Business Development Health Score

Your company has identified and organized where new business leads come from (e.g., referrals, website, cold outreach, events) and tracks them separately.

You measure how many leads from each source actually convert into clients, allowing you to compare the effectiveness of each channel.

You know, on average, how much money is spent to generate a single qualified lead across your marketing efforts.

You have a structured referral program or process in place so that referral-based leads come in consistently, not just by chance.

Your company has a written Search Engine Optimization strategy that is actively being executed to drive organic traffic to your website.

Your team has documented the specific characteristics of the communities or clients you most want to serve (size, type, budget, location, etc.).

You have a clear profile of the person or role (e.g., Board President, HOA Treasurer) who typically makes the final decision to hire your company.

Your value proposition, tone, and brand language are uniform across your website, social media, email, and any print or sales materials.

You calculate the return on investment for each marketing activity (e.g., paid ads, events, email campaigns) to determine what is and isn't working.

Sales and marketing team members (or leadership if small) meet at least monthly to review lead quality, messaging, campaign results, and pipeline handoffs.

Your company has a written, defined sales process that all team members follow from first contact through signed contract — not just tribal knowledge in one person's head.

Your CRM (e.g., Zoho CRM) has clearly labeled pipeline stages with agreed-upon definitions for what moves a deal from one stage to the next.

Leadership or your sales team formally reviews all active opportunities in the pipeline at least once per week to assess progress and next steps.

You know your overall close rate (what percentage of proposals sent result in new contracts) and compare it to prior periods or industry norms.

You know, on average, how many days or weeks it takes from first contact to signed agreement, and use this to set realistic revenue forecasts.

There is a written, consistent schedule for following up with prospects (e.g., email on day 3, call on day 7) that your team applies to every open opportunity.

Common objections from prospects (e.g., price, contract length, service concerns) have written responses or talking points that your team is trained on.

You use automation tools (e.g., Zoho CRM workflows, email sequences) to send timely follow-up messages so leads don't fall through the cracks.

You compare projected new revenue from your pipeline to what actually closed, and use that data to improve future forecasting.

At least once per quarter, your team reviews deals that were lost to understand why prospects chose not to sign, and uses those insights to improve your approach.

Every new client goes through the same structured onboarding process guided by a written checklist — ensuring nothing is missed regardless of who handles it.

There is a clear, documented process for how a new client transitions from your sales/business development team to the operational team that will manage the account.

A formal kickoff meeting with the new client's board or leadership is scheduled and completed within 14 days of the contract being signed.

At the point of contract signing, your team reviews and confirms the scope of services, communication expectations, timelines, and deliverables with the client.

You have scheduled touchpoints with new clients at the 30, 60, and 90-day marks to assess satisfaction, address issues early, and reinforce the relationship.

New community homeowners (where applicable) receive a formal welcome communication introducing your company and explaining how to reach the management team.

When taking over from a prior management company, your team uses a documented transition checklist to capture all records, access, vendor relationships, and key data.

The agreed-upon services and any boundaries of your engagement are reviewed and reinforced with the client during the onboarding process to prevent scope creep.

You track whether clients who went through onboarding stay longer, escalate fewer issues, or report higher satisfaction — helping you measure onboarding effectiveness.

Your leadership monitors workload and signs of burnout among community managers during the onboarding period when new accounts add pressure to existing responsibilities.