Exploring The Directions and Methods of Business Development A Comparative Multiple-Case Study On Ikea and Vodafone PDF

Exploring the
directions and
methods of business
development
A comparative multiple-case study on
Ikea and Vodafone
Michal Štefan
Aalborg University
Master thesis for MSc. in International Business Economics
20th October 2008
Abstract
This study looks at business development as one of the many strategic management areas
and aims to provide an overview about the available business development directions and
methods, together with elements which play a significant role in deciding which of those
directions and methods should be exploited. To provide a better insight on these decisions, a
multiple-case study is also exploited at the end of this project.
Therefore, this research exploits the deductive approach and starts by theoretical
discussions which are then tested and explored also in practise, and for the analysis of the
two cases, secondary data are exploited. The systems methodological approach used for the
study means that the options related to business development are not only studied in
relation to various influencing elements, but also these elements are studied in relation to
each other.
In the theoretical part of this paper, various business development directions such as
consolidation, market penetration, product development, market development, integration,
and diversification are explored, and so are the various business development methods such
as internal, external, or joint development. Based on these discussions, the study presents a
system of options and influencing elements which all need to be taken into consideration
when deciding the most optimal business development path.
At the end of the study, the multiple-case study analysis on Ikea and Vodafone brings further
exploration of the studied area and highlights the fact, that the development of various
companies could have similar patterns, as well as contrasts, based on the differences of the
variables of the system.
2
Table of content
1 Introduction..................................................................................................................................... 7
1.1 Aims of the study..................................................................................................................... 9
1.2 Structure of the study ........................................................................................................... 12
2 Methodology ................................................................................................................................. 14
2.1 Social science paradigms ....................................................................................................... 16
2.2 Methodological approaches .................................................................................................. 18
2.2.1 The analytical approach ................................................................................................ 19
2.2.2 The systems approach ................................................................................................... 20
2.2.3 The actors approach ...................................................................................................... 20
2.2.4 Comparison of the three approaches............................................................................ 20
2.3 Applied methodological approach ........................................................................................ 21
2.3.1 Advantages of the applied approach in comparison to others ..................................... 23
2.4 Research strategy .................................................................................................................. 24
2.5 Research design ..................................................................................................................... 25
2.6 Research methodics .............................................................................................................. 26
2.7 Limitations of the research.................................................................................................... 26
2.8 Summary................................................................................................................................ 27
3 Directions for business development............................................................................................ 29
3.1 Product-market growth strategies ........................................................................................ 30
3.1.1 Business development options on current markets with current products or services 31
3.1.2 Business development options on current markets with new products or services .... 31
3.1.3 Business development options on new markets with current products or services .... 32
3.1.4 Business development options with new products or services on new markets ......... 32
3
3.2 Types of business development strategies ........................................................................... 33
3.2.1 Integration business development strategies ............................................................... 34
3.2.2 Intensive business development strategies .................................................................. 35
3.2.3 Diversification business development strategies .......................................................... 35
3.2.4 Defensive business development strategies ................................................................. 36
3.3 Business development directions available to organizations ............................................... 37
3.4 Summary................................................................................................................................ 39
4 Methods of business development ............................................................................................... 41
4.1 Internal development ............................................................................................................ 41
4.2 Acquisitions and mergers ...................................................................................................... 42
4.3 Joint developments ............................................................................................................... 44
4.4 Business development methods available to organizations ................................................. 47
4.5 Summary................................................................................................................................ 49
5 Elements influencing the business development decisions .......................................................... 51
5.1 External environmental elements ......................................................................................... 51
5.2 Internal elements of the company ........................................................................................ 55
5.3 Competitive strategy ............................................................................................................. 59
5.4 Other elements...................................................................................................................... 60
5.5 Summary................................................................................................................................ 61
6 Towards the business development decision system ................................................................... 63
6.1 The interdependence of the elements and choices .............................................................. 66
6.1.1 Macro-environment ...................................................................................................... 66
6.1.2 Micro-environment of focal industry ............................................................................ 67
6.1.3 Other industries ............................................................................................................. 68
4
6.1.4 Resources, capabilities, experience, and size of the company ..................................... 68
6.1.5 Competitive strategy of the company ........................................................................... 70
6.1.6 Stakeholders’ expectations and culture ........................................................................ 70
6.2 Summary................................................................................................................................ 71
7 IKEA’s and VODAFONE’s case ........................................................................................................ 72
7.1 IKEA........................................................................................................................................ 72
7.1.1 Concept.......................................................................................................................... 72
7.1.2 History ........................................................................................................................... 73
7.1.3 Business development directions.................................................................................. 75
7.1.4 Business development methods ................................................................................... 76
7.2 VODAFONE ............................................................................................................................ 78
7.2.1 Concept.......................................................................................................................... 78
7.2.2 History ........................................................................................................................... 79
7.2.3 Business development directions.................................................................................. 82
7.2.4 Business development methods ................................................................................... 83
7.3 Comparison of the development paths................................................................................. 84
7.3.1 Similarities ..................................................................................................................... 86
7.3.2 Differences .................................................................................................................... 87
7.4 Summary................................................................................................................................ 88
8 Conclusion ..................................................................................................................................... 90
9 Perspectives and reflections ......................................................................................................... 93
References……………………………………………………………………………………………………………………………………….94
5
Acknowledgments
This study has been written with a constant consultancy of Olav Jull Sørensen, the lecturer
from the Aalborg University and the supervisor of this thesis, and the author would like to
thank him for his creative and critical comments which helped to deliver such a
comprehensive study.
Also, I would like to thank my family and my girlfriend, for their continuous support and
understanding, which were needed for carrying out the project of this size.
6
1 Introduction
The survival and success of organisations are influenced by their ability to

