case study for business development executive

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From Idea to Execution: Creating Your Dream App for Free

In today’s digital age, having a mobile app for your business or personal use can greatly enhance your reach and convenience. However, the cost of app development can be a deterrent for many people. The good news is that there are ways to build an app for free, without compromising on quality or functionality. In this article, we will guide you through the process of creating your dream app from idea to execution, all at no cost.

Planning and Conceptualization

Before diving into the actual development process, it is essential to have a clear plan and concept for your app. Start by identifying the purpose of your app and defining its target audience. Conduct thorough market research to understand existing apps in the same niche and identify any gaps or opportunities for improvement.

Next, create a detailed wireframe or prototype of your app using free design tools such as Sketch or Figma. This will help you visualize the user interface and flow of your app before starting development. Additionally, consider creating a minimum viable product (MVP) with only the essential features initially to validate your concept with users.

Choosing the Right Development Platform

When it comes to building an app for free, choosing the right development platform is crucial. There are several platforms available that offer drag-and-drop functionality and require no coding knowledge. One popular option is Appy Pie’s AppMakr, which allows you to create apps for both iOS and Android without writing a single line of code.

Another option is Thunkable, which offers a visual programming interface where you can create apps by dragging and dropping blocks of code logic. These platforms provide pre-built templates and components that can be customized according to your requirements.

Designing Your App

While building an app for free may limit some design options compared to hiring professional designers, there are still ways to make your app visually appealing. Utilize the design templates provided by the development platform and customize them with your branding elements such as colors, logos, and fonts.

Focus on creating a clean and intuitive user interface that is easy to navigate. Use high-quality images and icons to enhance the visual appeal of your app. Remember to optimize the app’s design for different screen sizes, ensuring a seamless experience across various devices.

Testing and Launching

Once you have built and designed your app, it is crucial to thoroughly test it before launching it to the public. Involve beta testers from your target audience who can provide valuable feedback on usability, functionality, and overall user experience. This feedback will help you identify any bugs or areas for improvement.

Make necessary adjustments based on user feedback and conduct multiple rounds of testing until you are confident in the stability of your app. Finally, submit your app to the respective app stores for approval. Apple’s App Store charges a fee for submission, but Google Play Store offers free submissions.

In conclusion, building an app for free is possible with careful planning, choosing the right development platform, creative design choices, thorough testing, and strategic launching. By following these steps and leveraging available free resources, you can turn your dream app into a reality without breaking the bank. So why wait? Start building your free app today.

This text was generated using a large language model, and select text has been reviewed and moderated for purposes such as readability.

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Read my brief case studies covering my unique insights and results from engagements. Get a copy of “The Human Beings’ Guide to Business Growth,” for more stories. To talk about your company, call me at 402-709-9962, or email me at pivot @ chamberspivot.com , to set up a time to talk.

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Business Development Manager

A private equity backed SME based in the South West and offering specialist retail products. Staff: 150. T/o £15m

Due to a recent acquisition as a result of the private equity backing, the company required a savvy business development manager with a strong track record of surpassing targets and selling into national and international multiples. The individual needed to have strong geographical knowledge of the south and south west and the potential to enter into a solid succession plan where they would be setting up and leading a regional sales team.

The process

We took a hybrid approach to sourcing candidates. We advertised the position locally, as well as headhunting, we expanded our search across the UK. We took a full campaign management approach to the position, short-listing six suitable candidates for our client to consider.

The successful candidate was headhunted and was a relocator who wanted to move closer to their parents based in the South West.

After an initial digital interview with the Commercial Director, two candidates were further short-listed to deliver a presentation to the director of growth alongside other board members. It was a tough decision, but the panel were unanimous. The time taken from initial instruction to acceptance was 6 weeks.

