The document discusses business development and provides advice on how to effectively conduct business. It states that business is not about having fun or ego, but rather is a cash machine that pays its people and shareholders by creating value for customers. It emphasizes doing business with trust, commitment, precision and humility, putting family first. It also provides suggestions for turning casual conversations, like coffees, into proposals by asking questions that identify a company's needs and how your services could help address them.

1. Business Development:
Because your life depends
on it

2. Business isn’t…
• about having fun,
• about being so busy you don’t get anything done.
• about how big a breakfast you can buy someone else
because you’ll get it back on your expense report.
• about how many important people you mingled with
this week.
• about how many “calls” you made to prospects that
were really visits.
• about how many challenges you discovered about your
prospect and didn’t act on.
• a personal ego trip. Just ask Richard Fuld.

3. Business is…
• a cash machine that pays its people.
• a cash machine that pays its shareholders.
• a tool that creates extraordinary value for its customers
and gets paid extremely well for it.
• done between people who trust each other implicitly.
• done between people who know how to get things
done.
• done with precision, total commitment, and personal
humility puDng your family first, those you work with
second, and you third.

4. Your
Your
Friend’s
Friend’s
Friend
Friend Your
Friend’s
Friend
Your
Friend’s Your
Your Personal
Friend Friend Marketspace
Your
Friend’s
Your
Your
Your Friend ‐ Where you are
Friend
Friend’s
Friend Friend known by your
YOU reputaKon
Your
Friend’s
‐ Where you can exert
Your
Your Friend leverage‐able
Your Friend
Friend’s
Friend Friend influence
Your
Your
‐ Where you will
Friend
Friend’s make your living
Friend
Your through high
Friend’s Your
Friend
Your Friend’s frequency, genuine
Friend’s Friend
interacKon, and
Friend
urgent follow‐
through.

5. Changing coffees into proposals
• “How important is “doing things beQer” inside your
company right now?”, or
• “Where does your company look for change and
innovaKon? Does it go outside for advice?”
• “Does your firm consult out for that kind of advice?”
• “What for? New Product? Re‐org? Lean?”
• “Where / how could I best direct a proposal to your
firm that could help you address these kinds of
issues?”, or
• “We have someone you might like to speak to about
that who is a specialist in – “