Global Business Development is rapidly changing from a centralised model to a distributed model... with greater benefits to an organisation as well as clients.

1. SS
Ten Slides in Ten Minutes:
A Perspective on Global Business Development
[Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham APM.APMP
June, 2013
bill.graham@sales-synthesis.co.za

2. 2
Agenda
• The Sustainable Business Imperative
• The Domain for Traditional Sales is Shrinking
• Client Classifications are an Imperative
• Traditional Global Organisations ‘smother’ National entities
• Q&A

3. 3
Dominant ExclusiveEmerging PervasiveAbsent
Symbiotic
relationship
with clients
Sustainability
Making the competitors irrelevant
Projects ParticularPerforming PertinentPeople Places
The Sustainable Business Imperative
Building mutually beneficial and sustainable long-term client relationships
Source: Sales Synthesis
Multi-National Companies [MNCs] may embrace a
new dawn or a long dark night.
Know where you are going

4. The Domain for Traditional Sales is Shrinking
Customer Sales
Level/ Potential
Customer Service/Relationship Requirements
Large
Small
Low High
Emerging
Channels [incl.
Internet-based
Sales]
Key/Global
Account
Management
The shrinking
domain for the
traditional
salesforce
Adapted, by Melrose Atteridge, from work undertaken by Professor Nigel Piercy
Successful Sales Organisations are embracing Direct Channel and Global Account Management models
Few
Many
Slide: 4

5. 5
A multi-phased process to identify ‘business-relevant’ opportunities that,
when closed, sustain a company.
What is Opportunity Management?
Relationship
Building
Market
Management
Opportunity
Scouting
Qualification
Craft Solution/s
Drive
Opportunities
Account Management Focus
Building mutually beneficial and sustainable long-term client relationships
Successful Sales Organisations have clearly defined Opportunity Management Actions – with relevant metrics
Opportunity Management Actions
Find the Business
‘Centre of Gravity’
Use Social Media
to your benefit

6. Client Classifications are an Imperative
Organisations need to be fully aligned with their prospects, customers & clients
Profitability
and/or
Relationship Effort
Volume of Classified Type
High
Low
Low High
Loyal
Nomadic
Needs
Based
Discount
Pressure
Impulsive
Source: Melrose Atteridge
Account
Management
[Complex Solutions]
Cafeteria Offerings
[Commodity Sales]
Slide: 6

7. Different Classifications for Different Requirements
Certain clients require a mix of relationship model/s and channels
Profitability
and/or
Relationship Effort
Volume of Classified Type
High
Low
Low High
Loyal
Nomadic
Needs
Based
Discount
Pressure
Impulsive
Complex Sales
e.g. infrastructure/s
Commodity Sales
e.g. Mobile phones
Source: Melrose Atteridge
Slide: 7

8. 8
Global companies permeate their thinking… globally
'One Company'
Investment/s
supporting
business
imperatives
Shared Vision
Communities of
Interest
Market Research,
Analysis &
Infusion
Competitive
Analysis
Knowledge Competition
Relationship/s
Investment - time
Conflict & Resolution

9. 9
Traditional Global Organisations ‘smother’ National entities
Head Office
Regional Offices
National Offices
Head Office
Regional Offices
National Offices
<operating as
individual entities>
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth
• administrative overhead
• no local knowledge
• additional reporting
• invoicing/billing
dependent on non-local
reward system
• local competitors have
advantage/s
• culture clash
• receptive gap
• ‘one-size fits all’ challenge
Reciprocal
Altruism

10. 10
Q&A