Klumpp, Matthias (Hrsg.)
ild Schriftenreihe Logistikforschung
Band 7
Integrated
Business Development
Koppers, Carina
Klumpp, M. / Koppers, C.
Integrated Business Development
FOM Fachhochschule für Oekonomie & Management ild Institut für Logistik- & Dienstleistungsmanagement Schriftenreihe Logistikforschung
Band 7, Dezember 2009 ISSN 1866-0304
Essen
Contents
List of abbreviations ... II List of figures ... III Abstract ... III
1. Definition of Modern Business Development ... 1
1.1. Objectives ... 1
1.2. Tasks ... 3
1.3. Derived deliverables of other business functions ... 4
2. Logistics Tasks in a typical business development process ... 4
2.1. Typical process ... 4
2.2. Logistics and Procurement Tasks in Business Development ... 7
3. Empirical Case Study ... 8
3.1. Methodology and Sample ... 8
3.2. Results ... 9
4. Conclusions ... 13
References ... 14
List of abbreviations
ASME American Society of Mechanical Engineers BD Business Development
CEO Chief Executive Officer cp compare
Diss. dissertation
e.g. for example (abbreviation of Latin 'exempli gratia') ECR Efficient Consumer Response
ed. edition eds. editor(s)
et al. and others (abbreviation of Latin 'et alii') ETO Engineer To Order
FOM Fachhochschule für Oekonomie & Management University of Applied Sciences, Essen, Germany
i.e. that is (abbreviation of Latin 'id est') IT information technology
KCL Kompetenz-Centrum Logistik M&A Mergers and Acquisitions
Mio. Million(en)
MP3 MPEG-1 Audio Layer 3 (MPEG:Moving Picture Experts Group) Mrd. billion (german: Milliarde)
No. number
OEM Original Equipment Manufacturer RFID Radio Frequency Identification SCM Supply Chain Management
SME Small and Medium-sized Enterprises USP Unique Selling Proposition
Vol. volume
List of figures
Figure 1: Ansoff’s Product Market Expansion Grid (cp. Ansoff, 1958, 392). ... 1
Figure 2: Business Development Objectives and Starting Points. ... 2
Figure 3: Approaches to Growth (cp. Dülfner, 2001, 146; Bleicher, 1979, 130). ... 3
Figure 4: Value Chain (cp. Porter, M. E., 1999, 66). ... 4
Figure 5: Top-level Business Development Process (cp. Kind, 2004, 64). ... 5
Figure 6: Action Research Cases by Industry and Company Size. ... 9
Figure 7: Risk Ranking from Action Research Case Studies. ... 10
Figure 8: Instruments and Time Frame of Business Development. ... 11
Figure 9: Important Factors in Business Development. ... 12
Figure 10: Qualification Areas of Personnel in Business Development. ... 12
Abstract
Business Development traditionally has an incorporated focus on marketing and mar-keting models as well as marmar-keting competencies among business development man-agers. However, the discussed case studies results and trends in business and market behaviour point to the fact that in the future only an integrated model of business de-velopment (including logistics, supply and quality management models and activities, respectively personnel) can provide significant competitive advantages especially to global companies. This is described in detail in the following paper and put together as an integrated business development model in order to enhance practical efficiency ef-forts and results in day to day business development.
1. Definition of Modern Business Development 1.1. Objectives
The increasing instability of consumer preferences and the growing intensity and so-phistication of competition forces firms to analyse further opportunities. Exploiting ex-isting competencies and exploring new competencies depict the possibilities a firm has in order to seek for growth (cp. Kwaku, 2005, 61). Many forms are facing more than one opportunity with potential for growth - therefore it is important to prioritize. Nowa-days it seems like the term business development is spread within most global corpo-rations. While there might be individual definitions in the minds of various practitioners the concept of business development has only little connotation within scientific litera-ture. Definitions range from rather operational sales related objectives to a more stra-tegic and general approach of doing business. One thing they all have in common is that through business development functions opportunities for growth are to be ana-lysed and - if found to be worthwhile - realised. Many times New Venture Management is used as a synonym (cp. Stahl, 2002, 13). A venture here means any product or ser-vice which is new within the portfolio of an enterprise. For the following the definition by EADES who describes business development as the creating of new opportunities through new and different approaches is set as the basis forming definition of this pa-per (cp. Eades, 2003, 71).
