Building Information System Aggregates to drive Strategic

Business Development

Expanding Team Resources...........................................................................................................................................1

What is Value?...............................................................................................................................................................1
Establishing Value through Support. Using Expertise and Education to drive Market Development...................1
How does IM relate to Value?.......................................................................................................................................2
Aggregates drive Business Development to achieve Value........................................................................................2
IM Support for the Sales Cycle Management Team to drive Business Development.............................................2
Internet Messaging simplifies Aggregate Implementation........................................................................................4
Summary Information System provides Guidance and Support for the Business Development Team..................5
Business planning to formulate Targets.....................................................................................................................5
Header 2.........................................................................................................................................................................5
Questions prime the Pump of Marketing Innovation..................................................................................................5
Simplify tracking the Business Development- the Activity.......................................................................................6
Productively building and using the Knowledgebase ...................................................................................................6
Supporting the Business Development Vision..............................................................................................................6
Questions define the Potential...................................................................................................................................7
Realizing the available Potential................................................................................................................................7
Transforming Potential into Sales..............................................................................................................................7
Service Center Sales optimize Revenue....................................................................................................................7
References. What is Business Development and how can Internet Messaging simplify it and improve
Productivity?....................................................................................................................................................................7
Appendix Tables..............................................................................................................................................................9
Table Aggregates drive Business Development to achieve Value............................................................................9
Table Information System provides Guidance and Support for the Business Development Team.....................10

Expanding Team Resources

Business Development recognizes new potential for solving customer problems and assembles a team to
provide the needed knowledge, product and services. Additionally it defines the quality level necessary
for reliable and satisfactory performance. Quality is the confidence to provide the defined performance
within the proposed deadlines, costs and performance meaning production capability. Quality fulfillment
establishes value in a unique identity. This identity convinces the decision to buy.

What is Value?
The following terms relate value.
- Corporate Value
- Customer Value
- Product Value
- Project Value
- Investment Value
Value relates to what the customer can produce with the acquired product and to the satisfaction level
achieved. It includes the communication exchange built through the implementation.

Establishing Value through Support. Using Expertise and Education to drive Market
Development
3 aggregates build customer value to drive market penetration and grow the market. They establish
uniqueness in the market thereby improving the competitive advantage. Market development assumes a
new market and a compact team to develop the market potential within typical financial restraints.
Further it assumes that the production capability is a requirement for quality.

Aggregates are like motors driving processes. They successfully contribute to fulfilling customer needs.
Achieving sales requires efficiently building the processes with the available and resources within the
financial constraints. Success fuels the growth. Once the processes exist and the motor performance
tested, the processes adapt to drive the next market developments. Strategic Business Development
implements proven aggregates and adapts them to attain the available potential. System Aggregates
increase efficiency, optimize the use of resources, and decrease development time (time-to-market)
thereby dropping costs and market risks. They heavily rely on information systems including research
and storing information for timely retrieval. This knowledgebase offsets resource restrictions.

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How does IM relate to Value?
First remove IM and observe what effect this has on value defined in terms of the capability of the user
to achieve his production goals. Removing IM slows the response time and decreases the information
quality. IM builds a smooth flow between the query that asks a question and the team resources that
take the query results and applies them. This flow disseminates into Knowledge Base storage. It offers
the means to reformulate team experience as well as the product-service into syntax directed at the
customer application. Technical support profits from a pool of experience and knowledge to understand
the customer problem and to resource information to solve the problem. Without IM incoming
communication tends to fragment into different storage pools. A Sales Cycle Management team must
integrate different sources to find the same resource pool. IM allows the team to concentrate resources
on the user needs, issues and problems. It provides a wider range of knowledge and experience to
address them. Indexing, cross references and *** reduce the time and effort to filter and innovate the
stored knowledge as a production tool for the user.

Aggregates drive Business Development to achieve Value

The table is placed at the text end for your reading convenience; the information contained in the table
is summarized. Interested and attentive readers Refer to Table >>>

Table Summary
The Aggregates take information from the Business Development Team and apply it in the customer
implementation.