respond to the competing pressures… changes in the business environment…
strategic capability of an organisation – its resources and competences… and
the cultural and political context – the expectations and purposes.1
It is the end of 2008, and the world faces many important changes. Climate is more
inscrutable and powerful causing numerous disasters, natural resources such as oil or land
are on shortage causing the raise of their price, technology is moving incredibly fast ahead
causing shortening of the life cycle of many products and merging of various industries
together, environment awareness is increasing causing that governments and companies
establish various environment-friendly strategies, and political and economical structures
are opening causing increased opportunities for cooperation and movement, but also for
competition for people and businesses all over the world. This is just a short list of some of
the main challenges the world faces nowadays, but it is introductive enough to see which
environment factors and changes businesses all over the world have to consider in their
business activities.
Faced with such changes in the environment, businesses have to continuously adapt their
current operations, strategies, capabilities and positions, and consider changes and
developments in order to secure and improve their current positions and long-term
competitiveness. Such decisions and analyses are usually made within the strategic
management team of the company. As management means planning, deciding, organizing,
leading, co-ordinating, and controlling, and strategic means long-term and well planned,
strategic management could be defined as a continuous planned process of understanding
the company’s current position, its long-term opportunities, and deciding how to exploit and
implement them. The core elements of strategic management could be viewed in the
following figure.
1
Johnson & Scholes (2002, p. 361)
7
Figure 1.1 Elements of strategic management
Source: Johnson and Scholes (2002, p. 17)
Let us start exploring strategic management issues right from the beginning. At first,
companies need to analyze and understand their current positions in the marketplace, i.e.
what changes are happening in the environment and how they affect their activities, what
are the important resources and competences of the company and how they add value to
their current position, and what expectations and influences have various stakeholders of
the company. Companies also need to know which strategic choices into the future are
opened to the organisation in terms of corporate and business strategy and business
development. Lastly, strategic management also deals with organizing and implementing
individual strategies, and enabling and managing various changes.2
In this study, it is not the aim to fully explore and discuss all elements of strategic
management issues; the focus is rather directed towards one specific issue, which is
2
Johnson & Scholes (2002, pp. 16-21)
8
highlighted in the previous figure by red colour. The figure shows that we will closely look at
one of the three elements of strategic choice decisions, which deals with decisions about the
organisation’s future and the way it could compete and develop their strategic position.
Such element is strategic management issue concerned with the choice for directions and
methods of business development.
Business development may well be defined as the management of growth and

