I’m asked frequently on how do you build a “functional business development plan” that’s versatile and can be implemented in any industry. The following presentation are basic steps and nomenclature you can use to build your biz dev team plan. This presentation is also from a workshop implemented by AH2 Management, contact me if interested in having a rollout introduction of this program.

1. B U S I N E S S
D E V E L O P M E N T
W O R K S H O P
By André Harrell

2. B A C K G RO U N D
I’m asked frequently on how do you build a “functional
business development plan” that’s versatile and can be
implemented in any industry.The following presentation
are basic steps and nomenclature you can use to build
your biz dev team plan.This presentation is also from a
workshop implemented by AH2 Management, contact me
if interested in having a rollout introduction of this
program.

3. WO R K S H O P O B J E C T I V E S
• Understand the importance of business
development specific planning
• Understand the components of a business
development plan
• Understand how to create a successful
business development plan

4. WO R K S H O P P R E PA R AT I O N
Business Development Professionals should come
prepared with the following items:
– Business Development Process Map
– Most recent 90-Day Action Plan (if available)
– Top 15 individual projects/profiles
– Any other item critical to business planning (i.e.
Mii,AABRM, Executive CAP, etc.)
q Be prepared to discuss pros/cons of current 90-day
business planning process

5. WO R K S H O P F L OW
5 Min: Workshop Objectives & Business
Development Planning Overview
25 Min: Review key components of Business
Development Planning. Review of current
projects/profiles
60 Min: Business Development professional complete
business planning exercise

6. B A C K G RO U N D
Is your Business Development Plan a
“Shelved Trophy” or “Strategic GPS”?

7. W H Y B D P L A N N I N G ?
Where do we
want to be?
How are going to
get there?
Where are we
now?
“Strategic GPS”

8. B D P L A N N I N G P H I L O S O P H Y
• The pandemic has created a tremendous amount complexity
in the marketplace.This underscores that BD planning has
taken on a different meaning.
• Identifying opportunities require a more advanced due
diligence process…a process now that has a tremendous
amount of variability.
• Creating a plan that allows for flexibility and “Nimbility” is
critical and necessary. Contingency planning has become
the new proactive planning.

9. B U S I N E S S D E V E L O P M E N T O U T L I N E
• Overview
• Situational Assessment
• SWOT
• Critical Success Factors
• Goals/Objectives
• Strategic Drivers
• Tactics/Action Steps
• Business Development Execution Tracker

10. T H E
O V E RV I E W

11. B U S I N E S S D E V E L O P M E N T O V E RV I E W
Overview/Executive Summary (completed at the
conclusion of the business planning process)
– Highlights the key themes and issues in the
geography that explains the overall landscape of the
project/opportunity profile.
– Importantly, the overview speaks to the potential
R.O.I. yield from the project/opportunity.This
will justify attention and required resources.

12. O V E RV I E W ( E X A M P L E )
Executive Overview
Overview of Cincinnati, Ohio Business Development
The Cincinnati hospital market is primarily made up of four
major healthcare institutions and theVeterans Administration
Medical Center (VAMC).The University Hospital is the
largest of the institutions (nearly 44% or the patient population)
among targeted BD opportunity hospitals. University Hospital
and theVAMC are #1- and #2-dollar volume potentials in
the Cincinnati market. In addition, both institutions are major
players in the Cincinnati Tri-Health ecosystem.

13. S I T U A T I O N A L
A S S E S S M E N T

14. S I T UAT I O N A L A S S E S S M E N T ( E X A M P L E )
Situational Assessment
Situational Assessment/Diagnostic
–The examination and assessment of the current
realities (both external and internal) in which
business development is conducted.

15. S I T UAT I O N A L A S S E S S M E N T ( E X A M P L E )
Key Conditions Implications
• The Philadelphia region is covered by 5-major MCOs;
Keystone East (IBC) 33% market,Aetna 27% market,
Keystonemercy9% market, United/Americhoice 6%,Cigna 5%,
Horizon BCBS 4%,Amerihealth (IBC) 4%
• The5-majorMCO’s makeupthe lion shareof reimbursement
coveragein the Philadelphia area.However,Aetna having 27%
percent of the covered lives poses a wonderful opportunity for
business development.
• Medical Malpractice continues to be a major issue in
Pennsylvania
• This could have a negative impact on our products if
key customers leave.
• Aetna continues to have the highest growth in enrollment from
2004-2005
• This is a wonderful opportunity for Product A and
possibly Product B. Product A is in a favorable position
with Aetna.
Summary Statement:
IBC has carved out the largest slice of the managed care market in Philadelphia at 33%.
Opportunities:
We can accelerate and drive larger share with Product A.
Threats:
The State Medicaid system could place a stronghold on prescription drugs.