Business development therefore many times aims at a change in the current portfolio and can be seen as a innovation in regards to technologies or business models (cp. Siemer, 1991, 12). But business development is not limited to expanding a firm’s port-folio, also reducing a portfolio can be a task business development. All of this is done in order to through the realization of potentials achieve growth. Looking at one of the most commonly used theoretical concept the Product Market Expansion Grid by A N-SOFF there are four different sources of growth that can be outlined.
Existing Markets New Markets
Existing Products
Market Penetration Strategy, e.g.:
Increase purchase with exist-ing customers
Win customers from competi-tion
Convert non-users
Market Development Strategy, e.g.:
New market segments
New distribution channels
New geographic markets
New Products
Product Development Strategy, e.g.:
New features
Different quality levels
New products
Diversification Strategy, e.g.:
Through organic growth
Through acquisition
Through joint venture Figure 1: Ansoff’s Product Market Expansion Grid (cp. Ansoff, 1958, 392).
Growth through market penetration is typically covered by traditional marketing or-ganizations. But it is especially opportunities in the field of market development and diversification that fall into the area of business development functions. Hence busi-ness development is characterized by certain characteristics (cp. Karger/Murdick, 1972, 1; Stahl, 2002, 13):
high chances and risks
often young segments
used as chance for differentiation
Though in a traditional marketing management view the ANSOFF strategies as de-scribed are a major base and concept in business development there are other ‘start-ing points’ towards business development projects as depicted below in figure 2: Sev-eral business model characteristics can be recognized as possible origins of new pro-jects. These projects in business developments would in the end lead to the overal
objective of a growth perspective for the firm – growth that can itself be divided up into
the four subcategories sales, profit, product quality and service i.e. image and cus-tomer perception. These subcategories of growth are intertwined and often found in various percentages in one project. For the area of supply chain management and logistics there can also be some starting points for business development projects e.g. in new technologies or inefficiencies in existing standard operating procedures (cp. Blecker, Huang, 2008; de Boer, 2004 ; Hildebrandt et al., 2007; Raghavulu et al., 2007; Schulte, 2005; Smirnov et al., 2006; Stüger, Unterbrunner, 2006; Wang, 2007; Zelewski, 2007).
Business development in terms of an institutionalized concept respectively function in a corporation will be typically found in rather mature enterprises, which can also be seen in the figure below.
Figure 3: Approaches to Growth (cp. Dülfner, 2001, 146; Bleicher, 1979, 130).
A firm, especially start-up and young businesses, will first of all try to grow through their core business as this is where the initial know-how will be found. With increasing product differentiation firms will come to a point where they feel that functions, whose main task is to analyze further opportunities for growth, are needed to realize them accordingly (cp. Koenig, 2003, 128). These firms are to be found in phase V (cp. figure 3).
1.2. Tasks
In order to obtain the just described objectives the following tasks can be captured in the context of business development. Modern „business development involves the total integration of the enterprise and the deliberate linking of … its services and prod-ucts with … all the value networks, strategic partners, and constituencies” (Rainey, 2006, 15).. In addition to the fed of the product and technology pipeline another task of business development lays in the commercialization of these products and technolo-gies as well as seeking new opportunities through cooperation with partners or setting up new business models (cp. Kind, 2004, 56). When looking at the just described tasks it is obvious that business development is highly involved in the strategic proc-esses of a firm. But it may also highly influence the strategy of a firm depending on the characteristics of an opportunity that is analyzed by the business development
func-tions. Still the final decision of pursuing an opportunity lies in the hands of top man-agement who will also approach business development team with ideas that they feel are worth investigating.