competitiveness of an economic enterprise. In addition to corporate strategy choices which
deal with decisions about the business units’ portfolio and their value adding benefits, and
business strategy choices which deal with decisions about ways of meeting corporate and
customers’ expectations in a competitive way, managers who deal with strategic issues also
face decisions about the way such strategies are developed in terms of products, markets,
and competences. In order to succeed, all the three strategic choices, i.e. corporate strategic
rationale in regards to business units, business competitive strategy, and business
development directions and methods followed, must be consistent with each other.3
The strategic choice concerned with directions and methods for business development deals
with strategies related to the ways in which businesses could further develop. Should they
expand, diversify or consolidate to improve their current market position, get further
resources or capabilities, adapt to the environment, and meet the stakeholders’
expectations? And how this development should be done – internally, externally, or through
cooperation? All these issues will be the focus of this study.
1.1 Aims of the study
The first aim of this study is therefore to look more closely at directions of business
development. The specific directions that are available for business development are
numerous, but could be broadly explored based on three major factors: markets, products,
and competences. That is whether the company chooses to stay within their current markets
or enters new markets, if the company chooses to exploit their current products or develop
3
Johnson & Scholes (2002, p. 263)
9
new products, and whether the company focuses on their strong competences or chooses to
acquire new ones. Such discussions were firstly initiated by Ansoff, one of the most
significant authors of strategic knowledge, and therefore the discussions related to
directions for business development will be centred on the framework published by Ansoff.
In addition to discussion related to business development directions, the study will closely
follow by looking at methods available for such development directions. Here, the main
question is whether the development direction that the company has chosen to follow
should be carried out internally, by cooperation with another organisation, or acquired
externally. The discussions in this part will be therefore centred on the decision of “make,
cooperate, or acquire”.
All these decisions in regards to business development directions and methods are
influenced by many various factors which are discussed and explored by several theories and
frameworks which will be further explored in the next part of the study.
The main rationale for the research is inspired by contingency theories of organisational
behaviour and decision making, which say that there is no universal best way of leadership
or decision making style, as some styles which could be effective in some situations, may be
unsuccessful in others. Therefore, the optimal decision in regards to various strategic
management styles or strategies is always dependent on and needs to fit the various internal
and external constraints from the environment. That is why the research in this study aims
to reveal the different options and strategies opened to organisations in close relation to
numerous internal and external factors, which have an influence on the final decision of
specific companies. From such discussion is obvious, that final decisions of various
companies in terms of business development directions and methods could be different
from each other even if only one of the influencing internal or external factors varies among
the companies.4
Within contingency models, we can identify two groups of frameworks: the more conceptual
frameworks focused on how to think about a specific phenomenon, which do not make
conclusions based on certain facts, but rather look at the phenomenon from a broad
perspective identifying all factors that need to be taken into account for such decisions, and
4
Tosi & Slocum (1984, p. 9), 12 Manage, Hahn (2007)
10
the more decisive frameworks that, based on several elements, do suggest certain
behaviour. In this study, the focus will be laid out mainly to the first category of frameworks,
as it is the aim to provide rather broader perspective on the studied system of decisions
together with the influencing factors.
With such discussions in mind, the study will lastly look at two specific companies with
international activities and critically discuss,
discuss evaluate and compare the directions and
methods both companies have chosen in their development
elopment activities. The companies
analyzed here will be IKEA, a world-known leader in home furnishing products, and
Vodafone, the world leader in telecommunication.
To sum up the
he main aims of this study, the following pages will focus on answering the
following questions:
• What are the main directions and methods for business

development available to organizations and under what
1. conditions could be such directions and methods followed?
followed
• Which elements do influence such business development

decisions ?
2.
• Which directions and methods of business development were
exploited by IKEA and Vodafone in their development
3. processes and why these were chosen?
11
1.2 Structure of the study
Following the introduction which explored the main aims of the study, the paper will
continue by discussing methodology approach and methodics that will be applied in order to
obtain knowledge necessary to answer the three above stated questions.
Having decided on the appropriate methodological approach that best fits to the problem
and assumptions of the author, the study will continue by two chapters, each of them
comprising theoretical discussions related to the two main focuses of this study: directions
and methods of business development. While the first will explore the available directions
for business development and reveal conditions under which such directions should be
considered to be pursued, the second will put emphasis on available methods, and reveal
factors that influence the decision making process related to business development
methods.
Based on these two chapters and the strategic management system showed in Figure 1.1,
the following chapter will bring the discussions in relation to various elements that influence
the business development decisions and reveal all the significant influencing elements,
together with several theories and frameworks which could be exploited for such decisions.
The next chapter will then synthesize all the previous discussions and draw a system in
which all decisions regarding business development are made. The system will comprise not
only the options in relation to business development directions and methods, but also all the
significant influencing elements together with their interconnections, which do play an
important role in the business development decisions.
Based on the presented system, the next chapter will look at IKEA’s and Vodafone’s business
development process and critically evaluate, compare, and contrast the directions and
methods exploited by both companies in their business development activities.
At the end of the study, the conclusion will present the main findings on the three
investigated areas, and all will be finalised by the perspectives and reflections of the author
which will be continuously created and modified during the whole research, which structure
is presented in figure 1.2.
12
Figure 1.2 Structure of the study
chapter 1.
• INTRODUCTION
• METHODOLOGY
chapter 2.
• DIRECTIONS FOR BUSINESS DEVELOPMENT

chapter 3.
• METHODS OF BUSINESS DEVELOPMENT

chapter 4.
• INFLUENCING ELEMENTS
chapter 5.
• BUSINESS DEVELOPMENT DECISION SYSTEM

chapter 6.
• IKEA's AND VODAFONE's CASE

chapter 7.
• CONCLUSION
chapter 8.
• PERSPECTIVES AND REFLECTIONS

chapter 9.
13
2 Methodology
Different methodological approaches make different assumptions about their

