Mutual Action Plan (MAP)

McGrath & Associates
Mutual Action Plan
Ranked among the top 20 largest general contractors in St. Louis, McGrath is a customer-friendly company named "General Contractor of the Year" eight times by the American Subcontractors Association Midwest Council. As a 100 percent employee-owned company, we are committed to our clients and dedicated to our corporate vision and mission.
Joe Merceni is in a relatively new role (2 months) and is struggling to use Apollo.io and PipeDrive effectively in effort to source and secure new business. He is currently working with an outside marketing agency who is supplying him with leads but none of those leads have converted. They are supposed to supply him with 40 leads by the end of their contract term. Joe Merceni is interested in working with Go First and has experience optimizing tech-stacks, is a premier Apollo.io partner and has experience creating sales strategies and tactics specifically for the AEC and GC space.
Proposed Timeline and KPIs
Week 1: Discovery and ICP
1
Objectives
Conduct a discovery session to gain insight into McGrath's target industries, sales goals, and primary challenges.
Develop an Ideal Customer Profile (ICP) that clearly defines characteristics such as industry, company size, location, and typical pain points.
2
Deliverables
Completed ICP document detailing target client attributes.
Project management setup for tracking progress and deliverables.
3
KPIs
ICP document reviewed and approved by Joe Merceni and relevant stakeholders.
Clear segmentation criteria for ideal client identification.
4
Expectations
Establish a foundational understanding of McGrath's ideal client types to guide all future actions.
Alignment between Joe Merceni and McGrath on specific target markets and key client traits.
Week 2: TAM List Building
1
Objectives
Develop personas based on the ICP, capturing decision-maker roles, challenges, and communication preferences within target industries.
Build segmented TAM lists in Apollo aligned with the ICP and personas, organized by industry, company size, and decision-maker roles.
2
Deliverables
3-5 detailed personas for key decision-makers in Apollo, with specific messaging considerations.
TAM lists for pharmaceutical, industrial, and other prioritized sectors, segmented by relevant criteria.
3
KPIs
Completion of personas and verification of their accuracy and relevance with Joe Merceni.
Creation of 3-4 TAM lists in Apollo, each containing a minimum of 100 qualified leads.
4
Expectations
Defined personas that inform targeted messaging strategies for each role type within Apollo.
A comprehensive list of qualified prospects ready for future outreach, ensuring precise targeting aligned with the ICP.
Week 3: Sales Process Design & Documentation
1
Objectives
Develop a structured sales process tailored to the ICP, covering lead generation, qualification, engagement, and closing steps.
Document the sales process in Apollo, establishing clear criteria for moving leads through each sales pipeline stage.
2
Deliverables
A documented multi-stage sales process integrated into Apollo.
Resource library & guide for Joe Merceni to follow the sales process effectively.
3
KPIs
Completion and approval of the sales process, with all stages mapped within Apollo.
Initial training session to confirm Joe Merceni's understanding of the sales process steps and criteria.
4
Expectations
A consistent, repeatable sales process that simplifies lead management and prioritization.
Joe Merceni's confidence in applying the process, ensuring leads are moved efficiently through the sales funnel.
Week 4: Sequence Development
Objectives
Create and test three automated sequences in Apollo, targeting each key stage of the sales process (e.g., initial outreach, follow-up, re-engagement).
Customize each sequence based on personas to ensure messaging resonates with the targeted decision-makers.
Deliverables
Three automated sequences in Apollo:
Sequence 1: Initial cold outreach.
Sequence 2: Follow-up sequence for initial responses.
Sequence 3: Re-engagement for unresponsive contacts.
KPIs and Expectations
Successful setup and testing of all sequences, ensuring smooth delivery. Initial metrics (e.g., open rates, response rates) from sequence testing.
Automated sequences that reduce manual effort and enable consistent outreach across all target personas.
Clear feedback from initial testing to refine and optimize for maximum engagement.
