BUSINESS

DEVELOPMENT
MANAGEMENT

Emil Antonio N. Calimag​

 AGENDA
SECTION 1 Redefining Business Developement
1. The evolution of Business Development
2. The Pitfall of BD
3. Diversity of BD
4. Succeeding with BD
5. From BD to BDM
 AGENDA
SECTION 2 Managing Business Development
1. The Roles and Responsibilities
2. The Organizing Logic
3. The Competency Requirement
4. The Performance Measure
SECTION 3 Integrating Business Development
5. Connecting Strategy & Execution
6. Understanding the Rules of Engagement
 4

INTRODUCTION

“Management is doing things right;

leadership is doing the right things”.
 INTRODUCTION
In any organization, teamwork and leadership act as catalysts for business success.
The way someone manages their team or the entire workforce has a direct impact
on the organization’s growth and profitability. The evolution of management can
be studied in the way different theories emerged at different points in time.
Over time, different management theories emerged, evolved and continue to be
practiced in several business environments.
 THE EVOLUTION OF BUSINESS DEVELOPMENT
Understanding the evolution of management thought is important as it helps
determine what management principles and practices work best for your team and
your organization. It can help you manage your team and workplace more effectively.
So, what is the meaning of evolution of management thought? To understand this, we
need to go back in time.
The Industrial Revolution in the early 19th century brought monumental changes in
the workplace. As factories were the primary source of employment, management
theorists studied the operations and workforce present on the factory floors. There
were times when the demand was high but the lack of productivity and efficiency
held workplaces back. The Industrial Revolution gave birth to multiple management
theories and concepts that developed over time and are still relevant today.
 THE PITFALL OF BUSINESS DEVELOPMENT

If you're trying to picture all the events and factors that can possibly ruin a business --
stop. It would be virtually impossible to list out every conceivable piece that could
ultimately lead your company to a disaster, and some of the most dangerous problems
are the ones you never see coming.
That being said, many businesses do collapse as a result of common, preventable issues
-- and understanding those issues, before they do any real damage, can put you in a
position to prevent or mitigate them. Startups are especially vulnerable, with limited
resources and a weak, volatile structure, but entrepreneurs can prevent disaster simply by
taking measures to look for these all-too-common pitfalls:
1. Insufficient capital
In order to function, businesses need money, and a good share of it. Startups usually have
trouble finding the resources to start -- either finding funding, attaining credit or pooling
personal financial resources to try and make ends meet. More experienced companies
usually suffer from insufficient capital when their spending starts to outweigh their
revenue.
THE PITFALL OF BUSINESS DEVELOPMENT
Keep a handle on your capital situation by monitoring your cash flow. Closely monitor
your expenses, and don't be afraid to make cuts if you need to. The earliest stages of your
company's growth are the most vulnerable to insufficient capital, but that doesn't mean
you're out of the woods once you've been around a few years. Watch your numbers
closely.
2. Poor growth speed
Another key reason for business failure is an inappropriate growth rate. For most
entrepreneurs, that reads as "not growing fast enough," but growing too fast can be a
problem too.
Not growing fast enough means you'll be expending lots of money, but you won't have
the customers or the revenue to exceed it. Growing too fast comes with a different set of
problems -- demand becomes too high, resources become overworked or poorly trained,
and your customers have inconsistent experiences.
Work closely with all your departments, especially your marketing team and human-
resources department, to make sure your company achieves a reasonable, steady pace of
growth.
 THE PITFALL OF BUSINESS DEVELOPMENT
3. Competition woes
Never underestimate your competition. Competition can crush your business totally if
you aren't careful, especially if you haven't taken the time to fully understand it. Startups
based around a new idea sometimes get too sure of themselves, neglecting to keep a
watch on the markets -- competition isn't necessarily a bad thing, but you need to make
sure you differentiate yourself in a way that makes your company seem like the more
appealing service.
Bigger companies also struggle with competition, but usually in the form of more nimble
startups. For example, giant tech firms often struggle to keep up with the ingenious pace
of new tech startups -- some find a solution in acquiring the agile business, rather than
trying to compete directly. There are many strategies to deal with the competition, but
you need at least one.
THE PITFALL OF BUSINESS DEVELOPMENT
4. Internal strife
Internal strife can tear a company apart, especially during the early stages of
development. In many startups, entire departments are reliant on a small group of
workers, and if all those workers leave -- the department is, in effect, crushed
immediately. If there is a disagreement between department heads over the direction of
the company, the entire enterprise could be thrown in turmoil, and customers could
suffer as a result.
Even bigger, more tenured enterprises can fall apart due to internal strife -- just at a
higher level. If the CEO and the board of directors cannot reach agreements, or if
partners cannot resolve a dispute, that tension trickles down, and eventually, the whole
company suffers the consequences.
THE PITFALL OF BUSINESS DEVELOPMENT
5. Dependence
Too many companies fail because they were overly dependent on one thing. Maybe that's
a highly valuable customer. Maybe it's a very talented and experienced worker. Maybe
it's just an environmental condition that allows for the company to be successful.
Customers can opt out. Workers can quit. Environmental conditions can -- and will --
change. If you allow any part of your business to be dependent on anything, you're
setting yourself up for disaster (or at least a huge gamble). Instead, hedge your bets by 
investing in multiple variations and multiple, complementary dependencies.
By no means are these five pitfalls intended to cover every possible disaster that could
befall your company. There are plenty of other dangers that could weaken your brand or
compromise your internal structure -- but these are some of the most common and some
of the most preventable.
As the leader of your company, your sight needs to be focused on the distant horizon, not
on the small day-to-day problems that almost always work themselves out naturally.
Keep watch for these encroaching hazards, and take immediate actions to thwart them
before they become irreversible.
DIVERSITY OF BUSINESS DEVELOPEMENT

