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A local dentist advertises for a marketing person who will develop “referral partners.” Financial planners, attorneys, chiropractors and many other service professionals do the same thing. They chase referral partners.

Many geographically dependent businesses think it’s an effective way to build business. Connect with another business, let them know what you do, then ask them, “If you run across anybody who needs what I do, please tell them about me.”

It’s a weak strategy. Worse than that, it’s lame.

Why would I send you business just because you’ve introduced yourself and told me what you do? Why would I even remember you?

I’m busy doing my own thing. I’ve got my own clients to serve. And my own prospects to chase. I’m hustling my own business. I’m not gonna hustle yours.

I encounter people all the time who have no clue what business development really is. They confuse marketing and advertising with biz dev. Others confuse it with sales. Truth is biz dev is all of those things, but none of those things.

Business development is mutually beneficial. 

But that’s not the whole of it. I could argue that if I pay a finder’s fee – in some businesses it’s perfectly legal and ethical (in others, it’s neither) – then it’s mutually beneficial. And it is. But it’s not biz dev.

Some business people are so intense in their hustling that they fearlessly approach anybody and everybody to hawk their products or services. Maybe that’s a smart thing to do, but handing out business cards to everybody at a local MeetUp isn’t strategic enough to be biz dev. Many will find it annoying. Nothing more.

Business development is a phrase that’s no more than 20 years old. Yet you’d think it would be better understand after 2 decades. Not so much.

Digital agencies claim to provide it as a service. Traditional agencies do, too.

Even managers who sometimes wear the title, “Business Development Manager,” don’t fully know what they’re supposed to be doing. They go on sales calls. They take important clients to lunch. They play in charity golf tournaments.

Again, these may all be worthwhile activities. I just don’t consider them the primary activities of business development.

So what are the main components of business development? What should a biz dev manager be doing?

First of all, the Internet has changed everything, including biz dev. One word you may hear in biz dev conversations is the word “promote.” The world has never seen a promotional tool as effective (and as universal) as the Internet. Affiliate marketing is a central activity of online promotion. Lots of people promote the products and services of others because they earn a hefty commission. Sharp car salespeople have used finder’s fees for decades, paying people cash money if they send them a customer who ends up buying a car. There’s nothing new about affiliate marketing. It’s just gone by other names for years.

Yes, we all want people willing to promote us. It’s an outcome every biz dev professional wants. While business development could include things like affiliate marketing, that’s not really the thrust of it.

Can you find strategic partners? Companies, businesses, organizations and people who can benefit when they promote your business? Not because you’re paying them. Not because they’re outsourced commission salespeople. Because when they promote you it affords them an opportunity for business they might not otherwise be able to land.

I once had a client who created terrific tracking software. From enterprise applications to more plug-in type of installations, this company specialized in solving simple or complex tracking challenges. Enter the biz dev mindset.

Who else might benefit from promoting this software? And how might it help the company promoting tracking software they didn’t create or sell?

Enter a product that was an ideal fit: bar-code guns. Those hand held devices that are used in countless applications to track all sorts of things.

Well, those guns have software. Indeed they do, but not all the software on them will solve every tracking problem. What do you do if you sell bar-code guns and the software that comes on them, but your prospect has a special application that the software won’t handle? You lose the sale. You have nothing to offer. It’s a problem you can’t solve.

Wait a minute. Yes, you can. Enter my client’s software. With a staff of custom programmers he could build a system to track specifically whatever was needed. He didn’t offer an “out of the box” solution where one-size-fits-all. He could make just what you needed.

He didn’t sell bar-code guns. He was a software guy.

Software guy meet bar-code gun guy. I think you guys can help each other.

The bar-code guy has his own stuff to sell. If his solutions would fit the prospect, no problem. He sold them. Or tried to.

But if his prospect needed bar-code guns with a funky solution that he didn’t sell…well, now he had a solution. And this solution afforded him an opportunity to make a sale he’d otherwise lose. Better yet, it often gave him the chance to sell a quantity of guns that he would never be able to sell because he could promote a customized solution. His competitors couldn’t offer that solution. It narrowed the competition. In some cases, it eliminated it entirely.

The software guy made sales he’d have never made. To customers he’d have never had without this strategic partnership. Both firms benefited by working together. Clients who came to the software guy sometimes found themselves needing bar-code guns. Guess who he promoted? Sure, his strategic partner who specialized in bar-code guns. Clients who came to the bar-code gun guy needing customized software solutions were steered toward my client. Each company was selling their own unique solutions, working together to get business that each would never land otherwise.

