In the past Business Development has required teams of analysts to search, identify and analyze potential clients by actionable circumstance then prioritize by organizational skill. The idea of creating and monitoring brand awareness has vastly modernized with the organization of public and proprietary news sources and real-time media monitoring. Client Intelligence today becomes business intelligence tomorrow when automated aggregation capabilities replace eyes-on media monitoring. Imagine a business development landscape where you set your personal or organization’s skills, priorities and specialties then watch the world of news reporting and content production fill the past, present and future of your business development goals.

1. educational series
Effective Business Development
Julie Savarino’s Guide to
©
in the New Normal
5 HOT TRENDS

2. educational series
Introduction
In the past Business Development has required teams of analysts to search, identify
and analyze potential clients by actionable circumstance then prioritize by
organizational skill. The idea of creating and monitoring brand awareness has
vastly modernized with the organization of public and proprietary news sources
and real-time media monitoring. Client Intelligence today becomes business
intelligence tomorrow when automated aggregation capabilities replace eyes-on media
monitoring. Imagine a business development landscape where you set your personal or
organization’s skills, priorities and specialties then watch the world of news reporting
and content production fill the past, present and future of your business development
goals.
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Manzama works to boost your business development teams’ ROI by supplementing
marketing and sales development with organized, prioritized and contextualized data.

3. educational series
Trends in Business Development
Increasing Staff Sophistication and Specialization
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Increased Turnover in High-Level Staff Positions
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Increased Strategic Focus on What Works
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Increased Use of Packaging
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Increasingly Sophisticated Technology
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4. educational series
Increasing Staff Sophistication and Specialization
Many organizations are evolving beyond primary reliance on the top three traditional
marketing/business development tools used by professionals to develop new business:
writing, speaking and attending conferences. These three tools still work to create
awareness and generate leads when used in a focused, targeted, strategic and consistent
manner, but alone they are no longer enough to maintain competitiveness. So in order to
increase results, efficiencies, quality of service and deliverables while at the same time
reducing duplication and redundancies, organizations are moving away from hiring
marketing/business development support generalists and are now increasingly hiring
specialists. Specialists are defined as staff members who spend over 75% of their total
professional time on one tool or practice/industry group or other area. Examples include
RFPs, events, CRM, and client intelligence managers/coordinators. Practice/industry group
specialists can include business development managers for litigation, intellectual property,
life sciences or other practice/industry groups. The two most popular specialist positions
being hired by law firms in recent years are detailed on the next two pages.

5. educational series
These three terms are still interchangeable, but most often refer to the one‐to‐one
“sales” or the “selling” process.
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In addition, they may have responsibility for providing one‐on‐one, internal coaching
to help professionals attain the new business development objectives listed on their
annual plans.
Increasing Staff Sophistication and Specialization
PART 1: Chiefs, Directors, or Managers !
! ! ! ! ! ! ! of Client Development / Business Development / Sales
Sales (or development) staff members are usually dedicated to
supporting the entire sales lead process:
Identify and qualify opportunities; Prepare for that opportunity to develop
actual new work, follow up and track results.

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Increasing Staff Sophistication and Specialization
Pricing is another popular “specialist” position that many leading
organizations have recently created and filled.
PART 2: Pricing Chiefs, Directors and/or Managers
With the proliferation of AFAs (Alternative Fee
Arrangements), pricing professionals are
dedicated to creating, maintaining and
helping professionals use price/profitability‐
oriented databases, software, and metrics
and to assist in crafting AFA options needed
to pitch and win new business in this highly
competitive market.

7. educational series
Increased Turnover in High‐Level Staff Positions
Over the past three years, approximately 40% of AmLaw 100 law
firms’ incumbent Chief Marketing Officers, Chief Business
Development Officers and Chief Strategy Officers have turned over.
Some left due to retirement, others for life‐style reasons, and others
due to top management transitions and other reasons. The majority
of open positions are being filled by professionals with a proven
track record of direct business‐to‐business sales or client
development and management experience, such as from financial
institutions, investment entities, accounting firms, legal service‐
related entities and/or other professional service firms.

8. educational series
Increased Strategic Focus on What Works
The days of being “all things to all people” either externally for clients or internally for
professionals no longer works for the majority of organizations or for organizations’
marketing and business development support departments. These department leaders’
expectations are evolving, and priorities are being increasingly decided upon and
communicated internally. For example, in some organizations, each and every
professional is no longer expected to become a “rainmaker” in the traditional sense of
the word, and as a result, annual plans and performance expectations are being
tailored to maximize individual strengths. As a result, internal marketing and
business development departments are no longer expected to service all professionals
equally. Instead, progressive organizations are assessing and analyzing where the
sources of existing and new business come from by department, activity/effort,
investment, etc., and they are focusing support and investments of time and money
accordingly. The roles of service quality, efficiencies and service features are also being
prioritized.

9. educational series
Increased Use of Packaging
As professional organizations continue to mature, another viable strategy being used both internally and externally
is packaging. Internally, organizations are “packaging up” the sales/business development process in various
ways designed to increase opportunities, motivation and strategic results.
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Externally, organizations are packaging up services beyond simple industry definitions. A recent example is the
hot issue of data privacy – a number of organizations’ services are required to handle, manage and resolve data
privacy issues and cases (cutting across traditionally defined industries). Resolving data privacy issues often
requires that other outside forensic, forensic accounting and/or data management services be included in the
package offered/presented and/or pitched to clients and prospects. As a result, organizations are packaging up
services along with formally partnering with relevant outside services to offer a complete package of services.
Several other organizations have created and implemented various “strategic business development
challenges” or other gaming‐type programs, which appeal to professionals’ competitive instincts
and fuel peer involvement. These types of challenges or games are launched during a retreat or at
the beginning of the year and are tied to a formal “sales pipeline,” which is tracked and followed‐up
on, with efforts and results being highlighted and rewarded periodically by department leaders.

10. educational series
Increasingly Sophisticated Technology
Content aggregators at both the organization‐generated content level and the business/client intelligence
level are continuing to refine their offerings. In past years, posting relevant organization‐generated content
to multiple social and Internet sites required more time than it does today because of advancing
technologies. It is the same with business/client intelligence content. In the past, gathering this information
required an entire checklist of sites and sources be searched.
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Increasingly, proprietary content owners are partnering so that less sources need to be searched to find
everything. Finally, apps created exclusively for professionals and professional organizations are
proliferating, and the next wave will likely be the consolidation and partnering of the most useful and viable.
For more information, to request a customized demo, !
or to attend educational webinars, visit:
.com

11. educational series
About Julie Savarino
Julie Savarino of Business Development Inc. is a lawyer with
over 25 years’ hands‐on, highly rated and proven business
development experience assisting law firms and other
professional service organization in developing measurable
new business.
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Julie has defined a New
Normal© in business
development.
For more information, please visit www.BusDevInc.com or email Julie at julie@BusDevInc.com.

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Established in 2010, Manzama is a content intelligence platform specifically designed for
professionals. Manzama mines and analyzes vast amounts of information, and delivers
highly relevant and personalized intelligence to each stakeholder within the organization.
Manzama is changing the way professionals find information and makes the task of
finding actionable insights easy. For more information, including requesting a custom
demo and/or joining educational webinars, visit www.manzama.com.

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Copyright, Manzama Inc. 2014 All Rights Reserved.
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it is illegal to copy, re‐use and/or otherwise distribute
the content of this document and/or the document itself.
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