Week 5: Training, Optimization, & Reporting
1
Objectives
Conduct a comprehensive training session for Joe Merceni and his team on using Apollo for CRM management, sequence automation, and list updates. Review initial project metrics, optimize sequences or workflows as needed, and compile a final project report.
2
Deliverables
Training session with recorded video and written documentation on Apollo functionalities. Final report summarizing outcomes, achieved KPIs, and recommendations for future optimizations.
3
KPIs
Joe Merceni and team score 80% or higher on a post-training assessment of Apollo usage.
Achievement of 90% of project KPIs (e.g., TAM list completion, process setup, sequence effectiveness).
4
Expectations
Joe Merceni and team are fully equipped to manage and scale the CRM system effectively within Apollo.
A final report providing actionable insights and a roadmap for sustained improvements in McGrath's sales outreach.
Project Summary
This 6-week project will equip McGrath and Joe Merceni with the tools, structures, and training needed to engage high-value prospects effectively, ensuring a scalable, repeatable sales process within Apollo.
Project KPIs
1
Week 1: Discovery and ICP Development
ICP Definition and Approval: Completed and agreed-upon ICP document. Stakeholder Alignment:
Feedback rating of 90% satisfaction from stakeholders on ICP focus and target market alignment.
2
Week 2: Persona Creation and TAM List Building
Persona Accuracy and Relevance: Personas validated with a feedback score of 90% accuracy in representing target decision-makers.
TAM List Completeness: Completion of 3-4 TAM lists with a minimum of 100 qualified leads each.
Email Deliverability Rate: Maintain at least a 95% deliverability rate for TAM-targeted emails.
3
Week 3: Sales Process Design and Documentation
Sales Process Documentation Completion: Approved multi-stage sales process, including criteria for lead qualification and advancement.
Pipeline Management and GAP Analysis Setup: Initial pipeline structure that supports consistent tracking and reveals any gaps in lead progression.
4
Week 4: Sequence Development in Apollo
Email Reply Rate: Target a minimum 5% reply rate on sequences within the first 2 weeks.
LinkedIn Conversations: Generate at least 10-15 LinkedIn interactions from personas, tracking initial engagement and response rates.
Call Connects: Achieve a minimum of 10 call connects as a result of sequence and outreach efforts.
Pipeline Velocity: Measure initial movement of leads through the pipeline, with a target of 15% of leads advancing to the next stage.
5
Week 5: Training, Optimization, and Final Reporting
Meetings Scheduled: Schedule at least 5 meetings as a direct result of the new sequences and outreach.
Meetings Completed & Recordings: Complete 4 of the scheduled meetings, with recordings for quality assessment.
Deal Creation: Aim for 1-2 new deals created in Apollo as a result of the targeted outreach and refined processes.
Pipeline Management & GAP Analysis: Final review to ensure all leads are accurately tracked, with gaps identified and optimized based on pipeline data.
Ongoing KPIs: Post-Project
Email Metrics
Consistently maintain 95% deliverability and 5% reply rate, adjusting content and sender reputation as needed.
LinkedIn Engagement
Aim for 10 new LinkedIn interactions weekly, expanding relationship-building in target industries.
Call Performance
Maintain a 20% call connection rate, ensuring high engagement with leads moving through the pipeline.
Meeting Metrics
Schedule a minimum of 5 meetings per week, with an 80% completion rate.
Deal Creation Rate: Target 2 new deals per month, increasing as the pipeline matures and sequences gain traction. Pipeline Velocity: Optimize for an average lead progression time of 2-3 weeks between stages to maintain momentum in the sales cycle. Pipeline Management & GAP Analysis: Perform monthly GAP analysis to identify and resolve bottlenecks in the sales process, ensuring smooth progression for all active leads.
This comprehensive KPI framework will provide a clear and measurable view of performance throughout the project and beyond, ensuring that Joe Merceni and McGrath can continue to refine and improve their approach to client acquisition and pipeline management.