subject area(s). This means that when people apply the different approaches
in practise, they have to proceed differently when trying to understand,
explain, and improve business, depending on the approach being used.5
There are many various methodological ways in which business studies could be done. But,
as with strategic management decisions, the most optimal way of approaching a specific
business research area will be dependent on several factors which need to be considered.
For such discussion, the author has chosen to combine the extensive works of Arbnor and
Bjerke, and Bryman and Bell, as they present, explain, and understand a very comprehensive
variety of methodological approaches.
According to Arbnor and Bjerke6, the choice of the most appropriate research approach for a
specific study is dependent on two major factors: assumptions of the researcher about the
reality in which he aspires to acquire and create new knowledge, and the subject area in
focus. Therefore to choose the right research method and technique, it is necessary to make
sure that the approach fits both the problem under study and the ultimate presumptions of
the researcher.
Bryman and Bell agree with Arbnor and Bjerke that the most appropriate research approach
depends on the study area and the beliefs of the researcher himself about the reality, but
add that the choice is also influenced by the relationship formed between the theories and
research, and philosophical stance of the researcher in regards to whether natural science
methods could be used for social science research, and whether reality is seen as objective
or dependent on the actors.7 The last two factors could, however, be incorporated into the
views of the researcher about the reality in Arbnor and Bjerke’s discussion, and the two
various views on factors influencing the choice of the most appropriate research approach
are then similar, each stating that the research approach choice must be consistent with
5
Arbnor & Bjerke (1997, p. 2)
6
7
Bryman & Bell (2003, p. 27)
14
both the philosophy of the researcher in regards to reality and knowledge creation, and the
study area, as it is showed in figure 2.1.
Figure 2.1 Factors influencing business research approach
assumptions
subject area of the
researcher
business
research
approach
Source: inspired by Arbnor and Bjerke (1997) and Bryman and Bell (2003)
It is not necessary to elaborate on the fact that the research approach must fit to the
problem of investigation first. There will be a different approach to studies which aim to
statistically explain certain behaviour than to studies whose main aim is to get
understanding of motives for certain decisions. While some studies require starting from
theories in order to test these theories in practise (these are called deductive studies),
others start contrastingly by observations or statistical surveys and try to generate theories
from such findings (these are called inductive studies). In between of these two, there exist
studies which require continuous interchange between theories and practise and such
studies are called abductive or iterative.8
On the other hand, assumptions of the researcher about the reality and knowledge creation
are more philosophical in nature and require further elaboration on the differences between
the various stances. To begin with, there are two main views on whether the social world
could be studied by the same methods as are used for natural science research. While
8
Bryman and Bell (2003, pp. 7-12), Svane (2006)
15
positivists believe that the methods for natural science research could be also used for social
science research, i.e. generation of theories which allow explanations of certain laws is
possible based on gathering of objective data, researchers following interpretivism trust that
the subjects of social sciences, i.e. people and institutions, are fundamentally different from
the subjects of natural sciences, and therefore studies of social world require different logic
of research.9 The second issue in which philosophical stances in regards to views on reality
differ is the objectivity/subjectivity of reality. Whereas one part of researchers believe that
social entities, i.e. people or organizations, are objective and the reality happening around
them is independent of the actors in the entity, others do not share such opinion and state
that the reality around social entities is always built around actors, who construct the reality
which is therefore subjective and dependent on the actors.10
2.1 Social science paradigms
As already stated, there are many ways of approaching a problem, and thus carrying out a
research, and these are based, in addition to subject area under study, on the starting
presumptions of the researchers about the reality. Even though the number of different
views and perceptions about the reality could be very high, social scientists have developed
concepts which describe similar views about the reality, and such concepts are called
paradigms. These paradigms, summarised by Arbnor and Bjerke11, could be lined up and
compared together in the two views discussed above, i.e. views on objectivity of the reality
and on the extent to which natural science approaches could be used for social science
research.
Paradigm is a set of certain views on reality, which influences the way we approach
problems. It is a bridge between the starting presumptions held by the researcher and the
methodological approach, and therefore, such concepts need to be understood in order to
9
Bryman and Bell (2003, pp. 13-16)
10
11
16
understand the research process. According to Arbnor & Bjerke, there are six main groups of
social science paradigms.12
Some people look at reality as external and objective phenomenon which could be
accurately measured and observed.13 From their point of view, subjects react to stimuli in
the environment always in a predictable way and therefore, in their research, researchers
use the stimulus-response models.
Others look at reality as an organically evolving process, in which the environment both
influences and is influenced by humans.14 As researchers want to understand the patterns
happening over time, their research is mostly based on carrying out interviews and analyzing
documented material.
The third group of researchers views reality as constantly changing, where people and
organizations evolve together with the environment, and in which the members
continuously adapt to information from the environment.15 Here, the researchers do not
look at cause-effect relations or differentiate between the object and the environment, but
rather look at the adaptation of the whole system of relations.
According to the next group of researchers, the reality is created on the basis of human
actions and interactions, and because different studies derive from different situations or
start in different context, the results will be also relative and specific for the particular
situation.16 However, as some situations might evolve into similar responses, more
generalized theories could be also formulated.
The fifth category of researchers looks at reality as a social construction, one that is
subjectively given.17 Here, in order to undertake research, people must understand the
process and methods through which the subjective reality is created.
The last main group of researchers goes even further with their view on reality as
subjectively given.18 They consider world to be created by individuals, who are intentional
12
13
14
15
Arbnor & Bjerke (1997, pp. 29-31)
16
17
17
and control their own reality. As the reality is highly individual based, the research must be
done very inter-subjectively.
Researchers under these various paradigms have different views on reality. Some of them
consider reality as objective and rational, whereas others think that reality is subjective and
relative.19 Those who consider reality as objective aim to provide explanations, and
therefore look for generalized empirical results from their research. On the other hand,
researchers who consider reality as subjective aim to achieve understanding, and therefore
look for results which are specific and concrete. When looking at the main six groups of
paradigms again, it could be seen that as we go further from the first category to the last
sixth one, the views on reality become more subjective and specific and so are the studies.
2.2 Methodological approaches
Based on the similarities among the six different paradigms introduced above, Arbnor and
Bjerke classified three methodological approaches for carrying out business research that
could be used. These are called the analytical approach, the systems approach, and the
