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Cut it out – don’t hinder development (Part 1)
THE UK’s chancellor of the exchequer, George Osborne, likes to make them. As does a butcher with a piece of lean meat. And in business, whenever there’s a gloomy forecast, cuts are on the agenda quicker than Usain Bolt taking on a 100m world record.
Business mentor and behavoural analyst Charles Helliwell believes that business development is a long-term sustainable investment for businesses and that it shouldn’t be jettisoned when the chips are down.
He thinks that owners should ‘recognise that business development is a clearly defined skill, with purpose, clarity and definition.’ Secondly, they should ‘view it as a long-term sustainable investment, which, over time, will pay a steady and ever-improving return.’
Here, Charles gives his personal view on surviving the current downturn. Let us know what you think via a comment linked to this article.
He says: ‘When doom, gloom and despondency reigns in business, the inevitable response is always to make cuts. No surprise here. The media resound with everyday stories of staff cuts, budget cuts and training and development cuts.
‘And yet, at the same time, there is an astounding growth in job advertising for ‘business development’ executives of multiple shapes and sizes. It’s a stereotypical and oh-so predictable response to tough times ahead.
‘During my last 15 years in private practice, I’ve seen at least three to four cycles of ups and downs, during which employers can be relied upon to boost the recruitment industry in their vain and often meaningless search for this mysterious ‘holy grail’. The saviour with the Midas touch, who will single-handedly, with one giant leap, transform a struggling business into a successful one.
‘And why do they keep on repeating the same behaviour and get the same results time after time? For the same reason that we play the lottery, I suspect; if you don’t buy a ticket, you can’t possibly win.
‘However, I submit that as much as the psychology is the same – so are the chances of pulling a winning ticket. And yet, businesses can be relied upon to keep doing it again and again. Just so long as there’s a chance, then it’s worth the gamble. After all, it’s only a small outlay for a potentially sizeable return.
‘I can certainly see the lure and understand the thought processes which drive such decision-making. However, in much the same way as playing the lottery, it really has very little chance of success.
Business Development is not for the faint-hearted. It’s a clear and definable skill which has its roots firmly planted in one-to-one relationship building. And yet, so misunderstood is this role and so misaligned has it become over the years, that the role has become synonymous with something which sits in the twilight zone between sales and marketing.
A role which requires an incumbent to make repeated and unsolicited calls to leads and potential customers, armed with a brochure or sales pitch of the latest product or service offering.
‘The ultimate door-knocker, if you will. The snake oil salesman of yesteryear; and if that’s not bad enough, businesses which err towards a marketing bent, often swamp leads or potential customers with so much useless and confusing collateral, that they barely know what it is they are being asked to consider. Both approaches are about as useless as baling water out of the Titanic with a saucepan.’
So, is there a better way? Charles believes there is. He continues: ‘It’s guaranteed to give every business the best possible chance of surviving and beating a downturn.
‘As well as the skill aspect, and recognising it’s an investment, recruit and develop a talent pool of those who are the most natural and gifted relationship-builders, from whatever discipline they come from, and set them to work on forging long-term ‘trusted partner’ status with your key existing and target potential clients.
‘Give them the freedom to operate outside of constraining and restrictive targets and work practices and reward them on their skill and ability in maintaining an ongoing dialogue with their clients.
‘It’s this dialogue which is key to sustainability and which, ultimately, propels them and the business into trusted partner status. The most successful business developers don’t actually sell anything; they don’t need to, because their clients are only too happy to buy from them, as and when the opportunity arises.
‘And what’s even better, is that they continue to buy, again and again and again. Just so long as there’s trust, there will always be a return. It may not be immediate and it may not scoop the jackpot, but it will be consistent and reliable.
‘What value does this level of consistency and reliability have in the current economic climate? Well, just like any solid and worthwhile investment, it requires time, patience and good judgement, which might well be a better bet than a weekly punt on the lottery.’
That’s Charles Helliwell’s thoughts, now, what do you think? Let us know, here.
I think Charles has a decent point. There are too many businesses who look for the easy option in making sure they cut out costs when viewing the long-term benefits of such cost-cutting.Surely a business can only thrive though its people and therefore they need to be looked after and helped in their training and development.
That's the trouble with businesses. They rarely keep the things they should be keeping in a crisis. Your staff and the most important aspect of your business, internally, because they are the front line and are dealing with the most important thing externally, the customers. So training them is such an important thing to do and to keep that level of training going for the benefit of company and employee.