New-market work keeps getting postponed
Your team is busy with customers and active deals. The next market, segment or strategic account gets attention only when there is time left over.
Capabilities / Business Development
A repeatable route to new B2B conversations.
A business development product that combines market research, ICP and DMU design, infrastructure and human outreach for high-value B2B propositions.
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Business DevelopmentDe Grijff
Primary outcomeConsistent new-market development
Designed forHigh-value B2B propositions
ScopeResearch through qualification
Position in the processExecution
Does this sound familiar?
The team is capable. Market development still falls behind.
Sales teams are often busy with customers, active opportunities and internal priorities. That means strategic outreach, target-account development and new-market learning happen only when there is time left over.
Growth relies on a few experienced people
Relationships, follow-up and commercial judgment often sit with founders or a small group of strong salespeople.
Activity happens, but not as a repeatable system
Research, targeting, outreach and follow-up are present, but not yet organised as one ongoing business development capability.
Recognise one of these situations?
Discuss your situation ↗We can start with the friction you already see and determine whether this product or the wider operating model is the right scope.
Our perspective
Your best salespeople should spend their best hours where they matter most.
In complex B2B sales, expertise, trust and commercial judgment move relationships forward. Research, market development, outreach, CRM and follow-up all matter, but they do not all need to depend on the same person.
When business development is organised as its own capability, the organisation can stay closer to the market, create more continuity and let experienced salespeople focus on the conversations where they add the most value.
Structure creates focus. Focus creates better conversations. Better conversations create lasting commercial growth.Explore the questions →
Buying dynamics
Four questions we answer before scaling commercial activity.
Instead of starting with volume, we first understand what makes an account relevant, who influences the decision and what should be remembered after every interaction.
Which account clusters actually matter?
Segments that look similar from the outside can behave very differently once applications, geography, regulation, size or technical fit are taken into account.
Read our point of view →Who shapes the decision beyond the obvious contact?
Technical, operational, procurement and management stakeholders often value completely different aspects of the same proposition.
Read our point of view →Why could a conversation matter now?
Projects, capacity, regulation, strategic change and investment can all create a reason to engage. Relevance improves when those signals are visible.
Read our point of view →What should the organisation learn from each interaction?
Objections, timing, stakeholders and market signals should improve the next conversation rather than disappear into personal inboxes.
Read our point of view →Where we fit
Most useful where the commercial process needs more market continuity.
We are most useful where the proposition requires explanation, the sales cycle is long and the organisation needs more consistency around account selection, research and follow-up.
Technical or complex propositions
For organisations where relevance, trust and timing matter more than outreach volume.
Multi-stakeholder buying journeys
For teams that need more structure around research, DMU and sustained follow-up.
Founder-led or overstretched sales teams
For organisations where market development needs a dedicated capability alongside sales.
Part of the full picture
This product is one part of the Commercial Operating Model.
The Operating Model is the full De Grijff proposition. It reorganises the commercial department by connecting strategy, software and execution as one coherent system.
Commercial Strategy
Sharpen the proposition, market focus and commercial choices that business development should work from.
Explore Commercial Strategy →Business Development
Research, targeting, outreach and qualification organised as one capability.
CRM & Commercial Intelligence
The CRM, workflow and commercial memory needed to keep business development visible and reusable.
Explore CRM & Commercial Intelligence →Commercial Operating Model
When the challenge is broader than one component, we redesign the commercial department as a whole: direction, roles, business development, handovers, CRM, management information and continuous improvement.
Business development
A pipeline.
Built beyond
the founder.
New business becomes predictable when market development, outreach and follow-up are organised deliberately — with roles, focus and capacity that do not depend on one person.
Tecnify, Brockmeyer and Energy Shift show what that looks like in practice: a consistent flow of opportunities in the segments where they matter most.
Explore the client stories →
Start a conversation
Which part of your market deserves more attention?
We can build Business Development as a focused product, or integrate it into the full Commercial Operating Model around sales.
Start a conversation ↗Prefer email? →