Diversity brings in new ideas and acts as a pathway to unlock creativity. The business
world is no exception. The more a organization is open to perspectives from people of
different backgrounds, the more creative and resilient it becomes. Diversity not only
improves performance but also creates positive friction that enhances deliberation and
upends conformity. However, it is not as easy to embrace diversity than to merely say. If
not deployed carefully, an organization could suffer from friction, uneasiness, and
conflicts.
SUCCEEDING WITH BUSINESS DEVELOPEMENT

To succeed in business today, you need to be flexible and have good planning and
organizational skills. Many people start a business thinking that they’ll turn on their
computers or open their doors and start making money, only to find that making
money in a business is much more difficult than they thought.
You can avoid this in your business ventures by taking your time and planning out all
the necessary steps you need to achieve success. 
FROM BUSINESS DEVELOPMENT TO BD MANAGEMENT

Business development (BD) is a strategy used to find new prospects and nurture them to
help drive business growth.
According to Forbes, business development is “the creation of long-term value for an
organization from customers, markets, and relationships.” That’s a simplified definition,
and it still faces the hurdle of trying to encompass the massive range of responsibilities
that go into BD. Every effort involved in business development is an activity that helps
make a business better. But one could argue that that definition describes every action of
every employee.
So, what makes business development different?
The easiest way to understand BD is to look at it as the umbrella that works to improve
all other departments. Though BD isn’t sales, it helps improve sales; it’s not marketing,
but it improves marketing.
FROM BUSINESS DEVELOPMENT TO BD MANAGEMENT

I will start by looking into the concerns of Business Development Management

as against the provisions of Business Administration as courses in the
management family. Whereas business administration is the application of the
process of organizing resources efficiently to accomplish a goal in a formal
organization , Business Development Management concerns itself with the
handling of activities involved in realizing fresh business opportunities, including
tangible and intangible products, service designs, business model design, and
marketing.
 SEC 2. MANAGING BUSINESS DEVELOPMENT
THE ROLES AND RESPONSIBILITIES
Business Development Manager Job Responsibilities and Duties:
•Prospect for potential clients and convert them into increased business
opportunities
•Present new products and services to improve existing relationships
•Engage internal and external contacts
•Recognize opportunities for distribution channels, services, and campaigns
that will result in sales
•Ensure all levels of staff portray the corporation in the best light
•Research and cultivate an accurate perception of the organization’s mission
and goals
•Forecast sales objectives and ensure they are fulfilled by the business
development team
•Submit and ensure data is accurate on weekly progress reports
•Attend industry functions, including conferences and association events,
and contribute information and feedback on upcoming market trends
SEC 2. MANAGING BUSINESS DEVELOPMENT
THE ORGANIZING LOGIC
Starting a business enterprise anywhere is extremely risky. Statistics has shown us that a
significant number of start-ups fail within the next four years.
A serious need for a model and strategy but that has never being enough so to speak, hence a
need to institutionalize business Development management in our business enterprise.
Business development means different thing to different organizations but most importantly it
must be design to purpose that is organizing logic, professional competences (people skills) must
be involved and there must be performance measurement.
Whenever a business enterprise is established, it either explicitly or implicitly employs a
particular business model that describes the design of the value creation, delivery and also
captures mechanism it employs.
Considering the increase in the speed of change in virtually all industries over the past decades –
and conventional wisdom proves that the trend will continue hence the need for Business
Development Management. In this fast paced global business environment, the ability to possess
fact based strategic foresight, deliver systematic exploration of new growth opportunities and to
institutionalize a continuous drive to improve internal business development practices is more
important than ever.
SEC 2. MANAGING BUSINESS DEVELOPMENT
THE COMPETENCY REQUIREMENT
What are some important business development manager skills?
•Sales competency One of the key responsibilities of a business development
manager is to identify growth opportunities and follow up on them. ...
•Communication skills Communication skills and active listening skills are very
crucial for a business development manager. ...
•Marketing skills ...
•Business intelligence ...
•Project management skills ...
 SEC 2. MANAGING BUSINESS DEVELOPMENT
THE PERFORMANCE MEASURE
Business development can be the innovation hub of your organization, and an exciting
career for visionary and strategic professionals. It can be a source of disruptive strategies
and partnerships that help companies to leapfrog their competitors. And yet, the term
"business development" is thrown around by many executives who don't fully
understand its power to transform.