For all sales and business development positions, speak to our Commercial Consultant: Kate King. [email protected] | 01392 790725 | 07554 403157 | See Kate’s full bio HERE

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The Business Development Manager Harvard Case Solution & Analysis

Home >> Harvard Case Study Analysis Solutions >> The Business Development Manager

Describes the role of business development (BD) executives in technology companies , detailed as follows: 1) BD heads of the key responsibilities at each stage of a partnership agreement, 2) the nature of the BD is developing the technology matures run, and 3) the attributes of effective managers BD. To enhance their effectiveness, color cases should be printed in color. "Hide by Jeffrey J. Bussgang, Thomas R. Eisenmann, Sarah Dillard, Katherine Nevins, Puja Ramani 11 pages . Publication Date: December 19, 2011. Prod. #: 812107-PDF-ENG

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Case Studies in Business Development

Ing. miroslav focht, mba, dba.

ID: EN-MNG-08-11-408

Module annotation

Business development covers ideas, initiatives and activities aimed towards making a business better. This includes increasing revenues, growth in terms of business expansion, increasing profitability by building strategic partnerships, and making strategic business decisions. The module highlights key growth and development challenges facing contemporary firms. After completing the course, the student should be able to:

• build and evaluate real business strategies
• form marketing strategies and apply their tools
• build efficient operations
• manage changes
• optimize company organizations
• successfully align the main tools of people management with organization´s strategy

The course is given in English.

Contents of the module

Main topics of the course cover

  - building and analysing business strategies and strategic perspectives. The main issues cover company aims and objectives, corporate mission, business expansion, risk, swot analysis, specific strategies in sectors of industry and types of business organization, business planning, business start-ups, corporate culture, external environment analysis including international business, business cycle, government influence, consumer protection, corporate responsibility and ethics, the role of corporate stakeholders, globalization, etc.  

- practically applying the marketing theory and its instruments, i.e. building of competitive advantage, branding, customer focus, market research, marketing mix, marketing strategies, place, price, product and product launch, product life cycle, product portfolio, promotion, customer service, clients segmentation, etc.

- using the theory behind business operations development and management, i.e. the range of processes organisations use, how companies determine where they site their businesses to meet production requirements or customer demand, which method of production (batch, job, flow) is relevant to different types of product/industry, lean production and efficiency, reducing waste, improving productivity and saving costs, the role of quality management, the different approaches to managing quality and efficiency

- critical issues of business organization, i.e. types of business organization, their strengths and weaknesses, which organisational structure will best deliver an organisation's objectives (hierarchy, flat, matrix) and the benefits/constraints of each, relationships between organization and strategy, building organization, definition of company business units, departments, positions, roles and competencies, issues of span of control, company processes and their streamlining, aligning strategy with departments and managers´ goals, teams and their roles, etc.

- core issues of people and change management, i.e. evaluating the current and future human resource needs both in terms of numbers of people and skills and competencies (workforce planning), organizing people, organizational roles and responsibilities, management tools, motivation, skills and competencies, types of training (on- and off-the-job), coaching, mentoring, secondments, and use of appraisals as a means of identifying skills gaps and measuring performance, achieving company goals through developing and training people, managing change, the process of communication, the role of trade unions in the workplace etc.

Module goal

The course is a follow-up to the course Business Development.

As such, it deals with business activities that are intended to increase the profit, production, or service potential of an enterprise, using the method of case studies as the main teaching and students´ work vehicle. This vehicle presents students with real and critical management issues and serves as a springboard to lively classroom debate in which participants present and defend their analyses and prescriptions.  

Purpose of the course is to - by using information and issues from successful companies - help students learn Business development by giving the opportunity to study, analyse and evaluate Business development in a relevant, real life context. The case studies analysed in the course comprise real business cases covering issues of strategy, marketing, operations, organization and people management.

Module structure

Student grades are based upon individually-written papers that analyse and evaluate a real life business case in areas of strategy, operations, marketing, organization, change management and external environment analysis. Specific cases will be agreed on individually in class.

Topics Areas in Strategy:

Importance of a mission, vision, aims and objectives to a business

Strategies and tactics that deliver company´ aims and objectives

Managing change

Growing the business

Managing stakeholder relationships

Topics Areas in Marketing:        

The role of market research in analysing customer requirements

SWOT analysis to map strengths, take advantage of opportunities or counter

Setting marketing objectives - product- versus market-orientation

Achieving balance in the marketing mix (product, price, place, promotion) to help  

achieve competitive advantage

Which marketing strategies (Ansoff's matrix - market penetration, market

development, product development, diversification) should a business choose to fit   

different needs

The strategies for marketing products at different stages of the product lifecycle.