Aggregate 1 collects relevant and useful information to store in the knowledgebase. Sales engineering
and Lead Management contacts provide knowledge of customer problems and link to useful solution
technology. Aggregate 1 builds a knowledgebase. The knowledge stored, accumulated, and innovated,
during research, as well as Lead and Project Management structures into a knowledgebase valuable for
customer use. It includes problem-solving experience. It documents expertise, know-how and system or
product capabilities or performance. Use of it guides the customer to the required production levels.

Aggregate 2. Listens to the customer to learn his language. Then it reformulates the problem, solution
and system knowledge into language the customer understands and uses to implement as a productive
facility. As seen later, it uses the communication and document management systems to document this
knowledge understandably. Aggregate 2 builds an education system. This aggregates couples with
Aggregate 1 to develop material to educate the market including the sales channels and the customer to
the product benefits and performance. It improves the customer production capability by knowledge and
experience transfer. Internally it adds to the knowledgebase to improve product support in a timely
manner. This knowledge compensates the compact scope of the business development team and
ensures meeting the support needs of the customer by providing adequate support to make the product
a customer success. Further this aggregate adopts the expertise and know-how to build a (technical)
support system to ensure product support through a knowledgeable customer.

Aggregate 3 observes the customer problems and anticipates solutions based on the knowledgebase
and the educational customer needs. Service Potential ensures implementation of a successful system
and the means to maintain it and adapt it to future requirements. Aggregate 3 builds a support system.
This aggregate takes the production of the first two to build and efficiently implements support systems
including documentation for the customer, channels and the internal support structure. Productive use of
information systems compensates the compact team size and ensures meeting quality levels.

IM Support for the Sales Cycle Management Team to drive Business Development
Driving business development sends a compact, focused team into the market with answers that can
remove obstacles that increase customer production costs. Targeted innovation products and services
that could improve production and decrease costs. Development implemented the technology to enable
the customer to improve production methods and meet targets. Initially engaging the market returned a
response that capable developers took and implemented into a solution. Development occurred as a
result of asking the market what it needed and responding by finding a way to produce it. However this
initial foray into the marketplace takes a trial and the knowledge that it only partially addresses the
practical problems confronting the production obstacles. This version will also contain bugs. The
Business Development team minimizes resources to identify and qualify responses from sources that
profit from production improvement. Hence the team taking the solution to market responds by
continuing the dialogue and details the questions directed to the user. Communication documents the
answers and provides engineering input. A dialogue occurs that fits into a cycle. Each iteration of this
cycle increases the knowledge that enables an improvement in meeting customer needs. Call this cycle
the Message Cycle and it is also observable as the drive behind the Internet. A user engages the Internet
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with a question or query and
the participants in the Internet
respond with information.
However the information only
has value when it answers the
question and the value of the
information system lies in the
capability to provide the right
information at the right time to
answer the posed question. Or
to store it in a manner that it
recalls at a point to provide
progress in establishing and
documenting customer
benefits. At this point the
future path is still indistinct
and the team optimizes the
resources to maintain
development budgets. Success
requires an information
system that cost-effectively
introduces a business, sales,
marketing and PR structure for
the team. Team members are
specialists with a wide range of skills to cover the business, sales, marketing, and PR and information
management tasks. The information system must be flexible to adapt quickly and readily to the
challenges of formulating goals, implementation and maintenance of the proposed answers.
Engagement of the market also uncovers new potential that the applied technology can address. The
system must document the potential and collect the information needed to enable product development.
To build the market the team transforms potential into market share.

The Message Cycle drives the Internet and the Sales Cycle Management team profits from optimizing
use of this drive. It has a collective phase and a responding phase. Business Development leverages the
cycle by engaging the market to process and document the responses. It uses team capabilities to build
value in providing an answer to the questions encountered and building a prototype to demonstrate how
the (customer) production profits from an application of the technology. Using the information resulting
from the engagement serves as a basis to formulate decision presentations and to illuminate the primary
and important issues. Continuing to apply the collected information shows how to address these issues
according to standards of price, performance and deadlines. A seamless flow of information between the
Sales Cycle Management team and implementation managers ensures collection of determining
questions, and presentation of answers. The answers formulate the value of implementing the system. It
completes with a decision that the proposal met the standard and has the quality for implementation.
The closing and symmetrical phase begins with the implementation and meeting the issues that arise to
ensure that the standards of price, performance and deadline are met. IM provides the vehicle to
improve project management communication. It assumes that communication proceeds to adequately
inform the team including the customer without requiring inordinate resources. Closing the Message
Cycle uses the project management skills within the team and the communication system to ensure that
all problems and issues are timely documented and deadlines met.

