Chapter 1 – Introduction
Compass and a Map
The book presents more than 300 takeaways to guide you in the business development process. The points made are based on my personal experiences and are offered as guidance only. Everyone will conduct their work using varying approaches and methods influenced by culture, industry, age group or generation and many other factors. The points I emphasize have worked for me and should be adjusted to fit the circumstances. With this book in your toolbox, consider it as a compass and a map that will be instrumental in guiding you through a career in international business.
How to use this book?
I have broken the book down into five parts:
• Part 1-The Career Path, External and Internal Networks;
• Part 2 – International Business Development Campaign Management, Planning and Execution;
• Part 3 – Project Tender Responsibilities and Future Challenges;
• Part 4 – International Business Travel; and
• Part 5 – The Toolbox.
Below I briefly summarized the topics in each part. My advice would be first to scan the chapters, then to use the book as you would for a manual or guide.
Chapter 1 – The Career Path and Performance Expectations
This chapter discusses the Key Performance Indicators and the skillsets that the successful international business development manager will employ throughout the business development cycle, emphasizing the importance of broad-based prior experience.
Chapter 2 – Contact Databases, External Network Development Skills and Mentorships
Success in a business development career is dependent on your ability to build, protect and maintain productive external and internal networks. I review in-person and virtual networking skills and present several stories and examples to illustrate the social networking skills of extraordinarily successful business development professionals and executives. I also discuss formal and informal mentorship programs designed to shorten your learning curve, emphasizing that your responsibility is to find a mentor if your company does not have a formal mentorship program.
Chapter 3 – Intracompany Communications, Internal Networks and Difficult Colleagues
Developing networks within your company is equally important as external client relationship development. This chapter explains how collaborating closely with international colleagues, possibly in unrelated product divisions, can be a powerful tool to identify and develop business opportunities. I emphasize the importance of
returning value to your internal networks for information and support received. Vital to your career is managing internal issues with other colleagues and difficult situations you will invariably encounter as you negotiate your winding career path.
Chapter 4 – The ‘Complex’ Trip
International market development campaigns often demand a complex itinerary and travel plan, requiring many client meetings in multiple cities and countries within a limited time. Planning and executing successful complex business development trips requires extensive planning and organization. This chapter presents an actual four-country business development trip illustrating the business development manager’s responsibilities for planning and managing a complex international business development campaign.
Chapter 5 – The Travel Team
This chapter reviews the business development manager’s leadership role in managing the business development campaign and directing a team of colleagues, administrative support, travel agents and coordinating travel planning with upper-level managers.
Chapter 6 – Planning Challenges and Considerations
International travel planning and execution are full of challenges that are not present in domestic travel. If not effectively managed, the challenges can easily cause the failure of achieving the business goals. This chapter highlights the common planning challenges faced and presents options for managing them.
Chapter 7 – Itinerary Construction
A complex international business development trip’s success is highly dependent on a strategically organized, well-planned itinerary. The
travel plan and meeting order must support the business goals. This chapter discusses optimum trip time, advantages of early planning, pro-forma itinerary preparation techniques, and personal travel examples.
Chapter 8 – Client Communications and Other Trip Planning Considerations
This chapter reviews the value of well-written and concise client communications. It is necessary to grab the client’s attention to schedule the all-important first introductory meeting. This chapter provides detailed guidelines for client communications. I also discuss the requirement to stay abroad for the time required to execute a heavy itinerary in a single trip, emphasizing the traveling challenges of a post-pandemic era.
Chapter 9 – Client Meetings
You will typically have about one hour to present your company’s capabilities for the project and convince the client that your company can deliver those requirements. This chapter will guide you through the meeting planning and execution process, emphasizing that your ‘presentation’ is not the PowerPoint.
Chapter 10 – Team Etiquette and Unique Meeting Options
The client’s first impression of your company must be a high potential long-term partner who can support and complement their project needs. A wrong impression may close the project opportunity. This chapter guides in developing client relationships when working with other cultures.
Chapter 11 – Cultural and Geopolitical Considerations- Explorer Personal Skills
To work successfully in global markets, we must be accepted by a multi-cultural client base and communicate a sincere interest in their cultures. I review the importance of sharing culture at the dinner table, knowledge of the local language and host country history.
Chapter 12 – The Business Development Manager’s Responsibilities for the Tender Process and Contract Handover
The end goal of the business development cycle is the award of profitable contracts and the establishment of long-term client relationships. This chapter discusses your responsibilities for the tender (or bidding) process, which will vary based on your company’s size and if your company has a dedicated tendering department. I emphasize that the business development manager must continue as the client’s primary interface and point person in all tender organization structures.
Chapter 13 – Post-Pandemic Inspired Challenges, Organization and Opportunities
The basic principles of networking, planning and executing business development activities during and post-pandemic do not change. The primary shift is reduced travel and limited face-to-face client and colleague contact. This chapter emphasizes virtual meeting planning and the proper use of digital communication tools and related new technology.
Chapter 14 – In-Transit Challenges and Hurdles – Land and Air
If you do not arrive at your destination, you will not accomplish the business goals. In this chapter, I share personal stories and experiences, emphasizing travel mistakes we all make because we
depend on preconceived notions, impressions, and personal biases. The pressures of a complex international business development campaign often challenge our common sense and we must be fully aware of those challenges.
Chapter 15 – In-Country Logistics, Hotel and Restaurant Tools
Once in the country, we must rely on and effectively utilize local resources such as hotel services, restaurants, transportation services and more. This chapter highlights the importance of selecting high quality and well-located hotels and restaurants that meet the client’s expectations and have the resources necessary to support the business development effort. In this chapter, I discuss restaurant etiquette, intra-meeting logistics and the value of support from the client’s executive assistant, the hotel concierge and much more.
Chapter 16 – Health, Safety and Security
Global business travelers are constantly exposed to health, safety and security risks that must be identified and mitigated to the extent possible. The chapter provides advice and guidance based on firsthand experiences, such as security issues, intestinal problems and other threats confronting the international business traveler.
Chapter 17 – Control and Maintenance of Nine Critical Travel Tools
At least nine travel tools are critical to an international business development trip and they must be protected. The loss of one or more of these tools can terminate the trip, and not having certain tools will test the most experienced professional.
Chapter 18 – Select Travel Equipment and Tools
As I traveled worldwide, I maintained journals and made notes of travel tools and equipment that worked well. I also made notes of any
tools I needed but had no access to on those trips. This chapter provides guidance for both business and leisure travelers.
The Toolbox
The Toolbox presents document formats and checklists I have found helpful to my travels and assist in maintaining focus on the business. All checklists should be modified to meet your specific needs.
In closing this Introduction, I am confident that you will find the tools and information presented in the following chapters invaluable as you negotiate an international business development or commercial career, potentially leading to executive positions that demand internationally savvy candidates who bring wide-based generalist capabilities and who are multi-culturally adaptable. For the graduating student, I am sure that the knowledge shared will effectively elevate interview confidence and performance, arming you with the knowledge that may make the interviewer perceive you as having prior international business experience. Chapter 1 begins by reviewing the multiple career paths to international business development positions, job functions and responsibilities, and Key Performance Indicators for success.