That’s about as good as it gets in the world of biz dev. And that’s possible in almost any space if people look hard enough and work smart enough.

Here are some things you should consider as you try to build your own prowess in business development.

1. Identify your ideal client.

If you can’t do this, you’re doomed. I’m not saying that every biz dev action will result in bringing you your ideal client, but you have to know who your ideal is.

Fish for a specific fish. If you and I decide we’re going to get up early one morning and go fishing, what are we fishing for? And don’t say, “It doesn’t matter. Any fish will do.” Then how are we going to know where to go, or what equipment to use?

Different kinds of fish occupy different water. Here in north central Texas we’ve got lakes known for crappie. We’ve got other lakes known for large mouth bass. Still others are known for catfish. Different fish sometimes found more prominently in different lakes.

Lures are different, too. The lures that attract one kind of fish are ineffective on others.

Who are you most trying to attract? Who do you most want to do business with? Take precise, specific aim at your ideal.

You and I are sitting in a boat at a nearby lake. We’re fishing for large mouth bass. That’s what we’re aiming to catch. And we’re catching them, too. All of a sudden you get a strong pull on your line. You wrestle with the gear thinking you’re about to land the biggest large mouth bass of the day. Ten minutes of wrestling and maneuvering end when you pull up an enormous catfish. It’s a happy accident. You weren’t trying to catch a big catfish, but you did. And you decide to keep him. He’ll be supper tonight.

That’s how it goes with business. We aim for our ideal. Sometimes we land a client who isn’t our ideal. They’re still a worthwhile client. We keep them, happily.

2. Identify others who also serve your ideal client.

None of us are singular in our purchases or needs. BMW drivers are diverse, but you could narrow them down if you considered BMW drivers who own their own house, attend Tom Petty concerts and drink Dr. Pepper. BMW serves them. So do realtors. And Tom Petty. And Dr. Pepper. Hold that thought.

Think about what you do. And what you offer.

Let’s say you offer professional video production. Who is your ideal client? You likely have a few.  Companies who need a marketing video or a corporate video. Bands or artists who need a music video. Any business needing a commercial or broadcast production.

Who else serves those ideal clients? That’s who you need to partner with, strategic partnerships.

Let’s just target clients who may need a music video, artists. Venues that book bands, musical gear retailers, pro sound providers, recording studios – they’re all candidates. They serve artists.

Just because you’ve identified them doesn’t mean their suitable as strategic partners, but it they don’t serve your ideal clients it means they’re not likely suitable at all. Don’t waste your time making companies a target of your biz dev activities if they don’t serve your ideal clients.

3. Identify others who also serve your ideal client and provide something valuable that you don’t. 

Let’s stick with that video production company example. What if we approached the busiest recording studio around? We don’t offer what they do. They don’t offer what we do.

We find out that the best bands in the area use this recording studio. Suppose we approach the owners of the studio and tell them we’d like to produce a professional video extolling their prowess. It could be a video they could embed on the home page of their website. We’d make it broadcast quality, too. That way they could use it for anything they wanted. We’d like to offer it to them free of charge for 2 reasons: a) we want to prove to them how good we are and b) we want them to promote us to the bands who record there. By working with us, the studio owners will better understand our process. We’ll use that opportunity to impress them. We’ll ask them to provide a testimonial for us, too. And why not? They’re going to get our world-class service and product in exchange for promoting us to bands looking to create a music video.

Because the recording studio is going to be working intimately with more bands than we’re likely to see in a given month, we’ve opened one door and gained potential exposure to many prospects. That’s a key to effective business development. Good strategic partners can generate more clients consistently. That’s what we want.

But who else might be in our wheelhouse? What about national groups or associations?

Again, if we’re the video production house, we’re looking for clients who need a marketing video, a corporate video or a commercial. Or all three. Are there groups out there comprised of companies that need all those? Yes.

They offer their group members things we don’t. And we provide things the group doesn’t.

4. Open one door and gain access to many prospects. 

As I’ve illustrated with the video production example, we’re looking for strategic partners – one partner at a time – who have access to multiple clients. The recording studio may work with dozens of bands or artists every year. By opening one door to the recording studio, we’ve gained access to all their clients who may be interested in creating a music video.

