Business development involves activities across departments that are aimed at improving and growing a business. It includes initiatives like expanding into new markets, developing new products or services, pursuing strategic partnerships, and implementing cost-saving measures. The business development team assesses opportunities, considers the impact on different departments, and works to align activities like sales, marketing, and operations with overall business development goals. Business development is focused on high-level strategic decision making and coordination to improve a business's prospects and drive overall growth.
1) The document proposes establishing a Business Development Group (BDG) to focus on long-term growth opportunities in new markets for Company X.
2) The BDG would be led by a Director and Executive VP and include Business Development Managers to identify and develop opportunities in new markets.
3) Implementing the BDG would require changes to Company X's organizational structure, processes, rewards, and hiring to encourage cooperation across departments and focus on long-term growth.
The Marketing Plan, The Organizational Plan & The Financial Plan from Entrepr...Muhammad Putra
The document discusses key aspects of developing a marketing plan for a new venture. It begins by differentiating between a business plan and a marketing plan, noting that a marketing plan focuses specifically on marketing activities over one year while a business plan covers broader organizational decisions. It then covers conducting an industry and competitor analysis to inform marketing strategy. The outline provided includes sections on situation analysis, marketing objectives and goals, marketing strategy and action programs, budgets, and controls. The document emphasizes that the marketing plan should provide a strategy for accomplishing the company's mission and goals.
The Government Technology & Services Coalition (GTSC) and its Emerging Small Business Group on December 16 hosted a session for small companies to learn about business development in the Federal sector. Our presenter, Tony Sacco was Vice President of SAIC and has over 40 years of experience in business development, IT systems development, integration and operations. Topics included:
>>Introduction to the BD lifecycle from a small business perspective
>>Challenges and opportunities in each phase
>>Strategies and techniques to be successful at BD
About the GTSC Emerging Small Business Group
The Emerging Small Business Group is open to GTSC members with revenue <$2.5 million. It will focus on understanding the numerous challenges of starting/growing a small business in the Federal space and marshaling GTSC’s vast resources of peers, owners, mentors, subject matter experts and online virtual tools to provide our emerging small business members the knowledge and techniques they need to meet the challenges of growing a business.
Chair: Elaine Kapetanakis, CEO, Kapstone Technologies
Jim Gardner, the VP of sales, is under pressure from his CEO to increase sales growth by an additional 5% over the current plan without acquisitions. Jim has identified issues with the sales team such as poor prospecting, weak sales processes, and an outdated CRM system. Investing in two or three areas could help meet the new target but require budget above what is planned. The CEO has called a follow up meeting asking Jim to discuss a plan to achieve the new sales growth target. A recent study analyzed data from over 170 companies and 800 initiatives to determine the typical impact of investments in sales force effectiveness. It found that broader transformations across multiple areas can improve performance up to 20% within a year, while focus on
The document outlines a 4-phase process for designing an effective sales compensation plan: 1) Link the plan to business objectives by understanding strategy and defining success criteria. 2) Establish a cross-functional design team and rules of engagement. 3) Assess an existing plan by measuring outcomes and gathering feedback. 4) Design the new plan by defining objectives, roles, elements like pay mix and measures, and an incentive formula. The goal is to motivate sales performance that achieves business goals.
Startup Bootcamp Lean Marketing for StartupsIdan Tohami
This document provides guidance on lean marketing strategies for startups. It outlines three key elements:
1) Determine an accurate market strategy focused on your target market's behavior.
2) Plan marketing activities based on where your target market is located and how to reach them. Set 2-3 goals for each activity.
3) Maintain consistency in your marketing rather than jumping from idea to idea, and outsource specialized tasks rather than relying on internal staff to handle marketing.
Sales Leadership Linking Sales Strategy To Sales ResultsLakesia Wright
The document discusses linking sales strategy to sales results through clear communication and accountability. It outlines 7 key questions sales leadership must address: 1) Is the sales strategy clearly linked to the organizational strategy? 2) Is the sales strategy understood throughout the sales force? 3) Does the sales force have the capabilities to execute the strategy? 4) Does the strategy form the basis for field-level planning? 5) Do leadership policies support critical sales behaviors? 6) Do salespeople understand how their work achieves strategy goals? 7) Is progress tracked to ensure accountability? Addressing these questions ensures execution supports strategy through multilevel management support and objective tracking of results.
Drafting a partner strategy for a software vendor régis collignon alliance ...regiscollignon
This document outlines a layered approach to developing a partner strategy for a software vendor. It discusses developing the strategy at the strategic, tactical, and operational levels. At the strategic level, the goals and vision for partnerships over 3-5 years should be defined. Tactically, required resources like a partner manager and sales/services engagement models are determined. Operationally, specific partners are identified and evaluated, partnership agreements are signed, and joint marketing, sales, and support plans are established. The key is preparing thoroughly at each level and gaining internal buy-in before implementing an effective partner program.
1) The document proposes establishing a Business Development Group (BDG) to focus on long-term growth opportunities in new markets for Company X.
2) The BDG would be led by a Director and Executive VP and include Business Development Managers to identify and develop opportunities in new markets.