actors approach.20 All three approaches could be related to previously stated paradigms and
differ from each other in the way they look at objectivity/subjectivity of the reality,
dependency/independency of the created knowledge, and the search for
explanations/understanding. Such relations could be seen in Figure 2.2.
18
19
20
18
Figure 2.2 The three methodological approaches
Source: Arbnor & Bjerke (1997, pp. 44-46)
2.2.1 The analytical approach
The analytical approach is historically the first methodological approach used in business
research/consultancy and therefore is still the main present in previous business studies or
literature. Researchers following this approach believe that reality is objective and therefore
the knowledge developed from the research is independent of the observer.21 They believe
that in order to get an overall picture of the reality, researchers should get to know all the
parts of the whole first and then add them together. They are inspired by positivism and
exploit mainly quantitative research strategies which enable reliable statistical analysis and
conclusions.22
21
22
Bryman & Bell (2003, p. 573)
19
2.2.2 The systems approach
On the other hand, the systems approach is the most frequently followed methodological
approach nowadays. Here, the researchers do not believe in totally objective reality, but
state that reality could be objectively accessed.23 In contrast to the analytical approach,
researchers following the systems approach do not look only at the parts of the whole, but
they also look at relations between the parts, as they believe that such relations add to or
take value from the whole. Therefore the knowledge created through the systems approach
is dependent on the specific system.
2.2.3 The actors approach
The third methodological approach that could be used for business research is called the
actors approach. It differs from the two previously stated approaches in the fact that
knowledge created through this approach is subjective and dependent on the actors,
because the reality is intentionally created by the people involved, and therefore the results
would be different from each other from case to case and can not be generalized.24
Researchers following this approach are inspired by social constructivism and use mainly
qualitative research strategy in their studies which allows uncovering motives and attitudes
but offers limited reliability.25
2.2.4 Comparison of the three approaches
Figure 2.2 shows that all the three methodological approaches seek for different outcomes.
While the analytical approach seeks for valid objective knowledge that could be generalized
using natural science methods, and looks for explanations of the whole through the analysis
of the parts, the actors approach seeks for subjective knowledge and understanding of the
23
24
25
Bryman & Bell (2003, p. 573)
20
whole by the characteristics of its parts, and for this, it must use other methods than are
used by natural scientists.26 The systems approach, in contrast, focuses on getting
objectively accessed knowledge that could be used for a specific case, and is looking for
either/and explanation or understanding of the parts through the characteristics of the
whole.
2.3 Applied methodological approach
The choice of the appropriate research approach for this study must be based on the
previous discussions. The approach needs to fit both the study area, which is strategic
management choice related to business development, and author’s paradigm. As some of
the author’s presumptions about the reality are that if the reality is not objective on its own,
it could be at least objectively accessed, and when carrying out the research, we need to
study not only specific components of the whole, but also relations among them, the
systems methodological approach seems to fit the best to these presumptions. In addition, it
also fits the study area, as business development decisions, philosophically based on
contingency theories, are based on a system of different factors which need to be
considered and the relations between them need to be understood. Therefore, the systems
approach will be applied through this project and the following paragraphs provide a deeper
insight into its main rationale.
The system concept originated in 1970s and has influenced many of the studies and theories
created that time including the theories regarding marketing and culture.27 It brought
reorientation of thinking that meant that researchers not only looked at various components
of the whole, but also at their interaction with each other. Moreover, the various
components also needed to be put into context, in other words environment, in order to
explain them or understand them.28 The environment lies around the system and includes
factors that are important for the system but are not possible to control.
26
Arbnor & Bjerke (1997, pp. 50-52), Bryman and Bell (2003, pp. 13-20)
27
28
21
In previous studies in which systems approach has been applied through the research,
different kinds of systems have been recognised.29 Some systems were found closed, static,
and not possible to learn, while others were found open, dynamic and possible to learn and
adapt to the environment. The most complex systems that have been recognised in previous
studies are systems that are open, learning, structurally changing, and where the individuals
who are a part of the system are able and interested to take an active role in learning and
changing the structures of the system. This is a very complex system where researchers need
to investigate also the culture in the environment of the subject studied as it influences
various decisions.
When working with the systems approach, researchers could have different interests.30
Some researchers could only try to describe the real system including the internal and
external factors that influence it, without trying to change the system, while others, after
describing the system with its environment, could aim to construct a new potential system.
The highest interest that researchers could have is to create a systems theory which means
to come up with a system model that is valid for more than one real case.
Having said that, it could be seen that researchers who follow the systems approach start
their research by determining the type of the system under study. This enables them to
describe the system with its all components, to determine relations between them, and to
look at the systems environment, and based on that, to design the rest of the study.31 From
such system description, it is then possible to carry out studies with even higher levels of
ambitions which include forecasts and guides.
Before we move our attention to methodical procedure and methodics appropriate for this
study, it is interesting and appropriate to stress again that researchers following the systems
approach could be either explanaticists, i.e. those who look for explanations, or
hermeneuticists, i.e. those who look for understanding. While explanaticists assume that
people and their actions are influenced by the system, hermeneuticists assume that people
look for meaning in their actions and tend to interpret themselves what is happening around
them. Therefore, as we can see, the main rationale of the systems approach could be
29
30
31
22
applied by researchers with different assumptions, whose approach will differ by putting
more attention to various components of the system.
2.3.1 Advantages of the applied approach in comparison to others
Even though the author is mainly inspired by positivism which views the world as objective
and independent, the analytical methodological approach will not be used in this study for a
specific reason. This study area can not be explained purely based on numbers and
quantitative results and therefore the systems approach, which considers all relevant factors
and influences and also the environment in which such decisions take place, fits the study
area and presumptions of the researcher better. In other words, we would like to consider a
set of factors that influence decisions related to business development choices and explain
the choice that has been made by specific companies.
The same could be said if we compare the systems approach to the actors methodological
approach. For an interpretative study that would aim to get understanding for decisions
made by a specific company, we would need to focus on qualitative data which would
require getting a full cooperation from the company’s side. That is not the case with this
study which bases their discussions on secondary data and starts by theoretical discussions
which enable later to explain the particular cases.
Therefore, positioned in between of analytical and actors approach, the systems