Internet Messaging (IM) combines Internet, e-mail and document communication at a Single Point of
Entry. It feeds the incoming information to the aggregates as resources to meet the customer needs of
value that benefit production requirements. IM also supports the development team by channeling the
queries for information resources to the Internet or information sources that can satisfy these needs. It
includes the search for information on markets, development, or business structure. IM funnels team
communication on project issues and responses to the Single Point of Entry and indexes them for
responsive access and distribution. The aggregates access the indexed material to support development.
The Information Resources support formulation of successful solutions employing resources and the
team capacities. Completed presentations use IM to inform the partner showing the fulfillment of the
quality standards. It supports the team by offloading resources from the drudgery of timely and accurate
communication to the development needed to address implementation. It improves combination of
project management and the customer project team. At the best it builds a cooperative, knowledgeable,
responsive and supportive combined team.

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Internet Messaging simplifies Aggregate Implementation
Reponses generated by the Message Cycle flow into IM and connect immediately useful Information
Assets and resources that mature to later feed development and project management. IM should support
the team in a time-effective manner to qualify the incoming information and expediently stream it where
needed. Information flowing in from engagement qualifies as contacts, leads and project resources.
Incoming information includes contacts that have no immediate application. Leads have potential but no
immediate application. Project resources qualify as useable within the aggregates or current projects.

This Information System produces value that helps the customer attain needed production levels by
maximizing the yield on information focusing on current issues. Internet Messaging offers potential
saving in costs and time in helping the customer attain needed production levels. Leveraging the Single
Point of Entry at the intersection of e-mail, Internet and documents combines available resources and
channels them where needed.

Business Activities and Projects. The Sales Cycle Management team targets a business activity and
engages in projects to realize the market potential. A business activity bundles the products and services
needed to enable the customer to attain the targeted production level. It identifies the customers that
benefit from the package and then queries interest. The team contains communication specialists to
collect responses and formulate answers meeting customer requirements. Business Activities and
Projects includes the project management infrastructure to continue to develop the package of products
and services as well as package implementation for the satisfaction of customer needs. Quality of
addressing and solving customer issues reacts against competitive pressure.

Aggregates of 1), 2) and § previously defined specify with the names of 1) Team Knowledge Base (Kb). 2)
refers to an Education Development System (Eds) and 3) builds a Technical Support Service Tss).
Information Resources (IR) precludes the aggregates and is the sum of information documents in e-mail,
Internet and traditional documents.

Information Resources (IR). IM brings a variety and spectrum of information, some of which transforms
into immediate assets and benefits development, research, engineering and project management.
Quantities of the information find no immediate application. However these sources may transform into
assets as the product-services develop and new project issues arise. At that time they transform from
sources to assets, and need to flow to the team resources for implementation. Information Resources
index the information to facilitate retrieval and application of the sources of material in storage. Cross-
references provide links to related information and help germinate creativity.

Knowledge Base (Kb). Team members cooperate in acquisition, issue resolution, and project
management. A central repository of information including experience and project management
expertise benefits the complete team. Searching this repository often prevents repeating development
or offers proven solutions. The team also benefits when communication from IM such as newsgroups,
mailing lists and customer communication flows from the Business Activities and Project into storage for
centralized access. This information reflects customer ideas, problems and solutions that adapt to other
use. IM offers the team organizational tools to store incoming project communication, index it and store
it in relationship for use in similar project innovation. IM enables a continual evaluation and flow of
current material into an indexed storage. It collects questions and answers for potential future use and
enriches them making them easier to apply. It automates the flow reducing the need for team resources.