3) Implementing the BDG would require changes to Company X's organizational structure, processes, rewards, and hiring to encourage cooperation across departments and focus on long-term growth.
The Marketing Plan, The Organizational Plan & The Financial Plan from Entrepr...Muhammad Putra
The document discusses key aspects of developing a marketing plan for a new venture. It begins by differentiating between a business plan and a marketing plan, noting that a marketing plan focuses specifically on marketing activities over one year while a business plan covers broader organizational decisions. It then covers conducting an industry and competitor analysis to inform marketing strategy. The outline provided includes sections on situation analysis, marketing objectives and goals, marketing strategy and action programs, budgets, and controls. The document emphasizes that the marketing plan should provide a strategy for accomplishing the company's mission and goals.
The Government Technology & Services Coalition (GTSC) and its Emerging Small Business Group on December 16 hosted a session for small companies to learn about business development in the Federal sector. Our presenter, Tony Sacco was Vice President of SAIC and has over 40 years of experience in business development, IT systems development, integration and operations. Topics included:
>>Introduction to the BD lifecycle from a small business perspective
>>Challenges and opportunities in each phase
>>Strategies and techniques to be successful at BD
About the GTSC Emerging Small Business Group
The Emerging Small Business Group is open to GTSC members with revenue <$2.5 million. It will focus on understanding the numerous challenges of starting/growing a small business in the Federal space and marshaling GTSC’s vast resources of peers, owners, mentors, subject matter experts and online virtual tools to provide our emerging small business members the knowledge and techniques they need to meet the challenges of growing a business.
Chair: Elaine Kapetanakis, CEO, Kapstone Technologies
Jim Gardner, the VP of sales, is under pressure from his CEO to increase sales growth by an additional 5% over the current plan without acquisitions. Jim has identified issues with the sales team such as poor prospecting, weak sales processes, and an outdated CRM system. Investing in two or three areas could help meet the new target but require budget above what is planned. The CEO has called a follow up meeting asking Jim to discuss a plan to achieve the new sales growth target. A recent study analyzed data from over 170 companies and 800 initiatives to determine the typical impact of investments in sales force effectiveness. It found that broader transformations across multiple areas can improve performance up to 20% within a year, while focus on
The document outlines a 4-phase process for designing an effective sales compensation plan: 1) Link the plan to business objectives by understanding strategy and defining success criteria. 2) Establish a cross-functional design team and rules of engagement. 3) Assess an existing plan by measuring outcomes and gathering feedback. 4) Design the new plan by defining objectives, roles, elements like pay mix and measures, and an incentive formula. The goal is to motivate sales performance that achieves business goals.
Startup Bootcamp Lean Marketing for StartupsIdan Tohami
This document provides guidance on lean marketing strategies for startups. It outlines three key elements:
1) Determine an accurate market strategy focused on your target market's behavior.
2) Plan marketing activities based on where your target market is located and how to reach them. Set 2-3 goals for each activity.
3) Maintain consistency in your marketing rather than jumping from idea to idea, and outsource specialized tasks rather than relying on internal staff to handle marketing.
Sales Leadership Linking Sales Strategy To Sales ResultsLakesia Wright
The document discusses linking sales strategy to sales results through clear communication and accountability. It outlines 7 key questions sales leadership must address: 1) Is the sales strategy clearly linked to the organizational strategy? 2) Is the sales strategy understood throughout the sales force? 3) Does the sales force have the capabilities to execute the strategy? 4) Does the strategy form the basis for field-level planning? 5) Do leadership policies support critical sales behaviors? 6) Do salespeople understand how their work achieves strategy goals? 7) Is progress tracked to ensure accountability? Addressing these questions ensures execution supports strategy through multilevel management support and objective tracking of results.
Drafting a partner strategy for a software vendor régis collignon alliance ...regiscollignon
This document outlines a layered approach to developing a partner strategy for a software vendor. It discusses developing the strategy at the strategic, tactical, and operational levels. At the strategic level, the goals and vision for partnerships over 3-5 years should be defined. Tactically, required resources like a partner manager and sales/services engagement models are determined. Operationally, specific partners are identified and evaluated, partnership agreements are signed, and joint marketing, sales, and support plans are established. The key is preparing thoroughly at each level and gaining internal buy-in before implementing an effective partner program.
A business plan is an essential document for anyone commencing a new business, already in business and critical for anyone seeking funding from a venture capitalist. The business plan needs to be
comprehensive, well thought and should contain sound business reasons.
This document provides an overview of a strategic market-based planning workshop. It discusses laying the groundwork for strategic planning, including conducting an environmental scan, preparing for strategic leadership by defining vision and values, and assessing change readiness. It then covers developing strategy, including evaluating the company using tools beyond a typical SWOT analysis to define strategic brand and positioning. Finally, it discusses implementation guidelines for aligning the organization. The workshop presented a three-step process for strategic planning focused on market-based considerations and leadership.
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Many small and medium sized enterprises [SME] owners already know what needs to be done to grow their business but lack the time and/or resources to bring about the necessary changes.
