2. New BUSINESS DEVELOPMENT STRATEGY
Propose Model for IT Service Oriented
Company
Developing a Balanced Business
Development plan Strategy
Prepared by:
Mr Ayyaz Mehmood Shaikh
Mr Amjad Ali Khan

3. STRATEGIC BUSINESS PLAN OUTLINE
 INDUSTRY GROWTH ANALYSIS
 MARKET RESEARCH
 BUSINESS EXELLENCE MODEL
 OVERALL BUSINESS STRATEGY
 COMPANY MISSION & CORE PRODUCT
 SITUATIONAL (SWOT) ANALYSIS
 PORTER FIVE FORCES MODEL
 BUSINESS DEVELOPMENT LEVEL STRATEGY
 SALES STRATEGY
 FINANCIAL PLAN
 RISK FACTORS & CONTINGENCIES
 ASSESSMENT AND REVIEW

4. UAE IT INDUSTRY GROWTH & MARKET ANALYSIS
17.17
BILLIONS
2014
PROJECTED
ESTIMATED
GROWTH 19.85
BILLIONS 2017
18.68
BILLIONS
2015

5. THE FACTOR DETERMIN THE MARKET GROWTH
ANALYSIS ON MACRO LEVEL
 The sales of software and services will lift the UAE IT
industry this year 8.8% 2015
 The software sales will increase to 3.549 bn in 2015
from Dh 3bn in 2014,registering 18.1% increase in
local currency terms.
 The UAE is one of the regions fastest growing
enterprise resource planning (ERP) market as
modernization initiatives continue in an efforts to
increase the international competitiveness.

6.  According to the world economic forum information
technology reports 2014, the UAE rank No 4 out of 148
countries in firm level technology absorption and about
85% of households has a personal computer.
 The hardware sales are forecast to increase 2.3% to
Dh8.7bn in 2015 from Dh 8.585bn last year as growth in
corporate segment will offset the stagnating growth of
consumer market.
 In term of service sales, the companies expect to earn
13.8% more this year to Dh6.351bn as compared to
Dh5.58bn last year.
 International data corporation said last month spending
on ICT products and services in the middle east and Africa
will cross the 270 bn dollar mark in 2015 and IT market
expected to grow 9% year on year in 2015.

7. Market Research Summary
 The people of UAE are mostly aristocrat who are
willing to pay enough for quality high tech product.
 The market has enough potential for high tech
product as in result to dramatic change in the people
life style and the attitude toward technology
 The IT industry interlinked with the various industry
like Real Estate, interior designer and commercial
trading IT product.
 The per capita income of people in our country is
increasing gradually which is an indicator of
increasing spending power.

9. OVERALL Strategy
BUSINESS
PROCESS
What business processes
must we excel at?
• Develop new products
• Understand customer
segments
• Reduce cycle time
• Provide rapid response
• Cross sell the product
line
STRATEGY
FINANCIAL
How should we appear to
our stakeholders?
• Broaden revenue max
• Improve operating
efficiency
• Improve enterprise
financial health
CUSTOMER
How should we appear to
our customers?
•Service excellence
•Trusted business
partner
LEARNING &
GROWTH
How can we sustain our
ability to change and
improve?
• Hire Key Technical
talent
• Implement cross
training
• Align personal goals

10. VISION STATEMENTS
The world today is a mix of Digital, Analog & IP technologies.
Every day, system engineers are forced to assemble discrete
components to meet the requirements of this mixed-solution
to the world and facing every day new challenges in shape of
technology modernization as an opportunity.
vision is to profitably deliver cutting edge mixed-voice
technology solutions that enable a new generation of
integrated high-performance, low-noise, mixed-products
solution, while significantly reducing price, size, and power
consumption.

11. THE COMPANY CORE PRODUCTS
 STRUCTURED CABLING (VOICE & DATA)
 CCTV CAMERAS INSTALATION
 TELECOM (ANALOG, DIGITAL & IP SOLUTION)
 PHYSICAL NETWORK INSTALATION & TROUBLE SHOOTING
 THE NEW SERVER INSTALLATION
 SOFTWARE LICENSES AND INSTALATION
 DATA CENTRE DESIGN
 ANNUAL MAINTAINACE AGREEMENT

12. Strength Weakness Opportunit
y
Threat
SWOT ANALYSIS

14. ORGANIZATIONAL CHART
CEO
BDM
SALES 1 SALES 2
DIRECTOR
TECHNICAL
TEAM

15. 15

16. Business Turnover Drivers
Five turnover drivers to grow any business …
 Get more inbound traffic
 Convert more enquiries into business
 Increase repeat business
 Increase average sales value
BUSINESS DEVELOPMENT STRATEGY
 Increase profit margin per sale

17. The Changing Face of Business
Industrial Age Business
 Money driven
 Greed and exploitation
 Hard-sell approach
 1760 - 1990
Information Age Business
 Information driven
 1990+
BUSINESS DEVELOPMENT STRATEGY
 Sharing and generosity
 “Soft” approach

