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Business Development Quotes

Browse 60 quotes about Business Development.

Business Development Quotes

“While some qualities are born within a person, others need to be made.”

InspirationBusinessProgressSelf HelpSelf ImprovementBusiness QuotesSelf DevelopmentBusiness DevelopmentSelf Improvement QuoteBusiness Advice Quotes
Book:Bringing the World of Super Luxury to Kuwait: 2014 Dissertation by Anas O. H. Hamshari, from the European School of Economics in Florence, Italy
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“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.”

ManagementLong TermShort TermBusiness InnovationBusiness StrategyBusiness Development
Book:The Business Model Navigator: 55 Models That Will Revolutionise Your Business
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“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.”

NonfictionGlobalizationNon FictionOrganizational ChangeBusiness DevelopmentStrategy For BusinessGlobal LeadershipInternational ExpansionNataly Kelly
Book:Take Your Company Global: The New Rules of International Expansion
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“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.”

NonfictionGlobalizationNon FictionOrganizational ChangeBusiness DevelopmentStrategy For BusinessGlobal LeadershipInternational ExpansionNataly Kelly
Book:Take Your Company Global: The New Rules of International Expansion
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“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.”

NonfictionGlobalizationNon FictionOrganizational ChangeBusiness DevelopmentStrategy For BusinessGlobal LeadershipInternational ExpansionNataly Kelly
Book:Take Your Company Global: The New Rules of International Expansion
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“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.”

LeadershipManagementBusiness DevelopmentPrioritizingIntrapreneurshipEntrepreneurial MindsetGary WendtGefs
Book:The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty
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“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.”

InnovationEntrepreneurshipChange ManagementBusiness ModelsBusiness DevelopmentInnovation ManagementIntrapreneurshipNew Business Ideas
Book:The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty
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