Others may simply be reluctant or restrained by tradition to make a shift.
Change is difficult.
This series attempts to help answer the question, "How will owners [like me] make the necessary changes to aggressively grow their business in 2014 — and beyond?”
Sales levers SAM commercial reconnaissance electronic flyer July 2020richardhigham
Strategic accounts present significant opportunities but high risks. A SAM Commercial Reconnaissance will give you a clear picture about where you stand today and how you might capitalise on your SAM strengths.
Strategic management involves developing a plan to guide a company in accomplishing its goals. It is crucial for building a successful business and creating a competitive advantage. The strategic management process includes steps such as developing a vision and mission statement, assessing strengths and weaknesses, analyzing competitors, and establishing controls to monitor performance. Strategic management provides direction, motivates employees, and allows a company to differentiate itself in the market.
Fundamentals of Strategic Planning - Helder Ponteicablearning
This document discusses fundamentals of strategic planning and business. It covers topics such as what constitutes an organization and business, the roles of entrepreneurs and stakeholders. It also addresses key questions for businesses around mission, customers, results, and planning. Additional sections explore social enterprises, business functions, environment, and fundamentals. The overall document provides a high-level overview of concepts relevant for strategic planning and operating a business.
In this SlideShare, Richardson discusses how decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. Richardson analyzes how to Driving Key Account Growth by Planning and Execution to Access the White Space.
IDC sales productivity framework overview july 2009Lee Levitt
The document provides an overview of IDC's Sales Productivity Framework. It defines sales productivity as the effectiveness and efficiency of moving opportunities through the sales cycle. The framework identifies five levers that impact sales productivity: sales management, sales enablement, customer intelligence, sales methodology, and talent management. It also outlines key metrics and tools used to measure and improve sales performance across each lever.
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
Despite significant investment in resource and infrastructure, many companies suffer from long sales cycles, lack of funnel, targets missed by miles and very low closure rate. Reasons for poor sales numbers are common across industries. In this white paper, Browne & Mohan consultants detail the inhibitors of sales growth and how to address the same.
Webinar Deck: Stop Random Acts of Marketing MeasurementAllocadia Software
The document discusses a webinar on new rules for marketing measurement and performance management. It will feature guest speaker Allison Snow, a senior analyst. The webinar will discuss focusing on using data to drive action and impact, owning the performance dialogue, and delivering on performance management with a 7 step plan to develop an insights-driven performance management strategy. Marketers must focus on both generating demand and enabling sales with qualified leads.
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...Dave Litwiller
Performance indicators to monitor and operational disciplines to improve to achieve the highest growth rate, financial return and strategic impact in growth-stage technology-based businesses.
Chapter 8 - SECRETS TO BUILDING A WORLD-CLASS BUSINESS THROUGH LEADERSHIP MAR...VINCE FERRARO
This document discusses secrets to building a world-class business through leadership marketing. It outlines six key roles of successful marketing leaders and organizations: 1) being a strategic visionary for the business, 2) growing revenues and market share while managing profitability, 3) identifying and creating new business opportunities, 4) bringing the voice of customers to senior leadership, 5) creating the right marketing structures, and 6) balancing strategic planning and tactical execution over time. The document emphasizes that marketing must be both strategic and able to execute, and that the most effective marketing leaders blend roles to drive business growth.
Is your company having trouble driving more revenue from current clients?
Are you losing your current clients to competitors?
Watch this presentation to learn how to build B2B strategic account teams to generate 3X more revenue and profit than originally believed, within a short period of time.
The Business Plan: Creating and Starting the Venturegohar321
The document discusses the importance of creating a comprehensive business plan that includes an executive summary, environmental and industry analysis, description of the venture, production/operational plan, marketing plan, organizational plan, risk assessment, financial projections, and appendix. An effective business plan provides investors a complete understanding of the business and helps entrepreneurs clarify their thinking. It also guides operations and establishes goals for the first year. Reasons for business plan failure include unreasonable goals, lack of commitment, insufficient experience, and not establishing customer need.
Reach Operational Excellence with Territory ManagementKevin Baldacci
The document discusses the importance of carefully managing sales territories through data-driven segmentation and alignment of resources. It provides tips for territory planning such as getting an early start, avoiding disruption, using data to ensure balanced opportunities, and learning from past mistakes. The goal is to maximize sales team productivity and efficiency while reducing costs and turnover.
How Customers Choose Solutions Providers 2009ITSMA
ITSMA, in partnership with Pierre Audoin Consultants (PAC), conducted the 2009 version of its acclaimed How Customers Choose research across three continents.
This presentation will provide excerpts from the new ebook “Promoted to VP of Sales: The Year 1 Toolkit”. The ebook is free and provides symptoms, causes, and cures for why the average Chief Sales Officer only lasts 19 months in their role. Authored by Matt Sharrers and Greg Alexander of Sales Benchmark Index.
The Importance of Business Development - Donald VaccaroDonald Vaccaro
Here Donald Vaccaro has discussed about the advantages of business development and its importance which will provide the help to identifying opportunities for business growth and improve organization market position.
