McKeon Group provides services across five sectors: construction, mechanical services, electrical services, maintenance and, through their sister company Hereworks, audiovisual and smart building integration.
With their main client base in Ireland, but also projects in mainland Europe, McKeon Group has successfully developed from a small family company to an international one – without losing their ability to build strong relationships.
McKeon Group’s 26 team members use Pipedrive CRM to collaborate, keep track of opportunities and cross-sell services.
McKeon Group’s increase in revenue in 4 years
Number of hours they are able to save a week
Amount they have increased their team in 4 years
McKeon Group adopted Pipedrive in 2016 as the company looked to expand its sales and marketing efforts.
At that time, Sales and Marketing Director Paul McKenna, who started working with the company in 2007 as an electrician, was asked to spearhead their sales and marketing strategy.
Pipedrive is used across several different departments within the company. At the start, six people in the company were using Pipedrive. Now, 26 people use it, including:
Salespeople, for CRM activities and process control, goals and data management, to prepare for meetings and to focus the sales approach
Quantity surveyors and estimators manage and track the tenders in progress, the divisions involved. Their insights are the primary source when forecasting close dates and probability.
Directors, for relationship management, goals and strategy
Paul has set up workflow automations, so that whenever a deal is marked “Won”, it automatically takes in the next steps, prompting the relevant people to get it into the ERP system and marked as completed in the project folder. He’s not the only one with specialized uses for Pipedrive.
Paul knew when he adopted Pipedrive the data it was providing would prove invaluable.
In his presentation to the board, Paul showed that, in all likelihood, the company had missed more of the large value opportunities because it was constantly reacting to tendering the 174 low-value projects. Its overall success rate of 12% meant that they were tendering over a thousand low-value opportunities, while the high-value opportunities were being missed as the team “didn’t have the headspace for it”.