Business development teams identify areas of opportunity: new products, new markets,
new partnerships, and new distribution channels. It's critical to start with clear
objectives. Are you using business development (BD) as a marketing tool, a sales
channel, a source of innovation, or a corporate development hub? Management
consultant Robbie Kellman Baxter shows you how the best BD professionals identify
and build momentum for new initiatives. She also gives you the insight you need to
launch a BD function in your organization, explains how to manage a BD team, and
shares how to scale the BD function as your opportunities grow.
 SEC 3. INTEGRATING BUSINESS DEVELOPMENT
CONNECTING STRATEGY AND EXECUTION
You’ve set organizational goals and formulated a strategic plan. Now, how do you ensure
it gets done?
Strategy execution is the implementation of a strategic plan in an effort to reach
organizational goals. It comprises the daily structures, systems, and operational goals
that set your team up for success.
Even the best strategic plans can fall flat without the right execution. In fact, poor
execution is more common than you may realize. According to 
research from Bridges Business Consultancy, 48 percent of organizations fail to reach at
least half of their strategic targets, and just seven percent of business leaders believe their
organizations are excellent at strategy implementation.
 SEC 3. INTEGRATING BUSINESS DEVELOPMENT
CONNECTING STRATEGY AND EXECUTION
1. Commit to a Strategic Plan
Before diving into execution, it’s important to ensure all decision-makers and
stakeholders agree on the strategic plan.
Research in the Harvard Business Review shows that 71 percent of employees in
companies with weak execution believe strategic decisions are second-guessed, as
opposed to 45 percent of employees from companies with strong execution.
Committing to a strategic plan before beginning implementation ensures all decision-
makers and their teams are aligned on the same goals. This creates a shared
understanding of the larger strategic plan throughout the organization.
Strategies aren’t stagnant—they should evolve with new challenges and opportunities.
Communication is critical to ensuring you and your colleagues start on the same page in
the planning process and stay aligned as time goes on.
SEC 3. INTEGRATING BUSINESS DEVELOPMENT
CONNECTING STRATEGY AND EXECUTION
2. Align Jobs to Strategy
One barrier many companies face in effective strategy execution is that employees’ roles
aren’t designed with strategy in mind.
This can occur when employees are hired before a strategy is formulated, or when roles
are established to align with a former company strategy.

3. Communicate Clearly to Empower Employees

When it comes to strategy execution, the power of clear communication can’t be
overlooked. Given that a staggering 95 percent of employees don’t understand or are
unaware of their company’s strategy, communication is a skill worth improving.
Strategy execution depends on each member of your organization's daily tasks and
decisions, so it’s vital to ensure everyone understands not only the company's broader
strategic goals, but how their individual responsibilities make achieving them possible.
 SEC 3. INTEGRATING BUSINESS DEVELOPMENT
CONNECTING STRATEGY AND EXECUTION
4. Measure and Monitor Performance
Strategy execution relies on continually assessing progress toward goals. To effectively
measure your organization’s performance metrics, determine numeric key performance
indicators (KPIs) during the strategic planning stage. A numeric goal serves as a clear
measure of success for you and your team to regularly track and monitor performance
and assess if any changes need to be made based on that progress.
For instance, your company’s strategic goal could be to increase its customer retention
rate by 30 percent by 2024. By keeping a record of the change in customer retention rate
on a weekly or monthly basis, you can observe data trends over time.
If records show that your customer retention rate is decreasing month over month, it
could signal that your strategic plan requires pivoting because it’s not driving the change
you desire. If, however, your data shows steady month-over-month growth, you can use
that trend to reasonably predict whether you’ll reach your goal of a 30 percent increase
by 2024.
SEC 3. INTEGRATING BUSINESS DEVELOPMENT
CONNECTING STRATEGY AND EXECUTION

