Sireletso Protective Group Business Plan — Business Development and Client Acquisition
How contracts are won, the sales cycle for corporate and high-net-worth clients, and the retention mechanics behind recurring revenue.
Business Development and Client Acquisition
Jump to section
- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. Transaction and Funding Summary
- 3. Business Overview
- 4. Market Analysis
- 5. SWOT and Competitive Position
- 6. Service Offering and Revenue Model
- 7. Operations
- 8. Regulatory and Compliance Framework
- 9. Business Development and Client Acquisition
- 10. Management and Organisation
- 11. Financial Projections
- 12. Working Capital: The Central Finding
- 13. Funding Structure and Debt Service
- 14. Break-Even
- 15. Sensitivity and Scenarios
- 16. Risk Management
- 17. Implementation Roadmap
- 18. Investment Returns
- 19. Key Performance Indicators
- 20. Key Assumptions
- 21. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Application and Sources of Funds
- C. Appendix C: Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
- 9.1 Acquisition approach
- 9.2 Contract structure and retention
9.1 Acquisition approach
|
Channel |
Share of new contracts |
Character |
Cost |
|---|---|---|---|
|
Direct corporate relationship |
38% |
Security and risk managers at listed and multinational corporates |
Business development salary; long sales cycle |
|
Referral from existing principals |
24% |
The highest-converting and lowest-cost channel |
Relationship management only |
|
Ad-hoc and event work converting to annuity |
19% |
A day-rate assignment that becomes a dedicated detail |
Already carried in the ad-hoc line |
|
Insurance broker and risk consultant introduction |
11% |
Brokers placing kidnap and ransom or duty-of-care cover |
Relationship; occasional referral fee |
|
Advisory engagement converting to protection |
8% |
A threat assessment that identifies a protective requirement |
Already carried in the advisory line |
Two of the five channels are conversions from work the Company is already performing rather than acquisitions in their own right. That is deliberate: the ad-hoc line at 44 per cent margin and the advisory line at 72 per cent are both profitable in isolation and together supply 27 per cent of new annuity contracts. An operator who treats ad-hoc work purely as capacity filler misses the point of it.
9.2 Contract structure and retention
|
Term |
Standard position |
Why |
|---|---|---|
|
Duration |
12 to 36 months for annuity work |
Longer terms justify the recruitment and vetting investment |
|
Escalation |
Linked to the applicable wage determination, not CPI |
A CPI-linked contract loses margin every year it runs |
|
Notice |
60 to 90 days |
Time to redeploy officers rather than carry them idle |
|
Scope |
Written, with a defined escalation matrix and stated limits |
Protects both parties; a condition of the professional indemnity cover |
|
Rate review |
Annual, against the wage settlement |
Not renegotiation; a mechanical adjustment agreed at signature |
|
Payment terms |
30 days from invoice |
Achieved at 62 days on average; the gap is the working capital problem |
|
Renewal |
Reviewed 120 days before expiry with a refreshed threat assessment |
The refreshed assessment is the renewal conversation |