18. Information Age Business
 Traditional lead generation yields less
 Longer sales cycle
 Companies are not achieving targets
 Major competition for business
 Increased outbound marketing costs
BUSINESS DEVELOPMENT STRATEGY
A major shift in business …
 Major shift to self-education – “DIY”
 Access to the Web has changed client
expectations
 Knowing before interacting

19. Business Development
BUSINESS DEVELOPMENT STRATEGY
1970s – 1980s
Trade Shows
Magazines
Sales Rep
Peers
Analyst
Direct Mail
CLIENT
CLIENT
2013
Online
Video
Email
Marketing
Magazines
Twitter
Social
Networks
Business
Networks
Online
Q&A
Peers
Blogs
SEO
Optimisation
Trade Shows
Mobile
Marketing
Virtual
Events
Sales Rep
eBooks
Direct Mail
Analyst
1995+

20. Creating a Balanced BD Programme
 Inbound Business Development Strategy
 Outbound Business Development Strategy
 Behaviour-driven Sales Mastery
“Remarkable is the new ‘business as usual’”
BUSINESS DEVELOPMENT STRATEGY

21. What does this mean for your business?
Website Visitors
Convert visitors
to leads
Get found by visitors through :
• Publishing great content
• Promoting via SM
• SEO Optimisation
Convert these leads into clients by:
1. Inbound BD Strategy:
BUSINESS DEVELOPMENT STRATEGY
Clients
• Email
• Lead management
• Behaviour-driven sales
approach

22. What does this mean for your business?
2. Outbound BD Strategy:
Online Campaigns
• Banners & displays
• Virtual events
• Webinars
• Emails
Offline Campaigns
• Trade shows
• Direct mail
• TV & Radio
• Printed Advertising
• Electronic business card
Field Marketing
• Cold calling
• List purchases
• Telemarketing
• Targeted events
BUSINESS DEVELOPMENT STRATEGY
• Bill boards/Poster campaigns
• Public relations
Corporate Marketing

23. What does this mean for your business?
3. Behaviour-driven Sales Mastery:
 Developing unstoppable confidence
 Sales facilitation techniques
 Lead qualification and service alignment
BUSINESS DEVELOPMENT STRATEGY
 Conducting winning presentations
 Building and nurturing long-term business relationships

24. How does your website stack up?
 Does it draw immediate attention or does it
have a dated appearance?
 Is the content benefit-driven?
BUSINESS DEVELOPMENT STRATEGY
 When has it last been updated?
 Does it display your business’ uniqueness
to the extent it could?
 What is your website’s real SEO
effectiveness?
 How many pages does your website have
in total?

25. Where is your business
presence?
BUSINESS DEVELOPMENT STRATEGY
CLIENT
2013
Online
Video
Email
Marketing
Magazines Peers
Blogs
SEO
Optimisation
Trade Shows
Mobile
Marketing
Virtual
Events
eBooks
Direct Mail
Analyst
Business
Networks
Social
Networks
Sales Rep
Twitter
Online
Q&A

26. Structured Development Programme
BUSINESS DEVELOPMENT STRATEGY
What
differentiates your
service from the
rest?
- Developing a
great value
proposition
Value
Proposition
- Company
BD Plan
- Communication
Preparation
- Developing
unstoppable
confidence
- Sales
facilitation
techniques
- Lead
qualification &
service
alignment
- Winning
Presentations
- Building long-
term business
relationships
Behaviour-
driven Sales
Mastery
- Online
strategies
* Emails
* Virtual events
- Offline
strategies
* Trade shows
* Road shows
* Direct mail
* TV/Radio
* Printed
advertising
* Electronic
Business Cards
Outbound BD
Strategies
- Social Network
profile and
groups
- Business Blog
and SEO
- Professional
PDF, Video,
Podcasts and
presentations
Inbound BD
Strategies
- Company video
- Case study
slide shows
- Staff resumes/
videos*
- Website SEO
Company
Website

27. 27

28. 28
1 – Assess
Performance
Environment
Things like Corporate Strategy,
Business Life Cycle, Market
Dynamics
How are you at Sales 2.0?

29.  Review existing documentation
 Research industry markets
 Interview executives and management
 Survey Sales Force
 Survey Customers
 Mystery Shop competition
Assess Performance Environment

30. 30
2 – Evaluate Organizational Design
Look at Sales Structure, Value Chain,
Sales Channel, Processes/Tools

31. Evaluate Organization Design
Questions to Consider-
How do you apply?
Is Compensation
inciting correct
behavior?
Is there an active
Performance Mgmt.
plan in place?
Does the CRM
platform maximize
efficiencies?

