The document outlines a client acquisition strategy to generate high-quality leads for a growth accelerator service. It discusses targeting SMEs across the region through referrals and key channels. The strategy aims to achieve a high conversion rate of face-to-face meetings for individual growth managers. It also performs a SWOT analysis and recommends maximizing opportunities by integrating partner channels, offers, and regions through an efficient CRM process.

1. Client Acquisition Strategy
Describe your sales and marketing strategy to generate high volume,
high quality enquiries from SME across the region for the Growth
Accelerator service with the aim of achieving a high conversion rate of
face to face meetings for the individual Growth Managers to attend

2. Relation-
ships
SME
Channels
Referrals
Targets
Leads
GM info
Events Quality
TMS
TMS
output
Social
media
analytics
Mail
Shots
Deliver
Campaigns
Create
Value prop
Client
acquisition
strategy
Contents

3. Not collecting enough of the right kind of
Market Intelligence
• Current information sources are
secondary:
• Effective and efficient CRM process
leading to a live information asset
• Create Pera IP else pay someone to
collect market intelligence
To develop and implement
Commissioners / LEP
Competitors
Market changes
Business / industry trends
Customers
Channel analysis
Measurement of market potentials
Market share analysis
Competitive product studies
Short term and long term forecasting
Sales & operations plans
Pricing studies

4. Potential demand is limited in GA region
segment
Delivery Capacity
GM Contacts Conversion GM SME engaged
14pcm 95% 6 80pcm
168pa 958pa
If Borrowing = Growth
Sales Opportunity Employees Nation East Mid (6%) GA need (14%) Aware (15%)
0 employee (resp) 3,366,144 201,969 28,276 4,241
1 – 4 employees £600 1-9 employees 1,008,024 60,481 8,467 1,270
5 – 49 employees £1,500 10-49 employees 144,198 8,652 1,211 182
50 – 249 employees £3,000 50-249 employees 26,383 1,583 222 33
+ £700 VAT*

5. It’s time to differentiate Product and Promote
GA; if Price and Place fixed
Lifecycle stage Product Price Place Promotion
Market: Growth
Product: Growth Start to introduce
new product
features
High Introduce into new
regions using a
phased approach
Reinforce "need to buy"
and promote availability
Market: Maturity
Product: Growth Differentiate
product
Medium Introduce into new
regions using a
phased approach
Promote as a "better"
product and promote
availability
Product: Maturity Differentiate
product
Low Release product
extensively
Promote wide
availability & stress
brand differences

6. The objective is to create pull through for
Growth for everyone
Being Pera helps us develop the trusting
relationships and inspiring solutions that
mean we can deliver on our promise to
create growth and opportunity for our
customers, our company and our people.
Applying science in a commercial world
Keeping businesses growing, inspired
and competitive
Business training for the real world
More
•Regions
More
•SME
More
•Referrals
More
•Growth

7. So SWOT?
Opportunities
Growth Agenda runs beyond 2020
Intimacy with SME
The next big project e.g. youth
unemployment
New Channels - partner with Banks, Tax
and other SME advisors
Threats
SME demand stagnates or weakens
Funding streams dry up
Competition from Local Authority
Competition from with profit initiatives
Strengths
MAS and GA are core to LEP growth
strategy
PERA track record in growth programme
delivery
Investment from SME required
Weaknesses
Rigid product design
It is not “free” to SME
MAS and GA geographically
misalignment
Not aligned to LEP measures

8. TOWS is not just a reverse SWOT – we need
to work at this to nail down the strategy
External Opportunities
Growth Agenda runs beyond 2020
Intimacy with SME
The next big project e.g. youth
unemployment
New Channels - partner with Banks, Tax
and other SME advisors
External Threats
SME demand stagnates or weakens
Funding streams dry up
Competition from Local Authority
Competition from with profit initiatives
Internal Strengths
MAS and GA are core to LEP growth
strategy
PERA track record in growth programme
delivery
Investment from SME required
SO "Maxi-Maxi" Strategy Strategies that
use strengths to maximise
opportunities
Channel integration across PERA
partners, offers, and regions
ST "Maxi-Mini" Strategy Strategies that
use strengths to minimize threats
Efficient and effective CRM process
Internal Weaknesses
Rigid product design
It is not “free” to SME
MAS and GA geographically
misalignment
Not aligned to LEP measures
WO "Mini-Maxi" Strategy Strategies
that minimize weaknesses by taking
advantage of opportunities
UX monitoring - Net Promoter Score
WT "Mini-Mini" Strategy Strategies that
minimize weaknesses and avoid
threats
With profit pricing

9. Initial Recommendations
• Have the goal in mind albeit FOGI
• PERA the Front Office for Growth and Innovation
• The one stop shop for SME
• Get to grips with the job
• Efficient and effective CRM process
• Weekly performance management and reporting
• Lead generation through quality telesales delivery
• Targeting channels to provide company referrals
• Client Acquisition Strategy
• Confirm and align – SOAP
• Design and plan – gap and options
• Build and deliver – FOGI
• Operate and improve

10. Relation-
ships
SME
Channels
Referrals
Targets
Leads
GM info
Events Quality
TMS
TMS
output
Social
media
analytics
Mail
Shots
Deliver
Campaigns
Create
Value prop
Client
acquisition
strategy
Next steps – the sooner the better