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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
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?
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
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.”
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?
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?
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
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?”
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

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Building a Business Development Strategy

  • 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

Editor's Notes

  1. See SWOT Template