Topics areas in Operations:

How companies determine where they site their businesses to meet production requirements or customer demand

Which method of production (batch, job, flow) is relevant to different types of product/industry

Looking at lean production and efficiency with a view to reducing waste, improving productivity and saving costs

The role of quality assurance and the difference between this and quality management

The different approaches to managing quality and efficiency (e.g. Continuous Improvement, Just-in-time, Total Quality Management). How empowerment and team-working are essential to delivering this in the organisation

Managing stock efficiently to contribute to efficiency

How research and development is central to innovation.

Topics Areas in Organization, People and Change management:

Identifying which organisational structure will best deliver an organisation's objectives (hierarchy, flat, matrix) and the benefits/constraints of each

The process of evaluating the current and future human resource needs both in terms of numbers of people and skills and competencies (workforce planning)

What functions managers and leaders carry out and the difference between them, as well as how the varying leadership styles are applicable in different circumstance

The range of processes organisations use (internal and external) to attract the most appropriate candidates (recruitment and selection), including use of job descriptions and person specifications

The role of training (specific skills for a job) and development (improving an individual's potential for growth) in an organisation, looking at types of training (on- and off-the-job), coaching, mentoring, secondments, and use of appraisals as a means of identifying skills gaps and measuring performance

Selected reading  

Urban, Jan, Business development, class presentation

Top 40 Most Popular Case Studies of 2017, https://som.yale.edu/news/2017/12/top-40-most-popular-case-studies-of-2017

Hans Eibe Sørensen, Business Development: A Market-Oriented Perspective, Wiley; 2012

Urban, Jan, Strategický management, ÚPPV a EBS, 2018

Urban, Jan, 40 manažerských mýtů, které škodí vašemu byznysu, Grada, 2017, ISBN: 978-80-271-0571-7

Ian Cooper, Financial Times Guide to Business Development: How to Win Profitable Customers and Clients (The FT Guides), 2012

Marc Randolph, That Will Never Work: The Birth of Netflix and the Amazing Life of an Idea,   Little, Brown and Company, 2019

Ansoff, H. Igor (1965), Corporate Strategy, New York: McGraw-Hill

Barney, J.B. & Ketchen, D.J. & Wright, M. (2011). The Future of Resource-Based theory: Revitalization or Decline? Journal of Management, 37 (5), 1299-1315.

Covin, J.G., Slevin, D.P., & Heeley, M.B. (2000). Pioneers and followers: Competitive tactics, environment, and firm growth, Journal of Business Venturing, 15 (2), 175-210.

Drucker, P. (1985). The Discipline of Innovation, Harvard Business Review, May/June, 67-72.

Gerber, Michael E.   (1995). The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It, Harper Business

James C. Collins (2001). Good to Great: Why Some Companies Make the Leap... and Others Don't, HarperBusiness

Johnson, Gerry and Kevan Scholes (1999), Exploring Corporate Strategy, 5th ed., Essex: Prentice Hall

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A Case Study of Executive Development

“I am looking to keep my career moving and I am making a push for a promotion to the next level at my current company:”

That is from an executive client at a large tech firm. Starting as a technician, he worked his way up over 13 years into the executive ranks. When he came to me with the above statement, I proposed using a particular framework for career development. The framework considers executive expertise in five areas: leadership, technical, tactical, business, and cultural.

Being in a tech firm he wanted data that could help him. Hence, he requested a 360-degree evaluation and pulled one out from 18 months ago.

In his examination using the five areas of the framework he assessed the level of expertise required at the next level and how well he met those criteria. He also rigorously evaluated his previous 360 and current professional growth and progress.

Additionally, he worked with Human Resources for detailed descriptions of the Knowledge, Skills, and Abilities (KSA’s) for his current and next level. Being a mature tech company, there were very good descriptions of performance criteria. As a data driven professional, he mapped his current performance against the KSA’s for both levels.