We partner with the national group or association. Let’s say they have 300 members scattered all across the country. Suppose they’re all furniture retailers. Could they use in-store videos promoting all their services? Could they use online videos doing the same thing? Or maybe they need TV spots. By opening one door – with the association – we’ve potentially opened the door to 300 prospects who may need exactly what we offer.

Conclusion

There’s lots more to full-blown business development, but that gives you a taste…and hopefully some ideas.

Email, direct mail and many other vehicles are vital components to solid business development, but at the end of the business day it’s about one thing.

A meaningful relationship

You want to partner with people like you. It’s not always possible, but it’s probable if you work at it. You can find like-minded people.

You want to provide value, too. It’s not a one-way street where you’re doing all the asking. No, you’ve got to provide a unique compelling value for your partner. Why else would they promote you?

Service must be remarkable. I’d be remiss if I didn’t mention a major component of strategic partnerships – you must both take proper care of the client. If either of you drops the ball with a client, you both lose. That’s why like-mindedness is key. Just because the business can give you access to potential clients doesn’t mean he’s a good fit. His churn ratio (the rate at which he loses customers) may be high. You may value loyalty and work hard to earn it. Your churn rate may be exceptionally low. Marry him and you’ll quickly regret it.

Be smart. Hustle. Make good on your promises. Do outstanding work. Be remarkable.

Be promotable.

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There’s a strong, but perhaps subtle difference between a customer and a client. A customer buys one time. A client is a repeat customer.

Loyalty programs are designed to convert customers into clients. They don’t always work, but we can applaud companies for trying I guess.

Ideally, what we all want are what Ken Blanchard called “raving fans” in 1993. Up to that point, those of us who were fanatical about the customer experience were working hard to get people to talk about us. And as Jeffrey Gitomer has pointed out for years, we rather enjoyed having the power to control what customers said about us: something good, nothing or something bad. Mostly, customers said nothing. Because “average” best described most customers’ experiences…so there wasn’t much to say. It was the two extremes that businesses typically had to manage. The hacked off customer had to be soothed lest we get bad publicity. The delighted customer merely had to be thanked for heaping on us such high praise.

Creating sales funnels wasn’t nearly as fun as creating sales cycles. The funnel meant you had to keep feeding the top of the hopper. I never found that terribly rewarding, even when it was necessary. A cycle on the other hand goes round and round, and when it’s done well, it can become powerful because the centrifugal force can generate not just sales, but clients. That whole step of taking a prospect to a buyer can really be accelerated when somebody has become a raving fan telling somebody else to do business with us (or “you’re crazy”). It’s kind of like getting a free pass in Monopoly where you get to quickly advance ahead. Raving fans help you advance ahead and jump the curve to creating more happy customers.

You can battle the competition til the cows come home…and I’m a big fan of kicking the competition in the teeth. But I don’t want the cows coming to my home. I just want to nail the competition to the wall as fast as I can while I make sure I watch my blindside lest I get knocked out. Like a skilled MMA fighter, you’ve got to know how to attack and how to defend. Sometimes a great counter move can provide a terrific offensive opportunity by properly defending yourself.

But there’s a problem with some customers — maybe MOST customers! There are predators lurking to take your customers. It may be a direct competitor. Somebody who does the same thing you do, or something very close. It may be an indirect competitor. Somebody who is vying for the dollars of your customers robbing them of the chance to hire or buy from you. Those competitors are worth thinking about. They’re also worth strategizing against, but they’re not the predators I’m talking about. Often times, they’re not the number 1 predator you’ve got to worry about.

You have to protect your customers from themselves. I’m going to give you 6 steps to create delighted customers by protecting them from themselves.

1. Know Your Stuff

My sales career begin in the Stone Age when every salesperson was told, “Product knowledge is king.” We mostly believed it until we learned the hard way that it wasn’t true. Some crafty, low-life, lying piece of beetle dung could outsell those of us who really knew our stuff. That caused some to join the ranks of the dung slingers, but those of us who had a conscience couldn’t do that. Instead, we had to learn that it was important to know our stuff. We needed to know more about our products than the customers. How much more depended on the customer. Some were very knowledgeable and that meant we had to step up our game. Most had a much lower, or mere casual knowledge so it was easy to dazzle them.

Knowing your stuff is important for the obvious reasons, but also for the less obvious. Yes, it’s impossible to provide great solutions when you don’t have a high awareness of their differences, benefits, features and downsides. Just as importantly – maybe more so – you need to know your stuff so you can engage customers with confidence, knowing that you can help them. Some people – the best con men – are able to summons up confidence no matter what. They can flip a switch and go into high confidence mode in a flash. The rest of us have to amp up toward it. Being prepared is major ingredient in doing that. And it’s also the right way to do it if you care one whit about your integrity.