A business plan is an essential document for anyone commencing a new business, already in business and critical for anyone seeking funding from a venture capitalist. The business plan needs to be
comprehensive, well thought and should contain sound business reasons.
This document provides an overview of a strategic market-based planning workshop. It discusses laying the groundwork for strategic planning, including conducting an environmental scan, preparing for strategic leadership by defining vision and values, and assessing change readiness. It then covers developing strategy, including evaluating the company using tools beyond a typical SWOT analysis to define strategic brand and positioning. Finally, it discusses implementation guidelines for aligning the organization. The workshop presented a three-step process for strategic planning focused on market-based considerations and leadership.
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Many small and medium sized enterprises [SME] owners already know what needs to be done to grow their business but lack the time and/or resources to bring about the necessary changes.
Others may simply be reluctant or restrained by tradition to make a shift.
Change is difficult.
This series attempts to help answer the question, "How will owners [like me] make the necessary changes to aggressively grow their business in 2014 — and beyond?”
Sales levers SAM commercial reconnaissance electronic flyer July 2020richardhigham
Strategic accounts present significant opportunities but high risks. A SAM Commercial Reconnaissance will give you a clear picture about where you stand today and how you might capitalise on your SAM strengths.
Strategic management involves developing a plan to guide a company in accomplishing its goals. It is crucial for building a successful business and creating a competitive advantage. The strategic management process includes steps such as developing a vision and mission statement, assessing strengths and weaknesses, analyzing competitors, and establishing controls to monitor performance. Strategic management provides direction, motivates employees, and allows a company to differentiate itself in the market.
Fundamentals of Strategic Planning - Helder Ponteicablearning
This document discusses fundamentals of strategic planning and business. It covers topics such as what constitutes an organization and business, the roles of entrepreneurs and stakeholders. It also addresses key questions for businesses around mission, customers, results, and planning. Additional sections explore social enterprises, business functions, environment, and fundamentals. The overall document provides a high-level overview of concepts relevant for strategic planning and operating a business.
In this SlideShare, Richardson discusses how decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. Richardson analyzes how to Driving Key Account Growth by Planning and Execution to Access the White Space.
IDC sales productivity framework overview july 2009Lee Levitt
The document provides an overview of IDC's Sales Productivity Framework. It defines sales productivity as the effectiveness and efficiency of moving opportunities through the sales cycle. The framework identifies five levers that impact sales productivity: sales management, sales enablement, customer intelligence, sales methodology, and talent management. It also outlines key metrics and tools used to measure and improve sales performance across each lever.
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
Despite significant investment in resource and infrastructure, many companies suffer from long sales cycles, lack of funnel, targets missed by miles and very low closure rate. Reasons for poor sales numbers are common across industries. In this white paper, Browne & Mohan consultants detail the inhibitors of sales growth and how to address the same.
Webinar Deck: Stop Random Acts of Marketing MeasurementAllocadia Software
The document discusses a webinar on new rules for marketing measurement and performance management. It will feature guest speaker Allison Snow, a senior analyst. The webinar will discuss focusing on using data to drive action and impact, owning the performance dialogue, and delivering on performance management with a 7 step plan to develop an insights-driven performance management strategy. Marketers must focus on both generating demand and enabling sales with qualified leads.
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...Dave Litwiller
Performance indicators to monitor and operational disciplines to improve to achieve the highest growth rate, financial return and strategic impact in growth-stage technology-based businesses.
Chapter 8 - SECRETS TO BUILDING A WORLD-CLASS BUSINESS THROUGH LEADERSHIP MAR...VINCE FERRARO
This document discusses secrets to building a world-class business through leadership marketing. It outlines six key roles of successful marketing leaders and organizations: 1) being a strategic visionary for the business, 2) growing revenues and market share while managing profitability, 3) identifying and creating new business opportunities, 4) bringing the voice of customers to senior leadership, 5) creating the right marketing structures, and 6) balancing strategic planning and tactical execution over time. The document emphasizes that marketing must be both strategic and able to execute, and that the most effective marketing leaders blend roles to drive business growth.
Is your company having trouble driving more revenue from current clients?
Are you losing your current clients to competitors?
Watch this presentation to learn how to build B2B strategic account teams to generate 3X more revenue and profit than originally believed, within a short period of time.
The Business Plan: Creating and Starting the Venturegohar321
The document discusses the importance of creating a comprehensive business plan that includes an executive summary, environmental and industry analysis, description of the venture, production/operational plan, marketing plan, organizational plan, risk assessment, financial projections, and appendix. An effective business plan provides investors a complete understanding of the business and helps entrepreneurs clarify their thinking. It also guides operations and establishes goals for the first year. Reasons for business plan failure include unreasonable goals, lack of commitment, insufficient experience, and not establishing customer need.
Reach Operational Excellence with Territory ManagementKevin Baldacci
The document discusses the importance of carefully managing sales territories through data-driven segmentation and alignment of resources. It provides tips for territory planning such as getting an early start, avoiding disruption, using data to ensure balanced opportunities, and learning from past mistakes. The goal is to maximize sales team productivity and efficiency while reducing costs and turnover.