1.3. Derived deliverables of other business functions
PORTER has established through his 'value chain' and his definiton of primary and secondary activities a framework for gaining competitive advantages. According to this concept competitive advantages can be maximized through constant optimization of primary activities. This means maximizing the creation of value while minimizing costs. For doing so each activity along the chain needs to be carefully analyzed.
Figure 4: Value Chain (cp. Porter, M. E., 1999, 66).
Therefore business development teams ideally have a cross-functional set-up to be successful and optimize their work. With functions related to all areas as shown in figure 4 above in order to give account to all issues that could rise along the value chain of a firm. It is obvious that an early integration of this cross-functional approach will be able to fulfil this optimization the best.
2. Logistics Tasks in a typical business development process 2.1. Typical process
Within the following the process in place in order to achieve the objectives and fulfil the tasks of business development are described. This may vary from firm to firm and
also needs to be customized according to the individual market set-up. For this reason the following process can only be seen as a top-level example.
Figure 5: Top-level Business Development Process (cp. Kind, 2004, 64).
Responsibility for each phase is held by the business development team. Within each phase certain work packages are defined that need to be done. And for which the business development team may also have to consult with external experts, e. g. mar-keting research agencies, consultancies. The output of each phase is typically re-viewed by senior management who decides whether the project moves on into the next phase or is not worth any further investment. It is for good reasons that this proc-ess is very similar to procproc-esses executed by venture capital investors as the invest-ments grow tremendously from phase to phase. The similiarity is obvious when com-paring due diligence analyses and the ones taking place within business development projects (cp. Kind, 2004, 64).
a.) Idea: For each project a team consisting of internal experts of this subject will be
chosen and put together by the business development during the idea phase. This initial phase sets the foundation for any project. Here any opportunity is to be analysed in order to have certain pre-defined criteria available for review. With the type of op-portunities possibly varying from new technologies to a complete new market ap-proach it is easy to see that there may be difficulties in having each project delivering the same set of parameters and ratios. Nevertheless it is for the same reason that this discipline is also needed: Only through such a structured and replicable set up of each phase opportunities can be compared to each other and this is necessary in order to prioritize limited resources.
b.) Concept: Once an opportunity has passed the initial idea-phase, the business
con-stitute a concept of how this opportunity contributes to the firm’s performance and budget objectives and how it can be executed in terms of bringing it to market. To give some concrete examples (cp. Koenig, 2003, 129; Taylor/Brunt, 2001, 278):
General size of the opportunity/market
Strategic considerations
Quantitative and qualitative objectives
Supplementary opportunities which have to be realized
Different scenarios that need to be balanced
c.) Feasibility: A formal investigation on the feasibility of an opportunity can be
con-ducted once a concept has been laid out. All activities needed before a successful carry-out of the opportunity are encompassed in the phase of the feasibility. Hence this is typically the phase where most time is spent within a business development project. Example activities may be (cp. Koenig, 2003, 129; Taylor/Brunt, 2001, 278):
Funding possibilities
Market research
Pilot testing
Risk assessment
Competitive behaviours and offerings
Research and development of new technologies
As a result the feasibility analysis should provide data that the opportunity meets stated requirements or where it does not meet the stated requirements and what needs to be done in order for it to do so.
d.) Implementation: This is when the project typically becomes operational. It is to
raise the internal awareness, further involvement and engagement of functions of all levels responsible for a successful execution. Also here the involvement of business development will diminish as the project will be handed over and integrated into the business functions as operational prosecc owners.
The phases of ‘Concept’ and ‘Feasibility’ can not be seen completely isolated, e. g. an opportunity which had shown promising deliverables in the idea as well as in the con-cept phase will not be dropped right away just because it didn’t pass the feasibility assessment. It is more likely that this will lead to another review of the concept and how certain criteria can be changed within in the concept so that it might be more fea-sible for a firm’s resources.