methodological approach used in this study will be based on secondary data, provide
discussions regarding business development choices and the environment, and such choices
will be then used to explain the specific cases, business development decisions made by Ikea
and Vodafone.
23
2.4 Research strategy
The applied methodological approach, the systems approach, largely influences the
decisions connected with consequent methodical procedures for collecting and analysing
data during this research, the research strategy. There are two contrasting strategies
researchers could use in their studies: quantitative and qualitative. Whereas quantitative
strategy employs many natural scientific measurements in which it views the world as
objective and external to actors, and uses mainly deductive approaches, i.e. focuses on
testing the theories in practise, qualitative strategy, on the other hand, does not focus on
measurements as it views the reality as highly dependent on interpretations of various
actions, and emphasizes inductive approach which focuses rather on generating theories
than testing them.32
As the systems approach lies somewhere in between of these two contrasting strategies, it
should include issues from both types of strategies and data collection and analysis
procedures: quantitative and qualitative. In terms of data employed, the research should use
both extensive secondary data accessed from external and internal sources to the company,
and primary data which could be acquired from the people in the company. In terms of
relationship between theories and practise, the study will follow the deductive approach, as
it will start by theory discussion and move to the practical considerations at the end of the
study. Therefore, it is not the aim of this study to create new theories, but rather to
synthesize some of the knowledge to draw a system, which could be tested and discussed on
specific cases to show similarities and difference in business development path. Based on
the previous discussion, it is obvious that the author does not necessarily disregard
interpretative philosophy, but rather, being limited by research possibilities, incline to use
more secondary data. However, if primary data were gathered, it would enable to explain
also the motives and specific choices made by the studied companies more in-depth.
32
Bryman and Bell (2003, p. 25)
24
2.5 Research design
Having decided the methodological approach and research strategy for this study, we have
to reveal also the design for the study. There are five main research designs one can choose
from: experimental, cross sectional, longitudinal, case study, or comparative.33 Studies that
are designed as experimental are based on extensive primary data collection and provide
strong internal validity. Cross sectional studies are designed to gather both quantitative and
qualitative data at a single point in time on numerous cases in order to detect patters of
associations between various variables. The same could be said about studies with
longitudinal designs, but these are carried out regularly to show changes in between of the
points in time of the two or more studies. Numerous studies are also designed as case
studies, which focus on detailed and intensive analysis of a single unit rather than on
statistical reliability with multiple cases. The fifth main research design used in social science
research is a comparative study which aims to compare two or more cases in relation to
several issues.
In this study, the research is designed to be a mixture of the latter two possibilities as the
study will be a multiple case study that will allow us to compare two different cases on
directions and methods for business development. Such choice will not only enable us to get
deeper understanding of the influence of various factors in strategic management decisions
in relation to business development directions and methods, but also draw attention to the
differences in development of the two studied cases. This design has been chosen for this
study particularly for the two stated benefits even though it has some disadvantages and
risks as are put forward for example by Dyer and Wilkins34 who say that such studies might,
on the other hand, bring attention from the specific context of the study more to the
comparisons. This will be, however, continuously reviewed as not to get out of the main aim
of the study.
33
34
Dyer and Wilkins (1981) in Bryman and Bell (2003, p. 60)
25
2.6 Research methodics
The term research methodics is, in contrast to the previously discussed terms related to
methodology, mostly related to practicalities of the research. Based on the research
philosophy, strategy, and design, how will the study acquire the necessary information and
in which order? These are the questions which the next paragraph will answer.
The study, approached by a systems methodological approach, would, in the best possible
conditions, require gathering both quantitative and qualitative data on theories and
frameworks of business development and also on motives and attitudes of the companies
under study in relation to various directions and methods used. This would be very beneficial
for the comparative part of the study and also for critical discussions of the frameworks.
However, the study bases the discussions and comparisons mostly on secondary qualitative
and quantitative data that could be obtained from external sources.
Therefore, in pace with deductive approach, the study will firstly review the theoretical
foundations for business development directions and methods, and reveal factors that
influence the whole system of decision making process related to business development
management. These frameworks and theories will be then tested in practise on the two
studied cases, in which the obtained secondary data in connection with the frameworks will
enable to see to which extent are these frameworks successful in explaining the differences
in business development among the two studied organizations.
2.7 Limitations of the research
For higher reliability of the research and better understanding of the differences in the path
of business development, qualitative interviews with key managers of the two studied
companies would be beneficial. But the question is to which extent would be such
cooperation opened as the interviews would dive into strategic management issues that are
mostly discussed only internally, or could be even tacit, i.e. not strategically planned and
26
prepared, or secret. In that case, and mainly for current and future developments, secondary
data could bring almost similar reliability.
The second limitation of this study is its own large breadth of the research, as it does not
allow to research into the specific development options and methods more in depth, for
example where the company should expand, which products to develop etc., which would
be very beneficial to get deeper understanding for the various decisions involving them. But
the decision between depth and breadth is always an issue and for the reason of getting
better overview about the whole system of the decision making process in relation to
business development, such choice has been made.
Also, most of the studied theories and frameworks in this study focus on developments from
a downstream perspective, i.e. in relation to markets and customers, and do not elaborate
much on the sourcing development paths of companies. The integration of such concepts
and theories to this study would therefore also add value to the discussions and findings of
the study.
2.8 Summary
This chapter revealed that business development, as the main focus of this study, will be
here approached from the systems perspective, meaning that we will not only reveal and
discuss the possibilities in terms of business development, but also reveal the internal and
external factors that play a significant role in the whole decision making process related to
business development path, together with the whole interconnectedness of the system.
The study will follow the deductive approach and will start by theoretical foundations in the
field which will then enable to test and discuss these in practice, namely by carrying out a
multiple case study which will not only provide deeper understanding for the various
possibilities, but also show the influence of the system on different development paths
followed by the two studied companies.
The study should, in its full extent, base its findings on both primary and secondary
quantitative and qualitative data, but here, the study will be mainly based on secondary data
27
of both types. In addition to this limitation, the large breadth of the research does not allow
for extensive exploration of each possibility, and it must be taken rather as an overview in
the field. Lastly, the mostly downstream orientation of the study is to a large extent
influenced by the theories chosen which do not put so much attention to developments on
the sourcing side of companies.
28
3 Directions for business development
In the present business environment, no firm can consider itself immune to

