Management Tips – What it Takes to Create an Effective Business Development Strategy

If you are a manager at the same time an owner of a business or an organization then, one of the challenges you are faced with is the challenge of developing and taking advantage of business opportunities that are provided to you and your company. Moreover, as a manager you always have to strive for growth and development. To achieve that aim, you have to have an effective business development strategy? Now, how are you going to do that? What does it requires creating an effective business development strategy? Read on and learn from the following tips.

1. Brace yourself up with sufficient knowledge as well as excellent management practices and strategies. As a manager who aims for growth of his or her business or organization, you have to have sufficient knowledge and excellent management practices and strategies. Well, these will all boils down to whether you will be revolutionary or evolutionary in coming up with ideas and strategies for development. The idea or strategy you will come up with will be the basis for your company to either revolutionize or evolve.

2. It takes a multi-disciplinary approach. An effective business development strategy entails a multi-disciplinary approach which includes financial, advertising and legal skills from you as the development manager. This means that you need to come up with creative ways that are flexible to be applied with just about any circumstances that may hit your business. of course, these ways should contribute to the prosperity of your business and not its failure.

3. Create a strategic marketing plan. There are various aspects in your business wherein business development strategies can help your business to grow and prosper. Strategic marketing plan, as such, will deal with the changing customer base and market dynamics. It will also aid in understanding horizontal and vertical target market opportunities and help you learn how to pick out and develop products, services or solutions to address the needs of your target market.

4. Decide on what kind of approach in planning. Take note that a plan shouldn’t be on its own to work nor will you solely manage it to work. A plan can take the form of either a ‘bottom up’ approach or a ‘top down’ approach. A plan in a bottom up approach involves employees to come up with ideas and suggestions. After which, the best one are passed on to the management. On the other hand, a plan in a top down approach involves higher position personnel such as the managers to establish the business development strategies and then, imposed them down to their subordinates. Additionally, there is the use of collaborative process where managers and employees work together as one in performing this task.

5. Evaluation. Now, after the business development strategy has been decided on, it will be your task as a manager to make sure that this strategy will work out. To do so, you will need to conduct evaluation of its weak points, strengths, the risk involve and its growth potentials. You may want to hire a strategy consultant for this matter as there are indeed, various factors that must be taken into serious consideration. However, it will be dependent on the complexities that come with its implementation. Some of these factors involve assigning of responsibilities, hiring sufficient human resources and establishing a chain of command. It will also involve a specific timeline to determine whether or not the preferred goals are being accomplished or not.

Evidently, there is no single type of business development strategy that will be enough for any business. So as a manager, you have to brace yourself up with more and more knowledge to know what works for you and your business and determine the corresponding advantages of sticking to it.

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Discussing the Business Developer Resume

The Business Developer is a very crucial role in a company’s growth and thus is a pivotal position within it. It is a managerial position usually assigned to existing senior managers or dedicated business developers with a proven record. Perhaps there is no position in a company as challenging and therefore it is amply rewarding from the point of view of both job satisfaction and money.

Key Responsibilities

The key responsibility of a business developer is to attract new customers and penetrate existing markets. For the purpose, he assesses marketing opportunities and targets markets, gathers intelligence on customers and competitors, generates leads for possible sales, advises on drafts, implements proper sales policies and follows up sales activity with a review and appropriate modifications. He also drafts formal proposals and prepares presentations regarding the identified sales opportunity and develops a proper business model design. The business model involves evaluation of a business and then realization of its full potential using tools like marketing, information management and customer service.

They may follow one of two models: sales-oriented (client facing) and operational function to support sales. In the sales-oriented or client facing role, the concentrates on developing strategic channel relationships or on general sales. It is an operational function to support the sales of a company is often made the responsibility of a separate functionary known as the capture manager, while they continue with finding other sales oriented leads.

Level of Education Required

They are professionals with qualification and experience in financial services, investment banking or sales. Many enter the area by climbing the corporate ladder in fields like operations management. Thus to be one must have a formal degree in business management with specialization in finance, investment banking or sales, along with considerable experience. They must be skilled or experienced in marketing, company law, strategy, finance, proposal management or capture management. The exact set of skills will depend on the business environment being dealt with.

Career Path

Since they are existing professionals with considerable skills and experience, one can’t acquire this position at the beginning of a career. So, future business developers must enter the corporate sector as junior level managers and go on to acquire skills and experience in areas like finance, investment banking or sales. At the same time they must continue to develop their skills in the area of business development. Once they feel confident enough to take up the challenge, they must enter the field at the right opportunity. The opportunity may be in their existing company itself or in some other company that is looking for business developers.

A business developer’s career is immensely satisfying and financially rewarding although stressful and demanding physically and intellectually. With continuing growth of the economy business developers are sure to be in increasing demand in the coming years.

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The Taxonomy of Business Development

What is business development? This is a frequently asked question with as many answers as there are people calling themselves business development professionals. What unifies the discipline of business development is not so much the activities that comprise it, as these are immensely diverse ranging across a myriad of subfields. It is rather the goal or the objective: In one way or another, business development is about implementing business growth opportunities.

Business development involves all tasks and processes concerning both the analytical preparation, monitoring and support of growth opportunities. Of course, growth can be achieved in many ways. There are a plethora of activities, conceptualizations, methodologies, tools, frameworks, models, subfields, and buzzwords employed across industries and geographies when implementing growth opportunities for firms. Thus, it is often difficult to make out what is what with respect to business development.

This paper will discuss and distinguish key concepts of contemporary business development for a more comprehensive and translucent picture of this important yet ambiguous field. A particular interest will be taken into how business development activities differ across company sizes and growth stages, from early-stage startups to fully-grown companies, and the various institutions that can support companies on their paths to growth. Lastly, the value of business development services is discussed from the perspective of small and medium sized enterprises (SMEs).