2.2. Logistics and Procurement Tasks in Business Development
McKinsey together with the Supply Management Institute of the European Business School conducted a global survey in which the performance of the respondents’ com-panies against recognized best practises in supply management and purchasing was analyzed (Reinecke, Spiller, Ungermann, 2007). The following correlation was found: The financially top performing companies were chracterized by certain principles they obeyed within their internal organizations. One of these principles is integrating and involving purchasing operations into business planning processes and thus ensuring the alignment to corporate strategy. Cross-functional collaboration can lead to a per-formance improvement of up to twelve percent according to the survey. In order to apply these results it needs to be further analyzed in which phases of the business development process an integration of logistics functions would be most efficient. Typically it can be observed that when it comes to the feasibility phase input from lo-gistics is needed. This is coherent with other findings and concepts in lolo-gistics and supply chain management (cp. e.g. Arndt, 2004; Bak, 2006; Baumgarten, 2008; Blanchard, 2007; Christopher, 2006; Doganzo, 2003; Göpfert, 2004; Grant et al., 2007; Jones, 2006; Kersten et al., 2006; Klumpp, Jasper, 2007; Kuhn, Hellingrath, 2004; Lee, 2005; McCormack et al., 2002; Pfohl et al., 2007; Saiz et al., 2006; Speh, 2008).
In practise this is not rarely focussed on rather operational topics than on a strategic integration. But previous best practises from top performing global firms have shown that it is important to involve these functions from the very beginning of business de-velopment processes taking place. For example taking the case of the Apple ipod suc-cess story. It was not marketing functions that came up with the idea of providing port-able MP3 players to the masses but purchasing who paid attention to the trends they were facing on the side of their suppliers and furthermore were also involved in the strategic outlook of the company (cp. Leendertse, 2007, K01).
As this case proves functions of supply chain management can be of successful con-tribution to the entire process of business development when being involved rather from the beginning, meaning the idea phase.
But this is not just about involving SCM functions right from the start but also the mind-set and expectations one has from SCM in general. Quoting once more the survey by McKinsey it was also striking that the purchasing executives of the top performing companies felt that their CEO’s expected more from them than just meeting a cost saving objective. Whereas the same target group but from low performing firms felt that they were rather seen as support function by their CEO (Reinecke, Spiller, Ungermann, 2007, 7).
3. Empirical Case Study
3.1. Methodology and Sample
The following case studies were collected through an online questionnaire in 2008 by KCL/ild. The main topics were risks, quality, capacity management in logistics as well as business development. Questions combined ranking of given answers and free text answers for each topic providing for a broad range of feedback possibilities. Research was conducted in an online interview tool of KCL (Kompetenz-Centrum Logistik at FOM University of Applied Sciences Essen) with an empirical research institute (inomic), open from 15th of April to 5th of May 2008 (20 days). The short research period prevents for the main representativity problem with most online surveys: The ‘proliferation’ danger of invited contacts through mail spreading is limited. Business contacts of FOM/KCL in different industries were invited as described below (case characteristics, figure 4).
No Case
Id Industry
Number of
Employ-ees (2007) Turnover (2007) 1 21 Food Industries - (not reported) - (not reported) 2 23 Automotive & Electronics 1-50 -
3 24 Service Industries - - 4 25 Service Industries 51-250 - 5 28 Textile Industries 501-5,000 - 6 30 Textile Industries > 5,000 > 1 Mrd. € 7 31 Textile Industries - - 8 32 Automotive & Electronics 501-5,000 > 1 Mrd. € 9 33 Industry Products 501-5,000 100 Mio. - 1 Mrd. € 10 36 Automotive & Electronics - -
11 37 Defense Industries > 5,000 > 1 Mrd. € 12 38 Industry Products - - 13 39 Service Industries - -
14 40 Service Industries > 5,000 100 Mio. - 1 Mrd. € 15 42 Automotive & Electronics - -
16 43 Service Industries - -
17 45 Automotive & Electronics 51-250 100 Mio. - 1 Mrd. € 18 46 Industry Products > 5,000 > 1 Mrd. € 19 47 Service Industries - -
20 48 Service Industries 501-5,000 100 Mio. - 1 Mrd. € 21 49 Automotive & Electronics - -
22 50 Service Industries 501-5,000 > 1 Mrd. € 23 51 Industry Products 501-5,000 - 24 53 Automotive & Electronics 251-500 -
25 54 Defense Industries 501-5,000 100 Mio. - 1 Mrd. € 26 55 Food Industries 501-5,000 -
27 56 Defense Industries 501-5,000 - 28 57 Defense Industries 501-5,000 - 29 58 Service Industries > 5,000 > 1 Mrd. € 30 59 Industry Products > 5,000 > 1 Mrd. € 31 60 Service Industries 501-5,000 10 - 100 Mio. € 32 61 Defense Industries > 5,000 > 1 Mrd. € 33 62 Service Industries 1-50 1 - 10 Mio. €
Figure 6: Action Research Cases by Industry and Company Size.