threats of product obsolence and saturation of demand. As a minimum, firms
in all industries need to make regular periodic reviews of product-market
strategy. 35
It has been one of the two most significant authors of strategic management knowledge who
firstly developed a framework which is now broadly used for decisions related to business
development options. Indeed, Igor Ansoff’s growth vector matrix is together with Michael
Porter’s Five Forces framework and generic competitive strategies’ framework extensively
used by managers dealing with strategic decisions.
In his initial work36, Ansoff focuses mainly on major changes in the product-market
orientation of companies and states that companies could grow in four possible directions.
Firstly, companies could focus on their current markets and increase sales and market share
of their current products’ portfolio. Such direction is called market penetration. Second
option by which companies could grow is to take their current products on new markets,
either geographically, or to new segments. Such option is called market development.
Thirdly, companies could increase their sales by developing and selling new products to their
existing customers. This direction for business development is called product development.
Last option, and also the most difficult and risky to pursue is to enter new markets with new
products, and such direction is called diversification. All the four possible business
development directions that arise based on the work of Ansoff could be seen in Figure 3.1.
35
Ansoff (1965, p. 125)
36
Ansoff (1965, p. 109)
29
Figure 3.1 Product-market growth matrix
This matrix has been revised and further elaborated on by other authors from the time it has
been published. Probably the most extensive and complex discussion is provided by Johnson
and Scholes37 whose ellaboration will be used for further discussions related to this matrix.
3.1 Product-market growth strategies
Based on the introductive discussions related to the product-market growth matrix