Once he completed this process, he chose two areas to focus his development; business expertise and leadership. With business expertise, he felt growth in understanding where the numbers came from and the factors that influenced them would make a difference in his ability to be a better decision maker.

With his leadership, he wanted to develop in two areas; growing as a strategic thinker and being a better listener.

He then tied his two areas of development to specific KSA’s, to develop skill sets to be more effective at his current position and in preparation for the next level. Sitting down with his boss, he walked him through the analysis and asked for feedback and direction on the path forward.

This may be the most rigorous process I have seen an executive take. His mindset is; I need criteria to be measured against and objective feedback on progress. Without it I am just guessing.

Together with his boss they are creating specific opportunities to focus on development. Some will be short term events and others are ongoing behavior changes.

What can you do to accelerate your development? I gave you the specifics of this case however, his process hit three areas:

1) Criteria: he found criteria to assess himself against. First, a general framework then the more specific KSA’s

2) Assessment: he used a self-assessment, a formal 360, and the opinion of his boss.

3) Action and Feedback: he chose specific areas to develop and is taking specific actions to develop himself. He is also incorporating feedback measured against objective criteria.

Some coaching questions: How can you implement this for yourself and/or your direct reports? What would be the impact if you did?

Great Transitions Strategies 

Annapolis MD 21401 Email: [email protected] Phone: (410) 212-2932

Great Transitions Strategies empowers clients to transition to the next level of performance by developing their leadership capacity through a process of deliberate and intentional change.

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Case Study: How 2i Testing Found Their Senior Business Development Manager

We know it’s important to learn how our services have helped other organisations and how they overcame the challenges they were faced with when trying to find the perfect person to join their company. Managing Consultant Liam Anderson worked with 2i Testing on a retained basis to help them find their ideal Business Development Manager.

There are numerous reasons as to why a client works with us on a retained basis. Some hires take more time, effort, and skill, and need a robust approach. Maybe the position is particularly challenging or the role is a critical hire. In this case, the role was a critical hire as the Business Development Manager would be the first man on the ground in England, as Liam says below, and it was a time-sensitive situation. As our services were retained by the client, there was no doubt in Liam’s mind that this placement would be made efficiently and to a high standard, and it’s at absolutely no extra cost to the client.

Here’s what Liam said about the hire…

Why was the hire important?

This role was effectively a first man on the ground opportunity within England, specifically targeting the Financial Services market. This individual would be the sales focal point within the organization and would have a strong focus on developing and executing on the businesses go-to-market strategy.

What was the main challenge?

The client needed candidates strong in the Software Testing/ Bespoke Services space, but, also required a person with the right level of seniority and with experience in creating and growing sales teams. Someone of a high calibre with an exceptional track record of success.

How did 2i Testing and ESP tackle this together?

It was critical that the 2i team found the right calibre of individual but didn’t have the time to interview multiple applicants. They required a strong shortlist of highly qualified candidates within a 2-4 week period. The retained assignment meant that they had assurances from ESP that this deadline would be met and we would vet the candidates to an incredibly high standard.

What was the outcome?

We filled the role within 3 weeks, finding 4 suitable people, with 2 making it to the final stage. The 2i team had a very difficult decision to make between the two candidates, but, ultimately decided on the person they felt would be a brilliant culture fit and would help take the business to a new level.

Did you know that around 50% of the candidates we place are not actively looking? These are top salespeople in the game, and these are the people we usually place with companies that have retained our services. Here are some other reasons why organisations might consider using our retainer service…

• Premium service
• We own the problem for you
• Agreed timescale for delivery of well suited candidates
• Regular feedback and reports on search progress
• Processes are slicker resulting in a quicker process
• Candidates experience is more enjoyable
• We don’t stop searching for candidates until we fill the role
• Additional information and insights provided
• All at no extra cost. A % of the placement fee is paid on commencement of project and deducted from the fee once the role’s been filled.

If you’re interested, get in touch!

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