2. Be Friendly

Duh. I know, you’d think this would be a given, but there are tons of people who haven’t a clue about how to be friendly. Or they think they’re friendly, even though nobody else thinks so.

There’s a population of sales people, marketing people and others who are so steeped in knowing their stuff, they think that’s the trump card. And perhaps it could be except they’re so pompous nobody can stand being around them. These are the hyper-pros who raise their chin in the air looking down on the rest of us because they know more than we do. And even if they do, they won’t outsell those of us who know how to be friendly.

Friendly begins with a disposition. It’s an inner smile on your face that morphs into a physical smile on your face. It’s that look that says, “I’m glad to see you.” You know the look. It’s the one your dog gives you when you come home.

I don’t know why more salespeople don’t try that. It works.

Your dog isn’t being fake or phony. He’s really, genuinely glad to see you. The key for you is to exhibit that same genuine “glad to see you” attitude toward your customers.

A dog that approaches you with a wagging tail is sure to get your attention in the form of a pat on the head, a pet of the back or the ultimate prize…the belly rub.

By being genuinely friendly, salespeople can not only make the sale, but gain a customer who may become a client. The friendlier you can be the more delighted you can make your customer because part of friendliness is being helpful, genuine and sincere.

In the movie Ruthless People actor Judge Reinhold is a stereo salesman (naturally, all of us old stereo salespeople could relate to his character). In one obscene scene (pardon the language, please), he shows a pimply faced kid a pair of massive loudspeakers. The friendly banter between the salesperson and the kid make the kid instantly like Reinhold’s character. Then the kid’s pregnant wife or girlfriend walks into the sound room, “the big room.” Instantly, Reinhold’s character switches gears and takes the kid to a much smaller, but more affordable option. Why? Because he knew it was the right thing to do. That’s a big part of being friendly. Doing the right thing.

3. Listen Well

I’ve known salespeople who bragged how they knew what they were going to sell somebody before they ever walked in the door, or before they ever called. They wore it like a badge of honor and skill. Yep, those kind of people are still alive and kicking so you have to be on guard. From million dollar technology solutions to professional services to low end consumer goods the world is still full of unscrupulous people who have no idea what your problems are, and frankly, don’t care. They just know what they’ve got to sell you, and they’re going to aim everything they do to funnel you into their pipeline. Don’t be that guy!

Instead, pay close attention to your customer. Listen not just for the words, but for the emotions. You need to hear the fear or excitement. You need to sense the worry and pain.

Call some customer service hotline if you’ve not done that in a long time. It doesn’t matter who it is. How about your cable TV provider? Or your Internet provider? Or your cell service provider? Pick one of those and call them. You have a 100% chance of hearing a scripted agent attempt to triage your problem. You’ve got a 50/50 chance of getting somebody who can actually hear and understand your problem. People aren’t trained to listen. They’re trained to go through a scripted series of questions, quickly figure out if they can help you, then pass you along to somebody else who may be able to manage you better.

Delighted customers are generated when we listen to them and when they know it. Let’s call it empathy because that’s what it is.  You can’t just listen with your ears. You’ve got to use your heart, too. It should make sense, too – because your heart is where you feel delighted. So you’re going to have to use your heart to deliver it.

4. Ask Great Questions

The quality of your questions determines the quality of your business. That’s true when you’re crafting a strategy. It’s also true when you’re talking with a customer or a prospect.

Great questions help you distill the real issues the customer is experiencing. People are always talking about finding out where people have pain. Well, sometimes people don’t know that exactly. Right now, my left shoulder blade hurts, but only by going to the doctor repeatedly and having multiple tests run am I able to know the reason for that pain is because my lower neck has a slight bulging disc. The remedy for the pain has nothing to do with working on my shoulder blade. It took more probing to find the real source of my pain.

So it is with your customers. They may not be able to articulate their problem. Or they may have a convoluted issue like I’ve got with my shoulder blade. Questions – great questions – can help you hone in on how to best help serve them.

But great questions also do something just as important. They tell your customer that you care and you’re interested. A guy goes out on a first date with a girl and all he does is talk about himself. The date ends and she goes back to her apartment reporting to her friends that, “He didn’t ask anything about me!” That date may have gone far better if the guy had show genuine interest in her and asked her questions showing her how interested he was in learning about her. Your customers feel the same way.