Educational Development Systems (Eds). Business Development pioneers new product-service packages
for the targeted markets. Success for Sales Cycle Management teams depend on the ability to take
information from the Knowledge Base and reformulate in a way so that the customer understands the
technology and how to apply it in the specified application. Further success requires these pioneers to
specifically and individually address customer questions and issues. This stage of the development does
not generalize solutions but addresses each problem specifically and offers tailored solutions. Teams find
that the partners use different language to formulate targets, value and implementation. Each customer
employs an individual understanding in deciding and implementing a technology. A project requires
educating the customer members to enable shortening implementation time and reduce system
problems. The education employs formulation terms that orient on customer understanding. Education
involves written, graphical and system or technical formulation. Adaptation of material in the Knowledge
Base and searching for Information Resources shortens the time to presentation. It creates a competitive
advantage by formulating targets in the customer language.

Technical Support Services (Tss). The collective and responding phases of the Message Cycle collect the
obstacles to production and attempt to resolve and remove them in the most cost-effective way. These
obstacles formulate as problems and the teams work to find solutions. Implementation time depends on
time necessary to educate the user how to achieve the targeted production improvements and how to

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use the product-services to attain them. Success depends on a timely and responsive reaction to
problems or issues. It requires an expedient method to resolve the obstacles and use available resources
to solve. Tss takes project experience from the Kb and adapts it for directed use.

Summary Information System provides Guidance and Support for the

Business Development Team
Business planning to formulate Targets

Business Development puts challenging demands on the Sales Cycle Management. Sales Cycle
Management uses the reoccurring phases of Business Development as a means to efficiently build the
aggregates. It employs the cyclic nature of these phases to ask the right questions to help guide
development. These questions serve to clarify the available market potential and help to understand
what the necessary business development contains. Quantative analysis provides helpful information but
spontaneous, intuitive conceptualization balances and compensates lacking information. It provides
helpful insights on developing trends. Answers to these questions fuel the aggregates by providing
answers that streamline adapting the aggregates to meet customer needs.

Header 2

The article places the table at the end for your reading convenience; the information contained in the
table is summarized. Interested and attentive readers Refer to Table >>>

The table helps identify the questions to use to modify the Aggregates to meet market needs. Answering these
questions directs the need/ requirements for the Information Systems. It begins to align the costs with the
resources. The table demonstrates that asking the range of questions produces answers covering the topics
required for focused and successful development. It considers the critical questions for each phase of the
development leading to implementation.

Sales Cycle Management

- Evaluates innovation potential
- Looks at alternatives for markets and channels
- Assesses the available potential
- It considers the obstacles to realizing the Potential and how to overcome them
- Considers what the necessary competences are and compares them with the team potential.

Identification of Potential
- What is the Sales, Market and Channel Potential? Where is it located?
- What is the available Sales Potential? What is the realization cost and time?
- What issues prevent realization of the potential? What evolvement of the aggregates would optimize the sales?
What are the primary contacts to pursue?
- What competence is available to provide customer benefit? How must it be packaged to provide timely and
costly implementation? What resources are lacking?

Questions prime the Pump of Marketing Innovation

Background
What experience prompted the product development? Why were these products developed? Why were
they developed with these specifications?
What is the market demand?
Who is the competition and how do the products and support compare?
What are the differentiation factors?

Business Development
What are the defining obstacles?
What are the defined targets?
What does the Roadmap look like? Why were these milestones selected? What will they accomplish?

Sales
What is the potential in leads, contacts and projects that have accumulated?
How did they accumulate?
What sales channel originated them?
What customer support qualities have been implemented? What needs to be improved?

Marketing
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- What marketing activities have been conducted? What were the results?
- What marketing activities have been planned?
- What sales channels will these activities target?
- What are the website results? From test installations?
- What communication channels profited from these activities?

Support
What are the customer support needs? What does the customer need to implement a successful
installation?
What does the customer require to maintain and adapt the installation?
What convinces the customer to expand the installation?

These questions provide inputs to adapt the processes used to develop the business by intensifying
relationships with existing customer and developing strategies to win new customers. The aggregates
take the information gleaned from this analysis and produce the material and support to answer the
questions. Sales Cycle Management stores this information necessary to streamline these processes and
the means to optimize the processes to cut time and costs. It reduces the routine work by using the
information contained in the databases, and processing the information to help the salesman develop
visions to build value for his customers.