32. 32
3- Conduct
Competitive
Analysis
Including Stakeholder analysis and
identification of competitive
openings

33. Competitive Analysis
Competitive Intelligence links sales strategy to competitive response
Magazines
Newswires
SEC Filings
Web Sites
Census
Market Research
Newspapers
Internal & External
Experts
Business Intelligence
Software
News Portals
Online Directories
Vertical Portals
News Portals
Research Shops
Monitoring
Tailoring
Archiving
Competitor Profiling
SWOT Analysis
Trend Analysis
Simulation
Forecasting
Communications
Brand
Marketing Position
Human Resources
Suppliers
Mergers/Acquisitions
Financial
Product Dev.
Business Dev.
Public Relations
Marketing
Information
Information
Aggregation Strategy
Business
Action
Competitive
Intelligence
Content
Generation

34. 34
4 - Develop Buyer Personas.
Don’t just try to understand who your customer is…. Understand how they buy.
Otherwise you cant tailor your sales methodology to their buyer methodology.

35. 35
 With ROI models, Change
Management Plan, Sequencing of
improvement initiatives
 Requires a Sales Force
Effectiveness team to carry out

36. Develop Roadmap
Momentum
Success
Build
SOP
Design
Systems, processes
and communication
are Standard
Operating
Procedure
Strategies
successfully
executed and
creating
measurable
results
Implement
and execute
defined
strategies
Develop the
systems, processes
and
communications
that drive results
Research and
define the
marketplace,
strategies and
measures of
success
Clear roadmap in developing sales
strategy to achieve corporate goals

37. Sample Target Metrics for Roadmap
1. Achieve $350MM in current revenue by end year 2012
2. Achieve $150MM growth in revenue from new
business by end year 2012
3. Improve EBITDA 15% by end of 2012 (from 10.1% to
15%)
4. Improve Customer Experience (in top 50% for CSI)
5. Improve Retention in Key Positions (10% annually)

38. Channels
Determine optimal route to market
Develop
Go-to-Market
Plan
2
Sales Force Structure
Organizational model effectiveness vs. efficiency
Sales Force Size
Match selling capacity to market demand
Design
Sales Force3
Sales Infrastructure
Create performance conditions for optimal results
Build
Infrastructure4
Account Segmentation
Segment accounts by Ideal Customer Profile
Lead Management
Generate MQL/SAL/SQL
Sales Process
Map customer/prospect buying process to custom built sales process
Develop
Sales
Strategy
STEP
1
Sales Strategy is Step 1 to World Class

39. Sales Strategy Solves for Typical Problems
 Merger of sales forces after
Acquisition
 Declining Sales Revenues
 Declining market share
 Increasing cost of sales
 Changing market- product mix
 New Product launch that falls
short of sell-through
expectation
 New market entries posing
competitive threat

40. 40

41. Financial Plan
30000000 30250000 30500000
25000000
23000000
21500000
1ST YEAR 2ND YEAR 3RD YEAR
Sales Vs. Expense - 3 years
Sales Cost
It is reasonable to assume that given the territory, size of
operation, and unique concept of business strategy, that it will
produce sales in excess of the existing operation. The
projections set out in this plan, however, are based on a more
conservative estimate. The ration on every project is 30% profit
overall project.

42. In addition to the 1,20,00,000 of entrepreneurs
investment(60%), Hungry 24/7 is seeking 80,00,000 BDT
in long-term loans(40%) for providing 1,80,00,000 BDT in
investment for renovations, furniture, kitchen
equipment, liquor license, food & restaurant supplies,
legal fees, working capital, marketing and personnel.
FINANCIAL PERFORMA

43. Economy
Slow Economic Recovery. We anticipate a slow-growth
economy, recovering from an economic recession.
Business Growth
Annual Growth Rate Percentage: We anticipate modest
growth over the coming years. The financials account
for the following growth projections:
Year 2: 6% Year 4: 4%
Year 3: 5% Year 5: 4%

44. Weekly Sales Variance
 Friday will typically be our best sales for the week. The sales
volume for all other days is represented as a percentage
relative to Saturday.
 Therefore our weekly sales will vary as follows:
Monday: 55%, Tuesday: 60%, Wednesday: 75%, Thursday: 95%,
Friday: 100%, Saturday: 90%

45. Six-Month Start-Up Stage
As a new restaurant entry to the Midtown market, the ramp-up
in customer draw is expected to extend over 6 months. This is
reflected in a higher than average monthly sales variance shown
as follows (Worst-case / Expected-case):
 Month 1: 32% / 51% Month 4: 64% / 75%
 Month 2: 41% / 58% Month 5: 80% / 90%
 Month 3: 52% / 66% Month 6: 90% / 92%

46. ASSESMENT & REVIEW
A. Synchronized Tracking Systems
B. Break-even Analysis of Each quarter
C. Client Satisfaction Survey
D. Associate Input (Advisory Board). Third party.
E. Market Share Analysis
F. Market Survey

47. RISK FACTORS & CONTINGENCIES
A. Revenue Shortfall
B. Negative Legislation (e.g.: flat tax)
C. Economic Recession
D. Hyper Competition
E. NOT UP TO DATE…….Technology wise
F. Adverse Publicity