How Customers Choose Solutions Providers 2009ITSMA
ITSMA, in partnership with Pierre Audoin Consultants (PAC), conducted the 2009 version of its acclaimed How Customers Choose research across three continents.
This presentation will provide excerpts from the new ebook “Promoted to VP of Sales: The Year 1 Toolkit”. The ebook is free and provides symptoms, causes, and cures for why the average Chief Sales Officer only lasts 19 months in their role. Authored by Matt Sharrers and Greg Alexander of Sales Benchmark Index.
The Importance of Business Development - Donald VaccaroDonald Vaccaro
Here Donald Vaccaro has discussed about the advantages of business development and its importance which will provide the help to identifying opportunities for business growth and improve organization market position.
Blue Ridge Partners is a management consulting firm that focuses on helping private equity firms and their portfolio companies accelerate profitable revenue growth. They have deep experience working with over 60 private equity firms and 300 portfolio companies. Their services include commercial due diligence, developing 100-day plans, growth strategies, improving commercial effectiveness, optimizing pricing, and exit planning. Their goal is to identify the greatest growth opportunities and strengthen execution to reliably grow revenues.
The Importance of Developing a Strong Business Strategy.docxMARKEF
Every business has natural weaknesses within all organizations for various reasons. What a business strategy does is try to remedy these weaknesses so that companies don’t trip up and suffer their impact too greatly. The strategy helps us define our business, gives it a set of values, and gives it purpose and provides a roadmap for our business, shows us our destination, and identifies useful stopping points along the way.
A business strategy refers to all the decisions taken, and actions undertaken by a business for achieving the larger vision. Precisely, it is the backbone of every business, and any shortcomings could mean that the business goals get lost midway.
In this dynamic business landscape, crafting strategies that withstand uncertainties is paramount. Explore the art of developing resilient strategies that adapt to changing conditions while maintaining focus on long-term goals.
Business development involves activities to create long-term growth such as establishing partnerships, entering new markets, and increasing customer value. It combines sales, marketing, negotiations, and contract management. Business development determines a company's growth strategy, where growth will come from, and the approach needed. Sales development formalizes how sales teams influence customers. The document provides definitions and discusses business development strategies like market penetration, product development, and acquisitions. It contrasts business development and sales development and how they intersect to drive revenue.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
This document provides an overview of key components of a business plan, including:
1. The executive summary which clearly states what is being asked for upfront.
2. The business description which outlines the industry, products/services, and plans for success.
3. The marketplace section which describes customers, competition, and market positioning.
4. The financial section containing income/cash flow statements, balance sheets, and break-even analyses.
Key components within these sections include business concept, market strategies, competitive analysis, operations/management plans, and financial factors. The length of a business plan can vary depending on the complexity of the business but typically ranges from 15-20 pages.
The document provides 6 ways for businesses to grow:
1. Enhance brand loyalty by providing superior products/services, exceeding expectations, creating customer delight, following up with customers, and looking for value additions.
2. Create customer delight by going beyond satisfaction to leave a positive experience, such as providing customer support, following up on issues, seeking feedback, flexible policies, and respecting customers.
3. Expand into new markets by researching opportunities, customizing offerings, and promoting through various channels.
4. Develop new products/services by researching customer needs, testing prototypes, and promoting innovations.
5. Improve operations through training, streamlining processes, upgrading technology, and benchmarking performance metrics.
This document discusses business level strategy and its major components. A business level strategy determines a company's position in its industry and direction of profits. It affects how the company serves its customers. The best approach integrates different business level strategies like cost leadership, differentiation, focused differentiation, and focused low-cost. Developing an effective strategy requires understanding customers, resources, competitors, and the company's capabilities.
Strategic marketing and rural marketingNil Wahulkar
This document discusses strategic marketing management and rural marketing. It begins by defining strategic marketing management and its goals of identifying target customers, uncovering new opportunities, building strategic marketing plans, and implementing marketing plans. It then discusses identifying target customers, uncovering strategic opportunities, building strategic marketing plans, and implementing marketing plans. The document also discusses corporate strategic planning processes, SWOT analysis in strategic marketing, differentiation strategy, obtaining a sustainable competitive advantage, strategies for declining and hostile markets, product and service strategy, marketing communication strategy, and marketing channel strategy.
BALANCED SCORECARD
The balanced scorecard is used as a tool by management to measure the performance of the boutique. The aim of this balanced scorecard is to ensure that all the operations in the boutique are in line with the values, mission, and vision of the boutique. From the SWOTT analysis, we were able to identify the strengths, weaknesses, opportunities, and threats of the business. In the development of this balanced scorecard, we use all the information obtained from the SWOTT analysis to ensure success in the business. The balanced scorecard helps both employees and the management to look at organizational needs and requirements at a different perspective.