5. Balance Innovation and Control

While innovation is an essential driving force for company growth, don’t let it derail the
execution of your strategy.
To leverage innovation and maintain control over your current strategy implementation,
develop a process to evaluate challenges, barriers, and opportunities that arise. Who
makes decisions that may pivot your strategy’s focus? What pieces of the strategy are
non-negotiable? Answering questions like these upfront can allow for clarity during
execution.
Also, remember that a stagnant organization has no room for growth. Encourage
employees to brainstorm, experiment, and take calculated risks with strategic initiatives
in mind.
 SEC 3. INTEGRATING BUSINESS DEVELOPMENT
UNDERSTANDING THE RULES OF ENGAGEMENT
Rules of engagement set expectations about how your team will work
together to achieve their collective objectives as well as how they will work
individually. These rules will build trust, commitment, consistency,
accountability and improve conflict resolution. Operational rules such as
attendance expectations, work distribution, shared decision-making, and
deadline adherence should also be clarified.
Unspoken assumptions will breed confusion, especially when everyone has a
different interpretation of expectations and work output will suffer as
people try to fill in the blanks for themselves. Established rules of
engagement will create a common understanding, clarify desired
behaviours, and define work contributions.
 SEC 3. INTEGRATING BUSINESS DEVELOPMENT
UNDERSTANDING THE RULES OF ENGAGEMENT
Defining Rules of Engagement
Certain rules of engagement will clearly be defined by institutional policies
that all staff members are expected to adhere to. However, as a leader, you
will need to decide operational matters such as how meetings should be
structured and how agendas should be set. What level of confidentiality is
expected within the group? How will your team engage in debates and what
level of confidentiality is expected within the group? What is the preferred
method of communication between meetings? How does the team reach
consensus in decision-making?
It is often helpful to involve your team members in drafting the rules of
engagement rather than imposing your rules on them. If they feel they are
part of the process, they will be more willing to adhere to these rules and
morale will improve. By setting the stage for your team to operate as a unit
and aligning group behaviour, you will create a collegial and collaborative
environment.
 SEC 3. INTEGRATING BUSINESS DEVELOPMENT
UNDERSTANDING THE RULES OF ENGAGEMENT
Character Matters
Once you have set the expectations for acceptable behaviour for your group, you will
need to model that behaviour. For example, if you have prioritized individual
accountability, ensure that you keep your own commitments and you follow through on
your tasks.  Do you walk the talk? If what you say is not aligned with what you do,
people will assume that it is acceptable to bend the rules. They will follow your lead.
How will you ensure that you promote an atmosphere of camaraderie and collegiality?
The establishment of guidelines that guide team interaction will help people to honour
confidential conversations, deal with conflict appropriately, encourage open and honest
dialogue and respect. However, these rules can be violated and that can threaten the
sense of safety of your team. Good character matters in the workplace. Clearly
articulating shared values and enforcing consequences for violations will help to
inculcate the right behaviour. The leader is responsible for ensuring the psychological
safety of their team members. Using your influence to encourage positive behaviour
and hosting group discussions to reflect on issues like character building, kindness and
respect can build team cohesiveness.
SEC 3. INTEGRATING BUSINESS DEVELOPMENT
UNDERSTANDING THE RULES OF ENGAGEMENT

Consistency is Key
People will quickly form opinions of a new manager. Your employees are
important stakeholders who are constantly observing what you say and
what you do.  If your actions are not aligned with the values you are trying to
inculcate and if you display erratic behaviour patterns, they will find it
difficult to trust you. Consistency is important and it will enable all your
stakeholders to trust you. If you model consistent behaviour patterns and
keep your promises to your staff and managers, you will build a positive
reputation for yourself and your department. Ensure that you communicate
the value of consistency to your direct reports and ensure that they are also
performing consistently.
SEC 3. INTEGRATING BUSINESS DEVELOPMENT
UNDERSTANDING THE RULES OF ENGAGEMENT

Building Trust
Building a foundation of trust is not easy. Once you have built it, it can also
be shattered irrevocably. By demonstrating key attributes such as
confidentiality, empathy, strength of character and consistency, you will be
deemed trustworthy. It is your job as a new manager to make your
employees feel safe. Are you prepared to be accountable for the mistakes of
one of your direct reports? Will you take the heat if something goes wrong in
your department? Throwing an employee ‘under the bus’ is a sure-fire way to
evaporate trust.
Avoid indulging in gossip and favouritism. This will erode trust and the
respect of your team. Facilitate building trust between your team members
by encouraging them to keep their word, meet their commitments and avoid
gossip. Trust must be earned.  Team building activities can be a useful tool
to help break the ice and build relationships.
 SEC 3. INTEGRATING BUSINESS DEVELOPMENT
UNDERSTANDING THE RULES OF ENGAGEMENT
In summary, leading with diligence, consistency, empathy, and respect will
cultivate trust. A new manager needs to make it clear that their role is to
support the team and set the rules of engagement that will foster effective
and efficient team collaboration. It can be daunting to start a new
managerial position. Establishing strong relationships from the outset will
set you up for long term success.
Presentation title 31
Thank You for Listening!!