Altogether there are 33 business cases reported for the study. In eight out of the 33 cases the respondents were with industry logistics service providers, four respondents identified themselves to an industry OEM and further four represented trading compa-nies. Therefore a broad range of experts and perspectives can be assumed.
3.2. Results
The following figure 7 shows the risks that firms feel opposed to. Interestingly the risk assessment obtained by the respondents ranked risks that are related to logistics,
supply chains and procurement, compare (c), (d), (e) and (j), among the most impor-tant risks. Id Risk Combined Rank-ing Points (170 max.)1 Percentage of Maximum Rank-ing Points
A Quality Risks Procurement 118 69,41%
B Quality Risks Production/Sales 116 68,24%
c Price Decrease Sales Markets 111 65,29%
d Price Increase Procurement Markets 100 58,82%
e Service Risks (Missing Information etc.) 96 56,47%
f Security Risks internal (Sabotage) 93 54,71%
g Image Risks 92 54,12%
h Political Risks 82 48,24%
i Financial Risks (Financial Markets,
Cur-rency Markets) 78 45,88%
j Security Risks external (Terrorism) 49 28,82%
Figure 7: Risk Ranking from Action Research Case Studies.
From a working capital perspective it can be observed that (c) a possible price
de-crease in sales markets can result in consequences from economic loss valuation to
the shipping duration or stock volume as central logistics indicators. And (d) price
in-creases in procurement markets also increase working capital values and therefore
the economic impact of shipping times and stock volumes is escalated. Risk (e) as
service risk is imminent in transportation processes as information provided may
1
Only 17 of all 33 respondents completed the full 10 point risk ranking, therefore a hypothetical ranking point sum of 10 times 17 is possible. This would indicate that if all respondents would have ranked one single risk the most important risk this one would have achieved 170 points.
crease transparency and reduce this specific risk position and vice versa. And (j)
ex-ternal security risks are a problem of contingency planning in international logistics
urging global forwarders and carriers to provide alternative transport solutions in any such event. Altogether the described risks show the importance of increased logistics efficieny and therefore optimal capacity management as all of these risk positions will increase with rising capacity problems and goods waiting for transportation.
Moreover the following figure 8 describes the represented activities and the historical background in business development: Different activities and instruments are used and the institutional history of business development may be described as young.
No Activities in BD Increasing
focus on BD
1
Longterm planning of strategy and objectives for business as well as adjusting individual processes accordingly, choosing new business partners (suppliers, logistics com-pany.
Yes, since 2 years.
2
Expanding the portfolio with new products that are actually demanded by the market. During development and produc-tion the entire supply chain is analyzed, strategic corpora-tion higher efficiency in cost- and quality management.
Yes, since 5 years.
3 No.
4 Entwicklung vorhandener und neuer Geschäftsbereiche Anpassung Personal & Knowledge Kundenmanagement
Yes, since 10 years.
5 Yes, since 2 years.
6
Analysis of market and competitor. Development of different scenarios, reaction on market changes, e.g changes in de-mand, support of different functions and department in their daily work. Yes, since 10 years. 7 No. 8 Yes, since 10 years. 9
Human Resources – Development of Employees. Strategic planning and exceution of customer objectives, new tech-nologies.
Yes, since 2 years.
10 Yes, since 2 years.
The following figure 9 is describing different key factors as recognized by the case study forms and develops an attribution of the named factors to the business
devel-opment phases as described beforehand.