Figure 1.0 : The balanced scorecard
Strategic objectives
Measures
Targets
Strategic priority
Financial Perspective
· F1: increase return on investment
· F2: growth in profits
· F3: Asset utilization
· ROCE
· Net margin
· Cash flow
· 20%
· 30%
· $700mm
· Become a financially stable business
Customer Value Perspective
· Meet client needs and requirements
· Develop a good relationship with the costumers
· Improve brand image
· Costumer ratings
· Profits earned by dealers
· Portion of segment
· 24%
· 30%
· 6.4%
· Ensure costumer satisfaction
· Establish a good relationship with clients
Internal Operations Perspective
· Cost leader
· Inventory management
· Innovative services and products
· Perfect orders
· Activity competition vs. cost
· New services/ products ROI
· 90%+
· 80%
· 30%+
· Escalate costumer value
· Excellence in operation
· Establish the franchise
Learning and Growth (Employee) Perspective
· Competence
· Improved skills
· Better leadership
· Establish an organizational culture
· Strategic competencies
· Employee survey
· Personal balanced scorecard
· 24%+
· >75%
· > 84%
· 75%
· Creating a conducive work environment
· Developing a good relationship between management and staff members
The strategic objectives were derived from current outcomes, research, managerial expectations, among other factors that influence the boutique’s performance. The balanced scorecard acts as a platform and catalyst for learning. The objectives were also derived from these questions; what are the common failures in the boutique’s operations? How can the boutique’s performance be measured? Does the boutique meet current demand and costumer needs? Answers to these questions and others came a long way in ensuring that the right strategic objectives were developed for the boutique. In order to link various forms of performance measurement the business is required to critically analyze the mission, values, vision, and the SWOTT analysis. The development of the strategic objective starts with one reflecting on the company’s visions, values, SWOTT analysis, and mission. In this stage, the management is required to scrutinize all ...
Planning involves determining goals, strategies, and processes to achieve goals. Corporate planning creates a strategy to meet business goals and improve the business. It examines internal capabilities and lays out strategies using those capabilities. A corporate plan acts as a roadmap by outlining goals, vision, resources, objectives, and strategies. Strategic planning defines an organization's strategy and allocates resources to pursue the strategy. It guides implementation and involves stakeholders in analysis to relate to the operating environment.
Goals of Business Development- Derek GawrysDerek Gawrys
Derek Gawrys business development can be the innovation hub of your organization, and an exhilarating career for creative thinker and strategic professionals. It can be a source of troublemaking strategies and partnerships that help companies to leapfrog their competitors.
XYZ Sports Express manufactures and sells sports shoes domestically and internationally, targeting young people aged 14-25. Strategic marketing is important for XYZ to formulate effective strategies using the 7Ps of marketing. XYZ analyzes factors like its resources, goals, and market to develop flexible strategies. It implements control measures to evaluate strategy effectiveness and make adjustments. XYZ focuses on its core business of sports shoes but considers opportunities to serve new customer segments through innovative value propositions.
Target MarketAs marketing consultants, our firm will work with y.docxmattinsonjanel
Target Market
As marketing consultants, our firm will work with you and your organization and administration group in an expert item dispatch, marking research, or business measuring or focusing on engagement. Since every customer organization or firm is special with its own arrangement of issues and opportunities, we regularly start our association with a choice recognizable proof and illumination engagement what we call Decision Mapping. This distinguishes the most applicable issues, opportunities, and issues most important, and serves to elucidate the choice motivation. We accept this is a critical stride to guarantee as specialists to your organization, that our examination or promoting technique engagement meets your particular administration prerequisites. Further, Decision Mapping spares both time and cash as it hones concentrate as to the accurate work which should be proficient in our staying counseling or statistical surveying work for your organization. (Clarke, & Charmaz, (Eds.). 2014).
To start with, we are not industry pros or specialists. Our theory is that we bring a toolbox of systematic and administration abilities to the table. We bring profound industry learning of your business. The mixing of our useful and administration aptitude, and your insight into your own business and industry, settles on for a beneficial choice centered engagement. (Clarke, & Charmaz, (Eds.). 2014).
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Brilliant organizations realize that cunning and viable showcasing is the way to accomplishment amid both great and awful monetary times which we are prepared to give. The issue is that numerous organizations are thinking that it’s difficult to adjust their promoting systems to today's financial atmosphere. This is not astonishing as fruitful business advancement obliges advertising background and information that numerous organizations don't have in-house. Putting resources into an accomplished business advertising expert can give associations the help they have to reconnect with their clients and advance their items and administrations all the more successfully. (Hollensen, 2015).
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Kurt Sanborn is pursuing an MBA at Ashley University and holds a degree from the Connecticut School of Broadcasting. He has extensive experience as a senior manager in various industries including business, broadcasting, and non-profits. His expertise is in project creation and business development based on his many years of professional experience.
Top college wrestlers to watch right nowKurt Sanborn
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The document discusses the top three pound-for-pound MMA fighters today. Demetrious Johnson, also known as Mighty Mouse, is considered the undisputed king of the UFC Flyweight division, having defended his title 11 times and seldom being hurt. Khabib Nurmagomedov, or The Eagle, has won 26 consecutive fights but has been sidelined for two years due to recurring injuries. Daniel Cormier has beaten everyone he has faced except Jon Jones and is on track to be considered the greatest of all time.
