The document discusses developing a business development strategy and 2009 business plan. It focuses on reviewing performance in 2008, identifying trends and areas for improvement, conducting a SWOT analysis, defining target market sectors and key clients, developing a pricing strategy, analyzing competitors, and setting achievable yet aggressive production goals with accountability measures. The overall goal is to use the strategic planning process to guide business growth and access funding in the new year.

1. Business Development Strategy
Session
 In this session, we will
be discussing two
points, keeping in
mind the current
economic trends and
conditions.
 Client Development
Strategy
 2009 Business Plan

2. Business Development Strategy
 Rewind 2008  Look Ahead to 2009
 Review Your Business  From your review, do
From Last Year you need to establish
 What Did You – (or reestablish) a niche
 Focus On? (Niche) specialty?
 Do on a Partner
Basis?
 What trends have
 Bill? emerged, and are
 Cash-In? emerging, in 2009?
 How much was repeat  Where could you ‘trim
business??
the fat’ from your
rewind?

3. Importance of a Business Plan
 Your Business Plan serves as the Compass for
the future direction of your business
 Sets Strategy
 Helps You Get Funding
 New Hires, More Tools – Business Growth
 Management Tool
 Daily Direction

4. SWOT Analysis
 Be Specific
 Everything in your SWOT analysis should be
specific, quantifiable
 I.E.
– “The Market is Soft” is not sufficient for a
weakness or threat/risk
 “There is a softening in the market within HR as it relates
to functionally specific positions – there is a THREAT of
companies exchanging Recruiters and Benefits
Managers for HR Generalists with more rounded exp.”

5. Market Sectors/Clients
 Rome Was Not Built in A Day – Your
Practice Should Not Be, Either…
 How are you establishing who you are
going to work with (target) in the next 12
months?
 How many have asked clients what
percentage of the client’s total recruitment
budget is allotted to them?

6. What Makes a Key Account?
 What are 3 Things that Make an Account
a “Key Account?”
 If you don’t have any ‘key accounts,’ how
do you build one?

7. Job Orders and Pricing
 Develop a Pricing Strategy Per Desk
 When You talk to a client about our fees,
there should be a method behind how you
work and what goes with each type of service:
 Partnered
 Contingent

8. Looking at the Competition
 It is CRITICAL to know your major
competitors.
 Who are your top 3 competitors?
 What is their differentiation?
 What competitive information have you
surfaced?
 Do you ask your clients about their “other
firms?”

9. Production
 Three Biggest Issues with the Plans:
 1. Achievable, yet aggressive goals
 2. Accountability with yourself to your plan
 How often do you review against your plan?
 If you get off plan, do you have measures in place
to get back on track?
 3. Really understanding your marketplace
 Have a viable niche specialty from which to grow
 Remember, flowers start as seeds 
 Knowing what level(s) you are going to target