Simplify tracking the Business Development- the Activity

Each sales cycle focuses on activities to build revenue within the matured corporate structure. Existing
channels expand by adding customers to these channels, or new channels may add within the existing
structure. Business Development asks the pertinent questions and identifies new ones specific to define
new targets. These new areas co-exist with the matured business and it is reasonable to monitor and
manage these areas to determine success and needed improvements.

Productively building and using the Knowledgebase

The activity number defines the area of efforts dedicated to the development. Sales cycle management
defines projects to develop the activities and the projects link the information to the area. These projects
belong to the customers, each customer having a project. The specific sales or marketing projects
started to grow business, track through the use of Promotion id #. Business development introduces
another linking designation the Activity Number. It designates a business effort outside of the mature or
established structure, or an area that is targeted for investment efforts. It could designate a new supplier
with products that will open new markets. Or it could designate the development and marketing efforts
in a new range of products that will address new markets. It could link to a strategic partnership that will
establish market leadership. In the management sense this is a parallel or development necessary to
track. All projects, project management and sales promotional activities for this area track with the use
of the Promotion id (PN). Multiple development areas or spaces run parallel using different PN’s.

An Activity builds the processes based on the 3 aggregates to satisfy the customer demands at the
necessary quality level. It designates projects to address the aggregates to collect and store the
Knowledge Systems, and build the Education as well as the Support Systems. Engaging knowledge
resources extends the knowledge available to the customer. The aggregate innovates new product
solutions from this knowledge. Educational systems take the available knowledge and tune it to the
learning requirements of the customer. Support succeeds because these systems take the knowledge
and solutions and envelope it to provide it at the right time and packaged to solve the problem.

The information warehouse extends to cover:

Promotion- Act nr. Promotion id/ PN Projects Key Account Projects/ Customers
1 Established business * * or *
2 Business Development 1 * * or *
3 Business Development 2 * *

Evolving the three aggregates optimize sales and marketing processes to save time, effort and money in
each business areas. Each area is served through optimized processes. Controlling and analysis relates
to the individual business areas or considers the complete range of business areas.

Supporting the Business Development Vision

Business Development follows a vision. Starting the realization of the vision requires information storage,
an empty warehouse and flexible processes that change based on the implementation of the vision as
the vision adjusts with increasing understanding of benefiting the customer.

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Questions define the Potential
Answering the initial questions develops a potential that intuitively produce realizable, profitable
business. Resources are available to develop the potential, but what resources, and how can they be
best applied to minimize time and introduction costs? What markets contribute the best potential? After
answering these questions, the situation has been analyzed and the data warehouse gives some clues as
to what resources could be applied to the implementation.

Realizing the available Potential

In most cases the vision addresses a huge potential that logically exists to be acquired. But a little bit of
experience tells that the potential realization is a long, intensive and innovative effort. Transforming the
visions into a sales and marketing plan streamlines efforts and contribute to building the team effort. It
draws everyone together. Sales Cycle Management offers the Contact Management processes to contact
existing contacts and effectively prospect for the visionary business. Key Account Management
processes significantly increase the success chances of projects based on the visionary products or
services. Channel Management processes assume the routine work associated with the expansion of
channels or development of new channels and their support. In this case the broader sense of channels
is used to mean distribution channels (direct and indirect), major accounts, and OEM’s or branding. If the
vision includes the potential of addressing undefined challenges, then the warehouse gives clues as to
where this market is, and how to address it. The processes support in contacting and supporting the
effort. Sales Cycle Management now has 2 activities; the established business processes are support by
the original promotion id. The number opened to track the visionary work, proves its value by revealing
the progress of the development.

Transforming Potential into Sales

It’s a matter of service. Visionary products develop as the penetration proceeds. Project management
requires highly qualified support to address the customer’s questions and problems. These issues must
be tracked so that they are resolved in a timely manner. It is a common experience that if problems are
left unattended, the customers leave. Project management ensures that the highest possible part of the
potential is transformed into sales. The information gained during the pre sales support is packed into
the warehouse where it assists others involved in the effort. Tracking the issues to resolution is part of
the process already implemented in the cycle management. Sales promotion activities are being
developed to address other customer who benefit from the visions being transformed into reality. These
processes have already been proven in the first activity.

