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Best Practices in  Business Development presented by  David Fatlowitz July 2009
Topics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Preface ,[object Object],[object Object]
Today’s Typical Sales Dept Structure   (Company X) ‘ Military Style’  Top Down Command  & Control  “By Decree you will…” Add’l mngmt layers Little co-ordination with other depts, focus mainly on closing deals  … VP ASM West ASM Southwest ASM North ASM Southeast ASM Northeast Regional  Acct Execs Regional  Acct Execs Regional  Acct Execs Regional  Acct Execs Regional  Acct Execs Eastern Regional  Sales Manager Western Regional  Sales Manager
Today’s Typical  Organizational Structure (Company X) ,[object Object],[object Object],[object Object],[object Object],Takeaway: Interests often “Departmental”  not “Customer Centric” or aligned to sales targets…   President VP Finance (F) VP IT (I) VP Technology (T) VP Sales (S) Finance Dept IT Dept Technology Dept Sales Dept Regional  Sales Mngr Regional  Sales Mngr VP Marketing (M) Marketing Dept INFORMATION  SILOS
Today’s Typical  Organizational Structure (Company X) Impact: Organization lacks flexibility & essential knowledge to make good decisions at critical times… ,[object Object],[object Object],[object Object],[object Object],President VP Finance (F) VP IT (I) VP Technology (T) VP Sales (S) Finance Dept IT Dept Technology Dept Sales Dept Regional  Sales Mngr Regional  Sales Mngr VP Marketing (M) Marketing Dept INFORMATION  SILOS
Result: Projected Sales Revenue  (Company X) Opportunity Cost =  $ 57M Gap !  $ Millions Stretch Goal = $280M   Based on current market opportunities alone falls short of the target…
Growth expected only in top market, otherwise little revenue growth or diversification expected over next 3 years … Example: Projected 3 Year Sales Trend Business Development Motivation (Company X)
Core Business Issues & Results Scorecard ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some Growth Possibilities ,[object Object],[object Object],[object Object],[object Object],[object Object]
How to break into new markets ,[object Object]
How to break into new markets ,[object Object]
Business Development Group Guiding Mantra:  Key Lever: Virtual teaming “ Everyone works in Business Development” Focus: Opportunities with 2-3 year horizon
Business Development Group ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BDG – Features & Benefits Net Result: better morale, improved decision making, increased competitive advantage and higher profits…
Creating Value in New Markets  combining resources and capabilities creates new competencies and beneficial outcomes… Takeaway: Need to spend sufficient time on this ! A clear plan  demonstrates strong commitment to customers in new markets not presently served… New Competencies Competitive Advantage Value Creation Above Average Returns Valuable Ex. save customers time to market Rare Ex. Industry expertise Costly to Imitate Ex. Highest production capacity Non-Substitutable Ex. Unique combination of products & services
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],High Margin & Profits Start of Industry Shake Out Some Basics of Good Strategy… Key Take Away :  these are all important elements of strategy but requires good co-ordination…                                                                                                                                                                 
To Develop Winning Strategy  Apply Porter’s Five Force Analysis (Example for POF use in fiber telcom market) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Supplier power Rivalry Barriers to entry Threat of substitutes LOW HIGH LOW LOW LOW Buyer power Ref: Prof. Michael Porter, Harvard University
1: ? 2: ?   3: ? 4: ? 5: ? BDG 2 3 4 5 The five key elements for successful organizational change… 1
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Recommendations BDG 1 2 3 4 5
New Organizational Structure with BDG President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept (Acct Execs) Regional Sales Mngr Regional  Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept
New Organizational Structure with BDG President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept (Acct Execs) Regional Sales Mngr Regional  Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept entrepreneurs with alliance and deal building skills…
