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Deal Architecture
1.
2. • Business Evolution
• Business Development Overview
• Business Development Process
• Negotiation Types & Game Theory
• Negotiation Process
• Negotiation Tactics
• Resources
Agenda
9. Types of Deals:
• M&A.
• Pitching New Idea / Product.
• Opening New Channels / Revenue Lines.
• Supplier / Buyer.
Profiles of Business Development Professionals:
• Deals Opener.
• Deals Closer.
• Deals Opener & Closer.
Partners Profiling:
• Mavern: Focuses on Numbers.
• Greedy: Wants to Always Win.
• Connector: Win Him To Win Other Deals.
• Celebrity: Ego Massaging.
Business Development Scope
11. High Level Map:
Business Development Process
Prospecting Engaging Committing Closing Execution Analyzing
Detailed Process Map:
• Network contacts ( attend conferences + use power to build more power + stay
in companies to create contacts).
• Choose who to contact.
• Choose when to go and if it is on ground or off ground or at their premises.
• Start from bottoms up and place yourself in the other side's shoe.
• Study the contract and revise.
• Blend in with marketing and activations.
• Make use of all dots to create lines.
• See the impact and decide to duplicate it or not.
12. Prospecting / Scouting (100)
Cultivating / Engaging (60)
Positioning /
Committing (15)
Closing /
Capturing (3)
Funnel & Conversion Matrix
Conversion
Ratio 60%
Conversion
Ratio 25%
Conversion
Ratio 20%
13. Key For Every Stage
• Prospecting = Awareness & Exposure.
• Engaging = Present-ability & Getting Out of Comfort Zone.
• Positioning = Persistence & Mastering Negotiation.
• Closing = Building Trust with Partner & Empowerment from Internal
Stakeholders.
14. Type Everest Strategic Corporate Marketing PR Stunt
Example Vodafone Taxi Unilever Redbull Amr Adeeb Promo Codes
Outcome Revenue Lobbying Diversification Brand Equity Awareness Buzz
Effort 160 Hrs 80 Hrs 20 Hrs 30 Hrs 2 Hrs 30 Mins
Units with BD BD Board Sales Marketing PR Marketing
Conversion
Ratio
66% 60% 50% 40% 30% 30%
Deal Classification
15. Everest Strategic Corporate Marketing Stunt
Mavern 1 2 3 4 5
Greedy 1 1 1 3 3
Connector 3 4 3 4 5
Celebrity 1 1 2 5 5
Doubtful 5 5 5 2 2
Deal Classification & Partner Profile
• Probability of closing a deal according to deal classification & partner
profile on a scale from 1 to 5 (1 Definitely Not & 5 Definitely Yes).
16. • Contacts Vs Partners
Influence / Interest High Low
High Ghabour Amr Adeeb
Low Bridgestone Promo Codes
Contacts Profiling
17. • Revenue/Users Growth
• Number of Deals / Partnerships
• Outcome of Partnerships Vs Assumptions
Business Development KPIs
19. • Competitive:
• No information sharing.
• A zero sum game (what one party gains, the other loses).
• Interest Based:
• Limited information sharing.
• Focus on solving mutual problem.
• Requires long relationship between parties.
• Principled:
• No private information.
• Discuss different scenarios to reach both party objectives.
Negotiation Types
20. • Power Grid
• BATNA
• Shopping List
• Variables
• Negotiation Map
• Tactics
Negotiations Pillars
22. • Best Alternative To Negotiated Agreement.
• Inability to Identify your BATNA = No Agreement.
BATNA
23. • Shopping List (Main Focus): Factors that you want to get out from a
negotiation process.
• Variables (Available Options): More variables lead to more win-win
situations.
Shopping List & Variables
24. The Negotiation Range
Best Case Scenario
Desirable
Worst Case Scenario (BATNA)
No Go Area
Negotiation Map
25. Worst Case Desirable Best Case
Cost 48 52 56
Payment Terms 75 60 45
Contract Duration 12 months 18 months 24 months
Your Negotiation Map
26. Worst Case Desirable Best Case
Cost 55 50 45
Payment Terms 60 75 90
Penalty on delays 3% 5% 10%
Other Party Negotiation Map
27. Buyer
Worst
Case
Desirable Best Case
Cost 55 50 45
Supplier
Worst
Case
Desirable Best Case
Cost 48 52 56
Deal between 48 and 55
Buyer
Worst
Case
Desirable Best Case
PT 60 75 90
Supplier
Worst
Case
Desirable Best Case
PT 75 60 45
Deal between 60 and 75
Maps Intersection
28. Messenger
• “It’s not my call”.
• Use when you want to use higher hierarchy without involving them, or
when your rational is weak.
• Counter by elevating to the “responsible” person (all levels), or by using
the messenger to neutralize.
Negotiation Tactics
29. Deadline
• “We only have till end of this week to finish”.
• Use when you have a realistic deadline, or need to create pressure.
• Counter by challenging the deadline, “ask why”, or by shifting the pressure
of deadline to the other party.
Negotiation Tactics
30. Emotions
• “I can’t believe this is how you think of the topic!”.
• Use when only you have emotional bank account. Use to shift the topic
from facts to emotions, and create pressure.
• Counter by reverting back to facts, or by “messenger”, emotions, take a
break/recession till emotions cool down.
Negotiation Tactics
31. Back Burner
• “Lets leave this issue aside till we agree on other points first”.
• Use to avoid clashes, avoid discussing a weak point, or when you have a
certain arrangement of topics that works best for you.
• Counter by insisting on the point, use deadline, or asking “why delay it?”
Negotiation Tactics
32. Problem Transfer
• “We have a saving target of XX, you need to help”.
• Use when you have good relations/high ownership from other party.
• Counter by refusing to commit to irrelevant targets (when applicable), use
backburner, or by back firing “and what are YOU doing to get this target?”
Negotiation Tactics
33. Good Cop – Bad Cop
• Use only when you have solid coordination with your partner.
• Counter by “you both represent the company”, use emotions on the bad
cop, go for a break/recession, focus on one person from the two.
Negotiation Tactics
35. Classical Paradigm:
• The 2 parties have interests to maximize their own share of the pie.
• Accordingly, any party’s rational decision requires anticipating rivals’
action.
Nash Paradigm:
• Game Theory introduced the concept that both parties have a common
interest to make the pie as large as possible.
• Both parties can be better off if they reach a cooperative solution.
Game Theory & Negotiations
37. Readings:
• Crucial Conversations Tools for Talking When Stakes Are High, by Kerry Patterson and Joseph
Grenny
• Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and William L. Ury
• Trump: The Art of the Deal by Donald Trump
• Crucial Conversations: Tools for Talking When Stakes Are High by Kerry Patterson
• Influence: Science and Practice by Robert B. Cialdini
• The Tipping Point, by Malcolm Gladwell
• 48 Laws of Power, by Robert Greene
• Mostafa Mahmoud Books
To Check List:
• Techcrunch
• Flipboard
• Business Today
• Borsa Newspaper
• Enterprise Press
• LinkedIn
Resources