The document appears to be a series of 6 screenshots from Flickr that were taken on July 26, 2018 by user Kurt Sanborn. Each screenshot shows the same Flickr profile and contains a navigation bar inviting the user to explore or create photos, people, or groups.
Kurt Sanborn is currently pursuing an MBA at Ashley University. He holds a degree from the Connecticut School of Broadcasting. With years of experience in business, broadcasting, non-profits, and other industries, his expertise is in project creation, business development, and management. However, Kurt Sanborn has not yet uploaded any papers to Academia.edu.
This document profiles Kurt Sanborn, a Massachusetts-based senior manager who offers consulting services. It summarizes his experience in business, broadcasting, nonprofits, and other industries. It notes he has expertise in business development, strategic planning, goal setting, and crisis management. However, the profile indicates Kurt Sanborn has not uploaded any images to his account.
Kurt Sanborn is a senior manager with extensive experience in business, broadcasting, non-profits, and other industries. His expertise lies in project creation, business development, and national and international marketing. He has established an entrepreneurial base focused on advancing business development initiatives and long-term strategies.
Kurt Sanborn is currently enrolled in an MBA program at Ashley University. He graduated from Connecticut School of Broadcasting in 1987. Sanborn has many years of experience in business, broadcasting, non-profits, and other industries. His expertise includes project creation, business development, and international marketing. Sanborn has worked with several organizations since 1996, and is currently working in the hospitality industry.
Kurt Sanborn has extensive experience in business development, public relations, and non-profit work. He has previously served as the director of Strategic Business Development at Fedcap Rehabilitative Services and Vice President of Business Development at Geocomp Corporation. Currently, he works in hospitality and recently obtained his ServSafe Alcohol Certificate. Through the years, Kurt has established himself in advancing business initiatives, goal setting, community relations, strategic planning, and crisis management across various industries.
Kurt Sanborn is a senior manager with over 20 years of experience in various industries including business, broadcasting, nonprofits, and marketing. He has a background in project creation, business development, and marketing. Currently, he is pursuing an MBA and uses his blog to discuss topics like business development and recommend articles on business topics.
Kurt Sanborn is an artist based in Dracut, MA who offers photo-to-art services through Fine Art America. He has experience in business consulting and nonprofit work. His expertise lies in project creation, business development, and marketing. He joined Fine Art America in 2018 to transform customers' photos into hand-painted artworks.
Kurt Sanborn has extensive experience working in business development, public relations, and non-profit management. He has worked for companies like Boch Broadcasting, the City of Lowell, SG Public Relations, Geocomp Corporation, and Fedcap Rehabilitative Services, where he helped open their New England market. Currently, he works in the hospitality industry and recently obtained ServSafe Alcohol certification. Over the years, he has established expertise in business development, strategic planning, community relations, and crisis management across various industries.
Kurt Sanborn is a senior manager with over 20 years of experience in various industries including business, broadcasting, nonprofits, and others. He has a background in project creation, business development, and marketing. Currently, he is pursuing an MBA degree from Ashley University and uses his strategic thinking and creative skills to advance business initiatives and community relations.
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This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
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1. Business Development: The Basics
What Is Business Development?
Business Development Across Departments
“Business Development Executive,” “Manager of Business Development,” and “VP, Business
Development” are all impressive job titles o en heard of in business organizations. Sales, strategic
initiatives, business partnerships, market development, business expansion, and marketing – all of
these fields are involved in business development, but are o en mixed up and mistakenly taken as
the sole function of business development.
The following information explores the nitty-gritty of business development, what it encompasses,
and what (if any) standard practices and principles to adhere to.
In the simplest terms, business development can be summarized as the ideas, initiatives and
activities aimed towards making a business better. This includes increasing revenues, growth in
terms of business expansion, increasing profitability by building strategic partnerships, and making
strategic business decisions.
But it's challenging to boil down the definition of business development. First, let's look at the
underlying concept, and how it connects to the overall objectives of a business.
Business development activities extend across di erent departments, including sales, marketing,
project management, product management and vendor management. Networking, negotiations,
partnerships, and cost-savings e orts are also involved. All these di erent departments and
activities are driven by and aligned to the business development goals.
By Shobhit Seth | Updated February 5, 2018 — 3:25 PM EST SHARE
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2. For instance, a business has a product/service which is successful in one region (say, the United
States). The business development team assesses further expansion potential. A er all due
diligence, research and studies, it finds that the product/service can be expanded to a new region
(like Brazil).
Let’s understand how this business development goal can be tied to the various functions and
departments:
Sales: Sales personnel focus on a particular market or a particular (set of) client(s), o en for a
targeted revenue number. In this case, business development assesses the Brazilian markets
and concludes that sales worth $1.5 billion can be achieved in three years. With such set
goals, the sales department targets the customer base in the new market with their sales
strategies.
Marketing: Marketing involves promotion and advertising aimed towards the successful sale
of products to end-customers. Marketing plays a complementary role in achieving sales
targets. Business development initiatives may allocate an estimated marketing budget.