16. S . W. O . T .

17. S W. O. T. ( E X A M P L E )
S.W
.O.T
The next step in business development planning is identifying
the internal/external critical issues.
– Internal:What skills or attributes can we exploit to
our advantage? (strengths)
– Internal:What skills or attributes do we need to
develop? (weaknesses)
– External:Where in the marketplace can we maximize
our growth? (opportunities)
– External:Where in the marketplace will we need to
obtain growth and not lose our flank? (Threats)

18. S W. O. T. ( E X A M P L E )
“GOOD SAMARITAN HOSPITAL”
SWOT ANALYSIS
Strengths:
• Maintain good relationships w/ Key Thought
Leaders
• Good relationships with their Staff
• Relationships with Counterparts
Weaknesses:
• Managed Care environment affecting
my individual clinics
• Access issues with 50% of Business
Developments
Opportunities:
• Build stronger relationships with CEOs/Board
Members surgeons to help increase relationship
value
• Analyze market data to identify key potentials
Threats:
• Product C Launch
• Generic/Commodity portfolio
• Rebirth of Product D – Increase in
usage

19. C R I T I C A L
S U C C E S S
F A C T O R S

20. C R I T I C A L S U C C E S S F A C T O R S
Critical Success Factors
– Critical Success Factors arise from an analysis of the SWOT.
They are those issues (internal and external) that are most
critical to your business development process and dictates
the priorities, strategies, and tactics for the upcoming
period. They should be limited to 3 or 4 and are the
“here’s what we really have to pay attention to” issues.

21. C R I T I C A L S U C C E S S F A C T O R S
• Establish stronger company presence with key
stakeholders in the BD negotiation process.
• Develop and implement product/services mix to
strategically target key opportunities.
• Gain awareness and acceptance of key product assets and
their value proposition
• Accelerate time to agreement process

22. G O A L S /
O B J E C T I V E S

23. G O A L S / O B J E C T I V E S
Goals/Objectives
• Should follow the SMART criteria
– Specific
– Measurable
– Action-oriented
– Realistic
– Time-bound

24. S T R A T E G I C
D R I V E R S

25. S T R AT E G I C D R I V E R S
Strategic Drivers
– Any internal or external force/factor that can effect your
business by capitalizing on opportunities, overcoming
threats, leveraging strengths, and minimizing weaknesses

26. S T R AT E G I C D R I V E R S ( E X A M P L E )
• Acquisition or M&A, goal to disrupt perceived market
satisfaction
• Establish leadership presence with target space
• Exploit uniqueness of the product/services
• Gain rapid availability and generate positive initial
acquisition/M&A experience

27. T A C T I C S /
A C T I O N
S T E P S

28. TA C T I C S / A C T I O N S T E P S ( E X A M P L E )
TACTICS BY STRATEGY
Develop and Maintain Excellent Relationships with
Key Thought Leaders:
• Increase exposure opportunities for thought leaders as
appropriate
• Ensure that Business Development platform has wide
scale representation
• Continue to leverage counterparts/potential
partnerships and their financial resources where
appropriate

29. E X E C U T I O N
T R A C K E R

30. E X E C U T I O N T R A C K E R
Execution Tracker
– Milestones and/or specific dates are necessary to
quantitatively determine progress towards goals,
measure outcomes of tactics and correct problems.

31. E X E C U T I O N T R A C K E R ( E X A M P L E )
Business Goals
Q1
Milestone
& Results
Q2 Milestone &
Results
Q3 Milestone
& Results
Q4 Milestone &
Results
End Result
Business Development
/Acquisition (M&A)
Project. Prospecting/
Opportunity Search
Product A Quota (%)
Product B Quota (%)
KOL/Stakeholder Development
Negotiations/Deals/Opportunities
Meetings with internal/external
customers
Business Development Business
plan update 1-on-1 meetings with
Management Team

32. S U M M A RY
• How do we approach the business development process?
– What is happening in the market, customer needs,
competitive landscape, etc.
– What do I ask to get here?
• Do we review the plans? If so, how/how many times and
with who?
• What should the timeline for review be?

33. C L O S I N G
Putting it off
– Do not wait until you think you have the time; it will be
too late.The more this applies, the more you need a plan!
Fear and dread
– Creating a Business Development plan is not that difficult.You
do not have to write a novel. Follow the tenets of the
business planning process
Spongy, vague goals
– The objective of the business plan is to achieve results, and
for that you need tracking and follow-up.
– Tailor your plan to its real business purpose, focus on 3-4
strategic priorities

34. T H A N K Y O U !
By André Harrell