Jump straight to the solution and you may as well scream, “I don’t really care about you. I just want you to buy from me.” Will that work? Sure, sometimes. But you’ll never delight a customer by doing that. Instead, take the time to craft and ask great questions that will help guide you to become a better solution provider for your customers. Don’t short cut the process.

5. Confidently Provide Solutions

By now you’ve established genuine trust. You’ve got rapport with the customer. They like you. You’ve listened to them and asked great questions. Now you’re ready to present some solutions. Solutions are plural. Don’t go to the solution you intended to sell all along, before you ever got to know them. Now it not the time to mess things up.

Maybe you’ve got multiple solutions based on pricing. The choices could be based on color, features, longevity or anything else. Whatever the difference are, be prepared to point those out. This is where knowing your stuff keeps paying off.

Not long ago I suggested to a neighbor who wanted to record some video presentations with narrations to buy an Audio-Technica ATR2100 or AT2005 microphone. These are roughly $50 USB/XLR microphones that sound terrific, mostly because they’re dynamic and not condenser like all the other USB mics. She saw my studio, but I told her my studio was put together 8 years ago or so. Things have changed drastically. My gear is still among the best hardware out there, but it’s just not necessary…even for me. Now, I’m not selling her anything, but by showing her the differences and telling her what she needed to accomplish her task, I could help her make a smart decision.

6. Protect Customers From Themselves (And Other Predators)

You want to help your customers make a smart choice for themselves. It’s their money. Don’t pigeonhole them into the choice you want. But make sure you work hard to protect them from themselves. That’s where confidence comes in.

A customer talking with a custom cabinet maker about the various kinds of wood. The customer, hoping to save some money, asks about an inferior kind of wood because they’re intent on some specific high-end hardware. The experienced cabinet maker pushes back. He insists they go with higher quality wood because he knows the difference it’ll make in the finished product. He shows them an alternative to the hardware they’ve selected that looks almost identical to the hardware they selected, but it’s significantly less expensive. He shows them the differences, including the warranty (the less expensive hardware has a better warranty). Turns out the more expensive hardware is a brand that advertises extensively in all the major home improvement and style magazines. The less expensive is a generic “knock off” that he likens to generic drugs. He’s used both for years and assures the customer they’ll not be able to tell the difference in the hardware, but they’d most certainly notice the difference in the quality of the wood. Knowing how customers in the past have wrestled with such decisions, the cabinet maker (a well seasoned craftsman) seizes a moment to drive his point home as he protects the customers from their own desire to save money in an area he knows will make them unhappy in the long run. “I won’t do this job for you with that wood because I know you’ll be very unhappy with the result. This is a major investment you’re making and you deserve to have cabinets that you’ll be happy with years from now when you open a door or pull open a drawer.”

His drive wasn’t to over sell the customer on something more expensive. He found a way to keep them close to their budget by giving them a superior quality product. As he explained to them, “I’ve been in business over 20 years. I’m not going to let you make this mistake because you’ll complain to everybody who ever visits your home.” Well, that’s pretty dramatic. But that’s what happens when you’ve got the confidence necessary to save customers from their own bad choices.

“We’re going to get some other bids,” say the prospective cabinet buyers.

“I completely understand,” says the experienced craftsman. “I don’t blame you one bit. But I do want to warn you of a few things you should look for. Lots of people cut corners to reduce costs and drive down prices. I’m all for helping my customers save money, but like I told you about the hardware. You can see for yourself that the less expensive stuff I showed you is every bit as high quality as the name brand. Of course, if saying you have that brand is important – and it is for some people – then I’d tell you to go with the name stuff.”

He goes on to show them some critical things to look for as they continue to shop. By doing that, they’re now fearful of his competition. Will the next guy be as forthcoming as this guy has been? And we’re really going to have to be on our toes and ask lots of questions because this guy taught us an awful lot about cabinets that we didn’t know before.

The old cabinet maker has just put a pretty good hedge around his prospects. He did it by being honest, confident and knowing his stuff. He left their house without an order, but the very next morning the husband called him and said, “Thank you for coming to see us yesterday. My wife and I thought about it and slept on it. We decided there wasn’t any point in talking with somebody else. We don’t want anybody else doing this for us. We’re ready to hire you.”

Another delighted customer protected from themselves and the dung slingers.