New Organizational Structure with BDG President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept (Acct Execs) Regional Sales Mngr Regional  Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept entrepreneurs with alliance and deal building skills… extensive market knowledge & BD experience
New Organizational Structure with BDG President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept (Acct Execs) Regional Sales Mngr Regional  Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept extensive market knowledge & BD experience well connected at CXO level with thought leaders & major industry players entrepreneurs with alliance and deal building skills…
BDG: Segments Sales Activity… President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept ISE’s, SE’s, ESE’s Regional Sales Mngr Regional  Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept PM’s, MarCom, Other Sales & Marketing focus on “mature” & tactical opportunities ready to bear fruit BDG concentrates on strategic “horizon” opportunities that need focus & nurturing… Key Message: EVERYONE works in business development, participation is thru BDG projects…
PM, RM, BDM Roles   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PM, RM, BDM Roles   PM POR M1 M2 M3 M4 M5 R2 R1 R3 R4 R5 PM’s WIG: Sell P roducts  into as many markets & regions as possible… Finance Marketing Sales Products
PM, RM, BDM Roles   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PM, RM, BDM Roles   PL3 M1 M2 M3 M4 M5 ROR PL5 PL2 PL1 PL4 RM RM’s WIG: Grow sales in  Region  by selling all products into as many markets as possible… Finance Marketing Sales Products
PM, RM, BDM Roles   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PM, RM, BDM Roles   PL3 MOR PL5 PL2 PL1 PL4 R2 R1 R3 R4 R5 BDM BDM’s WIG: Grow sales in Market by selling all  products into all regions… Finance Marketing Sales Products
requires embracing teamwork, sharing decision making & overlapping responsibilities… PM RM BDM Reaching the Pot of Gold… Opportunity Finance Marketing Sales Products
Business Development Group New Market Projects (near term targets) NM 5 NM 4 NM 3 NM 2 NM 1 BDG
Business Development Group New Market Projects (near & long term targets) NM 9 NM 8 NM 7 NM 6 NM 5 NM 4 NM 3 NM 2 NM 1 BDG
BDG Project Scoring… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Company X:  BDG Benefit Example  (Projected Revenues) ~   On target   $ Millions Stretch Goal = $280M Rev C = Today + Tomorrow + BDG Rev B = Today + Tomorrow’s Pipeline Rev A =  Today’s Customers Only
STRATEGY:  ? STRUCTURE: ? Collaboration and share responsibilities among subsidiaries on global accounts & opportunities INFO & DECISION MAKING PROCESSES: ? REWARDS: ? Outsourced Sales: revenue recognition for subsidiaries that initiate new business PEOPLE: ? BDG Future: Global BDG (networking with subsidiaries)
Some Key Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BDG Implementation: Best practices in  driving culture change… To UN-FREEZE… To EXECUTE CHANGE… To RE-FREEZE… 1 - Communicate need for change  Redefine top metrics & rewards to establish credibility Monitor acceptance & make adjustments 2 – Implement change initiative  3 – Reinforce new culture thru symbolic actions
Tomorrow’s Shining Star… Product  Development  IT Marketing Finance Sales BDG
End

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Best Practices In Business Development

  • 1. Best Practices in Business Development presented by David Fatlowitz July 2009
  • 2.
  • 3.
  • 4. Today’s Typical Sales Dept Structure (Company X) ‘ Military Style’ Top Down Command & Control “By Decree you will…” Add’l mngmt layers Little co-ordination with other depts, focus mainly on closing deals … VP ASM West ASM Southwest ASM North ASM Southeast ASM Northeast Regional Acct Execs Regional Acct Execs Regional Acct Execs Regional Acct Execs Regional Acct Execs Eastern Regional Sales Manager Western Regional Sales Manager
  • 5.
  • 6.
  • 7. Result: Projected Sales Revenue (Company X) Opportunity Cost = $ 57M Gap ! $ Millions Stretch Goal = $280M Based on current market opportunities alone falls short of the target…
  • 8. Growth expected only in top market, otherwise little revenue growth or diversification expected over next 3 years … Example: Projected 3 Year Sales Trend Business Development Motivation (Company X)
  • 9.
  • 10.
  • 11.
  • 12.
  • 13. Business Development Group Guiding Mantra: Key Lever: Virtual teaming “ Everyone works in Business Development” Focus: Opportunities with 2-3 year horizon
  • 14.
  • 15.
