Implementing a marketing culture for strategic growth


The Situation

The Directors of Sprunt, a leading multi-disciplinary construction consultancy, embarked upon a strategy to grow the business two fold within 5 years.

The company’s services had developed from a core business in architecture and, having invested in a new brand image, the directors wanted to exploit the new brand and gain maximum exposure.

So they approached MarketingWorks to support them in developing and implementing a marketing culture for strategic growth and their business development strategy.

Our Solution

Implementing a Marketing Culture 

A Senior Management Perspectives Survey was selected as the logical first stage of the business planning cycle to rapidly capture the perceptions, ideas and concerns of key internal staff, creating one concise picture and helping senior managers to realign the key areas that needed addressing in the cultural change process. A Client and Market Opportunities Survey helped to determine not only client satisfaction and drivers of loyalty, but also to identify new business opportunities.

Using a combination of consulting support and knowledge transfer workshops, MarketingWorks was then retained to support Sprunt in its drive for new business, acting as Marketing Director for two days a month over a two year period.

Sprunt had already identified and focused on the sectors in which they would continue to operate and MarketingWorks coordinated the development and implementation of plans to ensure that the individual teams worked towards building business in these areas.

As part of the implementation process, regular Sector and Service Team Meetings were established to audit business opportunities and identify how best to capitalise on them. Directors and Consultants set up regular Corporate Marketing Meetings to monitor and control the overall plan. During the planning process a key client management initiative was mobilised.

The Result

Over the next 18 months Sprunt developed a working marketing culture for strategic growth that allowed cross-selling of ideas and new business, as well as having a medium in which to communicate corporate successes and learning. The process supported Sprunt in achieving a growth in turnover from £2.5m to £4.3m.