1. The people of business development

“I do biz dev”, you hear people say frequently. But yes, business development is indeed something that one can do, and the actors of business development are called Business Developers. Business developers can be internal employees hired to identify and expand a company´s business, and their strength lies in their deep insight into the organization they work for. On the other hand, there are external professional service providers, such as management consultants, who leverage their experience from helping other companies develop, identify, and execute growth opportunities. Whether internal or external, individuals of this professional breed are usually generalists by nature with the skills and know-how to collaborate and integrate knowledge and feedback from a company´s functional units such as sales, marketing, R&D, operations, and finance, and in turn synthetize that information into actionable roadmaps, also called business plans. The business plan can be thought of as a formal statement of a set of organizational goals, including the motivations and criteria for why they are attainable, and a plan for reaching the goals. The tools and methods utilized by business developers are countless, yet the objective remains to answer one fundamental question: “How do we make money?”

While business developers work to address how firms can sell more of their products or services and make more money both today and tomorrow, business development activities are typically skewed towards forthcoming business opportunities and strategy. Many sales representatives claim to be business development professionals, but this does not fully capture what business development is. One of the principal activities a business developer does is identify new opportunities. To do so, the business developer must have insight into a range of business related fields, and have access to key information that can allow new parallels to be drawn. First of all, he/she must hold a fundamental understanding of the company in question, stay abreast of industry trends, and monitor the competition. Secondly, but perhaps more importantly, the business developer must be able to take a holistic perspective, use his/her intuition when analyzing results, and show proof of creativity and ingenuity when synthetizing information in order to conclude which next steps the business should take.

Working in business development is an excellent way to develop skills in strategy, negotiations, and managing partner and client relationships. Moreover, the job of a business developer is highly cross functional, as it requires collaboration with various internal and partner-company teams such as sales, engineering, and marketing to ensure that a deal is consummated. Last but not least, if done well, business development can have an incredible impact on the success of a business.

2. The institutions of business development

A common problem facing many firms, regardless of where they are in the company lifecycle, is that they get stuck in the trenches of daily operations, at the cost of conducting business development activities. When strategy and competitive advantage are no longer on top of the agenda, focus is lost and to the detriment of sustainable growth. The balance between running day-to-day operations and continuously developing the business further to hone the competitive advantage a firm holds is indeed difficult to manage. For that reason, there are a multitude of professional service providers in the field of business development. From the birth of ideas to early startups, to small and medium enterprises (SMEs) who seek second stage growth, and all they way to strategy implementation for corporate giants, many institutions exist to support firms in their business development efforts.

There are both niche specialists targeting specific business needs and generalists taking a 360° view of the firm and its strategy and objectives. They come in the form of governmental institutions providing funding and support to entrepreneurs, and private institutions in the form of business angels and venture capitalists, business incubators and seed accelerators, second stage business accelerators, boutique consultancy firms, and large management consulting houses. One way or another, these institutions interact with companies on their growth journey and provide all kinds of resources to support them, including funding and physical work spaces (offices), professional support, advice and mentoring, tools and frameworks, strategy development and operations efficiency, and access to important networks in the business ecosystem.

In the table below a classification of business development institutions are plotted out, based on the various stages in the company life cycle. While there of course exist much overlap between of these fields, it gives an idea of who, how, when and for whom various actors interact with firms on their path to growth.

Business Incubator

The idea of the business incubator is to provide support for the successful development of companies by means of an array of support resources and services, offering a nurturing environment where entrepreneurs can bring their ideas to life. Incubator services often include one or several of the following:

Shared office space
Marketing assistance
Accounting/financial management
Access to bank loans, loan funds and guarantee programs
Help with presentation skills
Business networks and links to strategic partners
Access to angel investors, venture capital and debt financing
Comprehensive business training programs
Advisory boards and mentors
Management team identification
Technology commercialization assistance
Help with regulatory compliance
Intellectual property management

The idea is to allow entrepreneurs and start-up teams to focus on their core value proposition and leverage key resources that a growing start-up needs. Incubators often employ a selective screening process assessing the feasibility and workability of the business plan of incubatee prospects before letting hem join the program. While many incubator programs are industry agnostic, 39% of incubators in the United States work only with the high-tech sector. A company spends varying amounts of time in an incubation program depending the type of business and the entrepreneur’s level of business expertise. For example, life science and other firms with R&D cycles require more time in an incubation program service companies. On average, incubator clients spend 33 months in a program.1 Oftentimes, graduation requirements are set by development benchmarks rather than time, such as revenues or number of employees. The successful graduation from a business incubation program typically increases the likelihood that a startup company will stay in business for the long term.

Seed Accelerators / Startup Accelerator Programs

The Seed Accelerator derives much of its characteristics from the business incubator; their services often include pre-seed investments (usually in exchange for equity) and the focus is on business model innovation. In contrast to an incubator, the seed accelerator views the startup period as short, and startups are often supported in cohort batches or ‘classes’ during a seed acceleration program. But accelerators are not considered “protected” nurturing environments, like the business incubator. They bring together entrepreneurs, mentors, and advisors and leave it to the entrepreneurs to figure out how to best take advantage of the opportunity that emerges. Being selected by a seed accelerator often brings notoriety to a firm, and it is a way to quickly create momentum in a startup, as long as the participants have the experience and drive necessary. Often, participants in seed accelerator programs are experienced startup professionals who are accustomed to the process.The assets provided by the seed accelerator come in the form of mentoring, funding and a strong network effect, but there are few or no internal resources, such as back office support functions, internal marketing or legal advisory experts or legal. It is a sink or swim environment.

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