Higher budgets allow aggressive marketing strategies like cold calling, personal visits, road
shows, and free sample distribution. Lower budgets tend to result in passive marketing
strategies, such as limited online, print and social media ads, or sometimes billboards.
Strategic Initiatives or Partnerships: To enter a new market, will it be worth going solo by
clearing all required formalities, or will it be more sensible to strategically partner with local
firms already operating in the region? Assisted by legal and finance teams, the business
development team weighs all the pros and cons of the available options, and selects the one
that best serves the business.
Project Management/Business Planning: Does the business expansion require a new facility
in the new market, or will all the products be manufactured in the base country and then
imported into the targeted market? Will the latter option require an additional facility in the
base country? Such decisions are finalized by the business development team based on their
cost-, and time-related assessments. Then, the project management/implementation team
swings into action to work towards the desired goal.
Product Management: Regulatory standards and market requirements vary across countries.
A medicine of a certain composition may be allowed in India but not in the U.K., for example.
Does the new market require any customized (or altogether new) version of the product?
These requirements drive the work of product management and manufacturing
departments, as decided by the business strategy. Cost consideration, legal approvals and
regulatory adherence are all assessed as a part of a business development plan.
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3. Vendor Management: Will the new business need external vendors? For example, will
shipping of product need a dedicated courier service? Or will the firm partner with any
established retail chain for retail sales? What are the costs associated with these
engagements? The business development team works through these questions.
Negotiations, Networking and Lobbying: A few business initiatives may need expertise in
so skills. For example, lobbying is legal in some locales, and may become necessary for
penetrating the market. Other so skills like networking and negotiating may be needed with
di erent third-parties such as vendors, agencies, government authorities, and regulators. All
such initiatives are part of business development.
Cost Savings: Business development is not just about increasing sales, products and market
reach. Strategic decisions are also needed to improve the bottom line, which include cost-
cutting measures. An internal assessment revealing high spending on travel, for instance,
may lead to travel policy changes, such as hosting video conference calls instead of on-site
meetings, or opting for less expensive transportation modes. Similar cost-saving initiatives
can be implemented by outsourcing non-core work like billing, accounting, financials,
technology operations and customer service. Strategic partnerships needed for these
initiatives are a part of business development.
The business development scenario discussed above is specific to a business expansion plan, whose
impact can be felt by almost every unit of the business. There can be similar business development
objectives, such as development of a new business line, new sales channel development, new
product development, new partnerships in existing/new markets, and even
merger/acquisition decisions.
For example, in the case of a merger, significant cost
savings can be accomplished by integrating the
common functions of the housekeeping, finance, and
legal departments of the two firms. Or, a business
operating from five di erent o ices in a city can be
moved to a large central facility resulting in
significant operating cost savings. But would this lead
to employee attrition, if the new location isn't
convenient for everyone? It's up to the business
development team to assess such concerns.
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4. The Right Fit for Business Development
What Should a Business Developer Know?
What Drives Business Development Activity?
In essence, business development involves high level decision-making based on a realistic
assessment of all potential changes and their impact. Through new ideas and initiatives, it aims to
improve the overall business prospects, which drive the functioning of the di erent business units. It
is not sales, it is not marketing, it is not partnering. Instead, it is the eco-system encompassing the
entire business and its various divisions, driving overall growth.
A business developer can be the business owner(s), or the designated employee(s) working in
business development. Anyone who can make or suggest a strategic business change for a value-
add to the business can contribute towards business development. Businesses o en encourage
employees to come up with innovative ideas, which can help in improving the potential of the
overall business.
Businesses also seek help from external incubator firms, business development companies
(BDC) and small business development centers (SBDC). However, these entities assist in business
establishment and the necessary fine-tuning only during the early stages of business setup. As a
business matures, it should aim to build its business development expertise internally.
Since business development involves high-level decision making, the business developer should
remain informed about the following:
The current state of the business in terms of SWOT analysis (strengths, weaknesses,
opportunities, and threats). (For more, see: "Executing a SWOT Analysis.")
The current state of the overall industry and growth projections
Competitor developments
Primary sources of sales/revenues of current business and dependencies
The customer profile
New and unexplored market opportunities
New domains/products/sectors eligible for business expansion, which may complement the
existing business
The long-term view, especially with regards to the initiatives being proposed
The cost areas, and the possible options of cost-savings
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Due to the wide open scope of business development and activities, there are no standard practices
and principles. From exploring new opportunities in external markets, to introducing e iciencies in
internal business operations, everything can fit under the business development umbrella.
Those involved in business development need to come up with creative ideas, but their proposals
may prove to be unfeasible or unrealistic. It's important to be flexible. Try to seek out and take
constructive criticism, and remember that it's a process.
Business development may be di icult to define concisely, but it can be easily understood using a
working concept. An open mindset, willingness for an honest and realistic self-assessment, and the
ability to accept failures are a few of the skills needed for successful business development. Beyond
the ideation, implementation, and execution of a business development idea, the end results matter
the most.
The brightest minds in business development should be ready to accommodate change in order to
achieve the best results. Every approval or disapproval is a learning experience, better preparing you
for the next challenge.
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