Factor Specifica-tions Per-centage a) Idea b) Con. c) Fea. d) Imp.
Service Quality, Information 55 76,39% •••• •••• •••• Product Quality 53 73,61% •••• •••• Overal Strategy Fit 52 72,22% •••• ••••
Planning Quality, Trust 51 70,83% •••• Flexibility 51 70,83% ••••
USP, Image Contribution 45 62,50% •••• ••••
Market Entry Invest 44 61,11% •••• •••• Sales Potential 36 50,00% ••••
Figure 9: Important Factors in Business Development.
Figure 10 shows the qualification background of business development function
owner. Next to sales experience, supply chain management is the most often obtained qualification aera. Whereas previous marketing functions or expertise seem to be less important for business development functions.
Qualification Areas Specifications Percentage
Sales 6 18,18%
Supply Chain Management 6 18,18% Production Management 4 12,12% Logistics 4 12,12% Supply Management 4 12,12%
Law 3 9,09%
Intercultural and Language 3 9,09% Marketing 2 6,06%
4. Conclusions
The following thesis may represent the subsequent thoughts about the presented re-search results from the literature analysis and case studies in order to pave the way for further research on business development:
Business development is becoming increasingly important for a larger number of international firms.
A standard business development process is yet to be established in research and business practice as described in this paper.
Usually business development is mainly connected to marketing functions and qualifications – thogh as indicated in the case studies that firms seem to sense the importance of supply chain, procurement and logistics management func-tions early in in the business development process. Therefore the case study firms strongly support qualifications in other areas as supply, production and logistics. On this account research perspective may have to change and adapt to the described operational business view.
This leads to the following general annotation: “Nothing can be done in less than no time and at less than no cost and in many cases companies are closing in on these limits“ (cp. Larsson, 2004, 22). Keeping this quote by LARSSON in the back of one’s mind it is obvious that firms and organizations will come closer to definite limits of their obvious business development opportunities. Rigorously involving also other functions of supply chain management in addition to the typical business development driving forces derived from sales and marketing will inceasingly decide about strategic com-petitiveness.
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Die Publikationsreihe
Schriftenreihe Logistikforschung / Research Paper Logistics
In der Schriftenreihe Logistikforschung des Institutes für Logistik- & Dienstleistungs-management (ild) der FOM werden fortlaufend aktuelle Fragestellungen rund um die Entwicklung der Logistikbranche aufgegriffen. Sowohl aus der Perspektive der Logistikdienstleister als auch der verladenden Wirtschaft aus Industrie und Handel werden innovative Konzepte und praxisbezogene Instrumente des Logistik-management vorgestellt. Damit kann ein öffentlicher Austausch von Erfahrungswerten und Benchmarks in der Logistik erfolgen, was insbesondere den KMU der Branche zu Gute kommt.
Herausgeber: Prof. Dr. M. Klumpp
The series research paper logistics within Institute for Logistics and Service Manage-ment of FOM University of Applied Sciences addresses manageManage-ment topics within the logistics industry. The research perspectives include logistics service providers as well as industry and commerce concerned with logistics research questions. The research documents support an open discussion about logistics concepts and benchmarks. Editor: Prof. Dr. M. Klumpp
Band 1, 11/2007 Klumpp, M./Bovie, F.: Personalmanagement in der Logistikwirt-schaft
Band 2, 12/2007 Jasper, A./Klumpp, M.: Handelslogistik und E-Commerce Band 3, 01/2008 Klumpp, M. (Hrsg.): Logistikanforderungen globaler Wert-schöpfungsketten (Dokumentation 1. FOM Forum Logistik
Duisburg vom 24.10.2007)
Band 4, 03/2008 Matheus, D./Klumpp, M.: Radio Frequency Identification (RFID) in der Logistik
Band 5, 11/2009 Bioly, S./Klumpp, M.: RFID und Dokumentenlogistik Band 6, 12/2009 Klumpp, M.: Logistiktrends und Logistikausbildung 2020 Band 7, 12/2009 Klumpp, M./Koppers, C.: Integrated Business Development
