILL BE COMPILED

    Structure & resources
    Skill set
    Market sector(s)
    Client base
    Aspirations for growth



    DEVELOP A STRUCTURED PROGRAMME

    Expand your company's presence within its existing sector(s)

    Introduce your company to new suitable sectors

    Introduce your company to new customer relationships

    Incorporate Matthew Cripps's extensive network of contacts and sound relationships into this new approach



    INTEGRATING WITHIN & CONTRIBUTING TO YOUR COMPANY'S 
    IN-HOUSE TEAMS

    Tender forecasting

    Identifying and continually monitoring each project's development

    Reporting regularly on sales activities

    Attending internal sales & board meetings

    Supporting and managing existing in-house sales and buinesss development activities

    Engaging with the professional teams on each project

    Engaging with in-house bid teams

    Assisting with compiling tender documentation and content

    Representing your company in a seamless and professional manner

    OBJECTIVE

    WORK WINNING

    It's not about getting as many projects to tender through the door

    It's about identifying the right tenders and forming the necessary relationships

    Obtaining the technical intelligence and aspirations from each project's client and professional teams will greatly assist in placing your tender in a winning possition.

    As the cost of tendering processes continues to rise, increasing overheads, prior knowledge of possible dangers, working practices and concerns, provides a tactical advantage, minimising any pitfalls and wasting costly opportunities

    Knowledge is king!







    FLEXIBLE WORKING

    Part time

    One to three days a week

    More if required, especially in the short term to get things moving

     
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