MBD2 Workshop - Course Outline

I. The MBDⁱ Business Development Process and Script Development for the First Three Steps

	1.	Introduction to the MBD² Institute
	2.	Understanding the 7 Components of the System
	3.	How and Why You Should Use a Script as Part of Your Process
	4.	The 4 Critical Questions to Answer Before Any Call
	5.	Maintaining the Thinking Necessary to Execute the Business Development Process
	6.	Script Development for the Bonding and Positioning Step of Your Process
	7.	The Importance of Business, People, Money, and Technical Knowledge in Preparing for a Call
	8.	Communicating Your Purpose and Goal, and Establishing Guidelines for the Relationship Early in the Process
	9.	When and How to Disqualify Early in the Relationship

II. Developing a Script and Conducting a Diagnostic Interview

	10.	Refining the Interview Process to Qualify and Disqualify Based on “Pain”
	11.	Recognizing the 4 Types of Suspects and Prospects
	12.	Using Product and Technical Knowledge to Structure “Pain” Questions
	13.	Developing the Techniques to Allow the Prospect to “Paint a Picture of Their Problems”
	14.	Formatting and Asking Positive and Negative Pain Questions
	15.	Staying In Control During the Diagnostic Pain Interview
	16.	Bridging into and Exiting from the Pain Interview

III. The Process and Skills for Qualifying Prospects Financially and Decision-Making Ability

	17.	Interviewing to Qualify or Disqualify Financial Ability to Invest
	18.	Developing a Script to Cover All Aspects of the Financial Step of Your Process
	19.	Relating the Financial Investment to Problem Solved
	20.	Uncovering Who Will Make Purchase Decisions and How
	21.	Dealing with a Multi-Leveled Decision-Making Process
	22.	Dealing with Hidden Decision-Makers
	23.	Preparing the Prospect for a Qualified Presentation

IV. Recognizing and Dealing with the Psychological Limitations to Executing a Business Development Process

	24.	Understanding the People Knowledge Component; Knowing Yourself and Others
	25.	Working with Self-Analysis and Transactional Analysis In Business Development Relationships
	26.	Recognizing How Individuals Have Come to Perceive Themselves and Changing That Perception
	27.	Maintaining a Healthy Self-Concept And Developing Self-Confidence
	28.	Moving from a Dependent to an Independent Psychological Position in Business Development
	29.	Dealing with the Psychological Barriers We Have to Prospecting And Qualifying

V. When and How to Give a Presentation as Part of Your Process

	30.	Establishing That You Have a Qualified Prospect before Presenting
	31.	Determining the Decision-Making Process Prior to Giving a Final Presentation
	32.	Addressing in the Presentation the Specific “Pains” of the Prospect
	33.	Encouraging Questions from the Prospect to Assist in the Presentation
	34.	Structuring the Presentation to Facilitate a Decision
	35.	When and How to Give Mini-Presentations to Facilitate Your Business Development Process

VI. Understanding and Dealing with the Psychological Games Played in Business Development

	36.	The Definition of “Psychological Games” and Why People Play Them
	37.	The Indications of Psychological Games Being Played
	38.	Recognizing and Dealing with “Reach Back” and “Afterburn”
	39.	Learning to Recognize and Correct Nonproductive Business Development Behavior
	40.	Disqualifying Suspects Who “Play You” in Their Process
	41.	Dealing with and Maintaining Relationships with “Not OK” Prospects

VII. Interfacing with RFP/Bids and the Prospect’s Purchasing Process

	42.	Responding to RFP/Bid Situations to Transition Them to Your Process
	43.	Identifying the Cast of Characters in RFP/Bid Situations
	44.	Identifying and Dealing with True Decision Makers vs. “Power Individuals”
	45.	How to Use E-mail, Direct Mail and Other Marketing Tools as a Lead-Generation Tool
	46.	Understanding the Importance of Having an Information Management System as Part of Your Business Development Process

VII. Reconciling The Organizational Goals And Plans To The Individual’s Goals And Plans

	47.	How to Answer the Key Questions about Goal Setting
	48.	What the Individual Must Bring to the Goal-Setting Process
	49.	What the Organization Must Bring to the Goal-Setting Process
	50.	A 10-Step Process for Meaningful Goal Setting and Planning
	51.	The Motivation Formula and Self-Motivation in Business Development
	52.	The Critical Components of an Effective Business Plan
	53.	The Critical Components of an Individual’s Business Development Plan

IX. Leadership Principles, Developing Purpose, and Applying Competencies

	54.	Personal Leadership
	55.	Understanding Character and Principles
	56.	Personal Mission Statements
	57.	Organizational Mission
	58.	Long-Term Purpose in Business Development vs. Short-Term Goals
	59.	Applying the 12 Core Competencies of Business Development
	60.	Risk Taking and Decision Making for the Leader

X. Organizational Expectations for Professional Responsibility: A Balanced Approach to Personal And Professional Development

	61.	What the Organization Has a Right to Expect From Its Business Development Personnel
	62.	Both Parties Understanding of the Role of the Business Development Professional
	63.	Business Development Capabilities Required of Professionals
	64.	Differentiating between Our Goals and Our Purpose In Business Development
	65.	Short-Term Personal and Professional Development vs. Long-Term Development