Service Center Sales optimize Revenue

Business development includes expert product marketing capable of recognizing service products and
packaging them. Done at this stage, additional revenue is produced, that subsidizes the development
costs in engineering and sales. Defining service products helps the customer implement the product, and
maximizes the application benefits. Sales Cycle Project Management targets implementation in a timely
manner, to meet proposed costs and produce the agreed-upon performance. It is only sound business
sense to regard products as risk. They are in a development cycle and experience shows that are only
80% performable. 20% defects are still being produced. Experience also shows that some customer use
the products in a range without defects, others experience immediate problems. Only very capable
people and project management gives satisfied customers and builds the basis to continue extending
the business. Service for defects is free of charge. Implementation to meet or satisfy individual, system
needs is an engineering service. The Sales Cycle Knowledgebase contains product marketing information
to package the services and calculate product costs and profit. It contains the project management to
meet the customer demands of timely and successful installation, fulfillment of spec, and at the
proposed cost. It supervises the issue resolution to ensure that customer support issues are fulfilled to
satisfaction. This information will later support further development efforts, and reduce costs in the
product support.

References. What is Business Development and how can Internet Messaging

simplify it and improve Productivity?
Learn how to “Streamline Sales Cycle Management with Internet Messaging >>> Scribd document

- Strategical Business Management

- Strategical Partner Development
- Key Account Management
- Project Management
- Product Management and Pricing
- Technical Support
- Business Communication

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So that Internet Messaging does not remain just a theory read a concept for database integration.

Internet Messaging Database Concept for Sales Cycle Management Support at the Single Point of Entry
URL >>>

To build and implement Internet Messaging in Mozilla Firefox and Thunderbird consult the following
documents:

Mozilla Firefox and Thunderbird share To-Dos and simplify the Follow-up
URL >>> Scribd document

Basics of sharing To-Dos and Follow-up with Mozilla Thunderbird and Firefox. Improve Web Research and
Project Management
URL >>> Scribd document

Configure Mozilla Firefox and Thunderbird for To-Dos and Follow-up

URL >>>

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Appendix Tables
Table Aggregates drive Business Development to achieve Value

Return to table summary and text >>>

Evaluate Innovation Dimension Aggregates Install Aggregates Project Management Aggregate 3

Potential Service Potential

Aggregate 1 Identifies possible

Aggregate 2 archives Competence Center
Archive Web Research solutions project management Project Management
Constructs a Business Development knowledge and - Cost
Knowledgebase evaluates the potential, Provides knowledge of experience with - Deadlines
targets and issues. the customer and his development know- - Target Fulfillment
needs how
Promotion Activities and Sales Engineering Employs the
Aggregate 2 combines Channel Lead Management knowledgebase and
the knowledgebase Development - Pre-Sales Project Management
from Aggregate 1 Support experience
with the knowledge Identify typical problems - Issue Resolution
and experience of and needed solutions Project Management
Lead and Project Metrics and Contract
Management Administration
Evaluate the Market and Asses the available Realizing Sales by Tech Support
Channel Potential Sales Potential approaching the - Project Issues
Issues - Decision Issues
Update-, Service and
Maintenance Contracts

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Table Information System provides Guidance and Support for the Business Development Team

Return to table summary and text >>>

Sales, Market und Available Sales Potential Sales Competence Potential

Channel Potential
What innovation What is the available Key Account What is the revenue
potential sales revenue? At Management potential available in
applies to the market what cost? What needs to be done projects?
Sales Cycle needs? Which projects could to properly and How could it be offered
Management contribute? efficiently manage to benefit the
What Sales Potential can Which sales promotion the projects? customer?
be realized? contacts could Which issues could How can it be packaged
- What? contribute? prevent sales? to offer a competitive
- Where? advantage?
Where is the Market How can it be realized? Promotion Contact What are the technical
Potential Management issues?
- Channel Which contacts need to How can they be
- Product be pursued and supported best with
- Land supported? the available
Support for which resources?
activities could
promote sales?
What support is needed?

Evaluate Potential Realize the Potential Sales Support Competence Center

Revenue
Accounts Projects

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