Rarely a day goes by when we don't receive a call or an e-mail from someone searching for a magic formula for successful fund development.
Some are calls from those just starting out, full of fire, and ready to try anything.
Others, having been in the game longer, are looking for a more traditional approach to the age-old issue of funding their future plans.
Both approaches have merit.
Hopefully, the "fire in the belly" meets "steady as she goes," to create a winning combination.
It is common to hear about those who have had great success (and failure) in various business development endeavors.
What lessons can we learn from our country's biggest companies, and how can we apply them to work for us today? The lessons from the massive merger approach.
Some of 2004's biggest business stories revolved around one of America's largest cable providers, Comcast, and their attempted takeover of Disney.
As you might recall, Disney's CEO, Michael Eisner, was under fire for many different business decisions and how he handled them.
The perception by some is that growth through a large acquisition is a quick way to grow the company and create shareholder value.
Remember, the Comcast takeover was valued in the $48 billion area.
The deal did not go through for various reasons, but a debate was sparked on how to properly grow a company.
Studies showed that 70 percent of the mega-mergers, concluded since 1995, failed to create significant shareholder value.
Remember AOL-Time Warner? And the business pundits started talking of a better way.
They started talking of "doing a lot of little deals.
" The winners in this arena that built skills and experience through smaller deals came out on top.
By adding these smaller companies to their existing base, it was easier to assimilate and continue growth.
Though it would take more time to build the bottom line, it was built on a more solid foundation.
Instead of spending a considerable amount of time merging different cultures, companies could remain focused on their core business and members.
Growth became manageable.
Why not learn from these experiences? The key to fund development lies within the basic concept that before you look for new members, make sure you are not losing those already filling your seats.
You might be amazed at the things your existing members can bring to the table.
Another point we must remember: The Walt Disney Company didn't start as a $48-billion company.
Walt Disney suffered extreme and difficult setbacks before he made it.
Multiple personal and company bankruptcies were one thing.
How he overcame many critics in building Disneyland, which today has benefited millions, is a lesson for us all.
Here, "fire in the belly" met, "steady as she goes," and the results speak volumes for themselves.
We all can begin this journey today.
You owe it to your members and yourself.