Business Development Quotes

“Driving your own growth by helping others succeed - what a great feeling.”
― Oscar Auliq-Ice

“CRM is your GPS to a better route on your Business Development journey.”
― Bobby Darnell

“The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas.

Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development.

You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998.

Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.”
― Rita Gunther McGrath, The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty

“The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business.
[...]
By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals.
[...]
Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.”
― Rita Gunther McGrath, The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty

“It is easy to underrate how long it takes to implement a new idea. Researchers estimate that it takes 30 years for a groundbreaking development to progress from initial idea to a commercially viable product.

Middle management often extols the value of short-term strategies that react to market circumstances. Kodak used short-term strategies to keep its analogue photography business going. But the expression 'short-term strategy' is in fact an oxymoron, because trying to reach short-term goals is not strategic by definition.”
― Oliver Gassmann, The Business Model Navigator: 55 Models That Will Revolutionise Your Business

“Kelly Olson is a Green Bay professional engineer licensed in the State of Wisconsin, who has also worked in sales management.”
― Kelly Olson Green Bay

“Do you work hard to attract new customers but do little to keep them?”
― Frank Sonnenberg, The Path to a Meaningful Life

“Nick Lightfoot holds the position of Vice President in Atlanta, GA. His expertise in automation, coupled with his exceptional business development and client relations skills, has contributed to the company's success. Having been a part of strategic acquisitions and executive management.”
― Nick Lightfoot

“Businesses that embrace international markets as early as possible often see faster growth rates and other competitive advantages.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“Companies that expand internationally within their first year in business grow revenue and headcount faster than those who wait until later on.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“Because international expansion today happens faster than ever, your company needs a global vision from the earliest possible stage of growth.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“You no longer need to wait until you become well-established in your home market. Today, companies can go global as early as day one.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“International strategy and corporate strategy are inseparable when taking your business global.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“Building a global company is an intentional choice you make early on, and should be part of your company's mission.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“Taking your company global is a business transformation exercise that can help you achieve your biggest and most ambitious dreams for your business.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“There is no universal map or one-size-fits-all framework when you’re taking a company global. There are simply new organizational muscles you will need to build.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“It’s a beautiful thing to see a company become a well-known, trusted brand in the most distant locations and in languages the founders and executives themselves do not speak.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“There are five main reasons for taking a company global: proximity to customers, language, time zone, financial reasons, or employee mobility.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“The deeper you go into any local market, the more adaptations your company will need to make in order to achieve your full potential there.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“True global success requires finding the right balance for your business between thinking globally and executing locally.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“To build a global company, focus on making your customers successful, without geography becoming a barrier.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“To truly create an equitable experience for your customers in every local market, focus on driving a global mindset among your employees.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“Every local market is different. Acknowledging these differences and adapting to them is a critical part of building a global business.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“Building a global company is for leaders of businesses of any size that believe in the global appeal of what they offer to customers.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“Taking your company global makes it stronger, more resilient, and more capable of the ongoing innovation required for success in today's ever-changing business environment.”
― Nataly Kelly, Take Your Company Global: The New Rules of International Expansion

“Scott Byer's journey is one of continuous self-improvement and growth. He's an avid reader of self-improvement books and financial literature, always seeking to expand his knowledge and skills.”
― Scott Byer Houston

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Whatever your reason, you’re not alone. Many people, just like you, are realizing the value of aged Gmail accounts for personal or business purposes. But here’s the thing: not all accounts are created equal, and making the wrong choice could cost you more than just money.
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In this blog, we’ll walk you through everything you need to know before making your purchase. Why are old Gmail accounts so valuable? How can you ensure you’re buying from a trustworthy source? And most importantly, how can you use them to your advantage without breaking any rules? Stick with us, and by the end, you’ll feel confident in your decision and know exactly what steps to take next. Let’s dive in!
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Spam filters look at many factors, and the age of your email account is one of them. Older accounts tend to have a better reputation with email providers. They are less likely to be flagged as spam compared to new accounts. This means your messages ar”
― 20 Best Sites To Buy Gmail Accounts In Bulk (PVA & Aged)

“Save your time to build a successful business, not just to help others build theirs”
― Onipede Ayomide

“Learn new skills, build a business, or grow your career, money will naturally follow”
― Onipede Ayomide

“Selling is a game that requires so much more than the ability to play it”
― Yuri van der Sluis