  • 16. Creating Value in New Markets combining resources and capabilities creates new competencies and beneficial outcomes… Takeaway: Need to spend sufficient time on this ! A clear plan demonstrates strong commitment to customers in new markets not presently served… New Competencies Competitive Advantage Value Creation Above Average Returns Valuable Ex. save customers time to market Rare Ex. Industry expertise Costly to Imitate Ex. Highest production capacity Non-Substitutable Ex. Unique combination of products & services
  • 17.
  • 18.
  • 19. 1: ? 2: ? 3: ? 4: ? 5: ? BDG 2 3 4 5 The five key elements for successful organizational change… 1
  • 20.
  • 21. New Organizational Structure with BDG President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept (Acct Execs) Regional Sales Mngr Regional Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept
  • 22. New Organizational Structure with BDG President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept (Acct Execs) Regional Sales Mngr Regional Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept entrepreneurs with alliance and deal building skills…
  • 23. New Organizational Structure with BDG President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept (Acct Execs) Regional Sales Mngr Regional Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept entrepreneurs with alliance and deal building skills… extensive market knowledge & BD experience
  • 24. New Organizational Structure with BDG President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept (Acct Execs) Regional Sales Mngr Regional Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept extensive market knowledge & BD experience well connected at CXO level with thought leaders & major industry players entrepreneurs with alliance and deal building skills…
  • 25. BDG: Segments Sales Activity… President VP Finance VP IT VP Technology VP Sales Finance Dept IT Dept Technology Dept Sales Dept ISE’s, SE’s, ESE’s Regional Sales Mngr Regional Sales Mngr BDG Director BDG Exec VP BDM’s VP Marketing Marketing Dept PM’s, MarCom, Other Sales & Marketing focus on “mature” & tactical opportunities ready to bear fruit BDG concentrates on strategic “horizon” opportunities that need focus & nurturing… Key Message: EVERYONE works in business development, participation is thru BDG projects…
  • 26.
  • 27. PM, RM, BDM Roles PM POR M1 M2 M3 M4 M5 R2 R1 R3 R4 R5 PM’s WIG: Sell P roducts into as many markets & regions as possible… Finance Marketing Sales Products
  • 28.
  • 29. PM, RM, BDM Roles PL3 M1 M2 M3 M4 M5 ROR PL5 PL2 PL1 PL4 RM RM’s WIG: Grow sales in Region by selling all products into as many markets as possible… Finance Marketing Sales Products
  • 30.
  • 31. PM, RM, BDM Roles PL3 MOR PL5 PL2 PL1 PL4 R2 R1 R3 R4 R5 BDM BDM’s WIG: Grow sales in Market by selling all products into all regions… Finance Marketing Sales Products
  • 32. requires embracing teamwork, sharing decision making & overlapping responsibilities… PM RM BDM Reaching the Pot of Gold… Opportunity Finance Marketing Sales Products
  • 33. Business Development Group New Market Projects (near term targets) NM 5 NM 4 NM 3 NM 2 NM 1 BDG
  • 34. Business Development Group New Market Projects (near & long term targets) NM 9 NM 8 NM 7 NM 6 NM 5 NM 4 NM 3 NM 2 NM 1 BDG
  • 35.
  • 36. Company X: BDG Benefit Example (Projected Revenues) ~ On target $ Millions Stretch Goal = $280M Rev C = Today + Tomorrow + BDG Rev B = Today + Tomorrow’s Pipeline Rev A = Today’s Customers Only
  • 37. STRATEGY: ? STRUCTURE: ? Collaboration and share responsibilities among subsidiaries on global accounts & opportunities INFO & DECISION MAKING PROCESSES: ? REWARDS: ? Outsourced Sales: revenue recognition for subsidiaries that initiate new business PEOPLE: ? BDG Future: Global BDG (networking with subsidiaries)
  • 38.
  • 39. BDG Implementation: Best practices in driving culture change… To UN-FREEZE… To EXECUTE CHANGE… To RE-FREEZE… 1 - Communicate need for change Redefine top metrics & rewards to establish credibility Monitor acceptance & make adjustments 2 – Implement change initiative 3 – Reinforce new culture thru symbolic actions
  • 40. Tomorrow’s Shining Star… Product Development IT Marketing Finance Sales BDG
  • 41. End