published by Ansoff, there are 4 main directions in which companies could develop. They
could protect and build positions of their current products or services on current markets,
enter new markets with current products, develop new products and offer them on current
markets or both activities together, i.e. enter new markets with new products.
37
Johnson and Scholes (2002, pp. 361-373)
30
3.1.1 Business development options on current markets with current
products or services
The first option available to organizations wishing to develop and improve their
competitiveness is to gain further market share, in other words penetrate the market
further. However, the extent to which such option could be easily followed depends on
several factors. Most importantly, it is the nature and state of the market. It is much easier
to gain further market share on growing markets than on static markets where the demand
is already met by current providers. In addition, companies wishing to gain further market
share need to have additional resources for such developments and this can provide barriers
mainly to smaller companies.38
In addition to the path of market penetration presented by Ansoff, there is also an

alternative option for companies. When the competition on current markets is high or some
of the company’s activities inefficient, companies may, instead of getting further market
share, consider reshaping or downsizing some of the firm’s activities in order to improve
their competitiveness. In that case, companies need to review exploitation of their
resources, and when they cannot secure their positions with their products or on their
markets, or competitive strategy, they should consider withdrawing such cases from the
company’s portfolio. This is because resources are limited and should be exploited rationally
where the firm can make best value added.39
3.1.2 Business development options on current markets with new products

or services
The second way in which businesses could develop is by coming up with new or modified
products or services offered to their current customers. These activities are often influenced
by changes in the environment that create demand for new products or services, or by the
characteristics of the industry and length of the life cycle of the product or service in the
specific industry. In some industries, such as electronics or software, fast product
38
39
Johnson and Scholes (2002, p. 365)
31
developments are necessary to survive. In order to develop new successful products,
companies need to assure high-quality information about changing customer needs and
need to focus on developing new competences.40
However, developing new products is risky and expensive because of R&D expenditures and
companies are never sure if all the new developments will be attractive enough to pay off
the costs. Therefore such activities are more opened to larger companies with high market
share who could spread the risks by testing several possibilities.
3.1.3 Business development options on new markets with current products

or services
Another way how businesses could further develop is to take their current products or
services and, in addition to their current markets, offer them to new segments or on new
geographical areas. Drivers for market development could be many: globalization,
opportunity to reach similar segments with similar needs elsewhere, internationalization of
customers, business partners or competitors, or development of new uses for existing
products. All this leads into the possibility to increase market coverage and number of
segments, areas, or countries the company wishes to supply with their existing products or
services.41
3.1.4 Business development options with new products or services on new

markets
Whereas the first three business development options, excluding consolidation and
withdrawal, are defined by Ansoff as expansion strategies, the fourth one, which includes
reaching new markets with new products, is defined as diversification. Such strategy takes
40
41
32
the company away from its current markets and products or services and puts the firm into a
different area. 42
Companies could have different motives for such developments, e.g. exploiting their
competences in new arenas, spreading the risks, or getting synergy effects from acquiring
new capabilities. Diversification strategy could be also followed when objectives of the
company could no longer be met by any of the three expansion strategies, i.e. market
penetration, market development, or product development.43
Within the broad strategy of diversification which includes reaching new markets with new
products, several possibilities exist. Companies could diversify horizontally, which means to
make a move within the economic environment of the diversifying firm to get for instance a
marketing or technology synergy. In order to reach new markets with new products, they
could also integrate their activities with some of their suppliers’ or customers’. Such move is
often called as forward or backward integration. Lastly, companies could follow concentric
or conglomerate diversification path, where they add new related, respectively unrelated
products to their portfolio.44
3.2 Types of business development strategies
In close relation to the work of Ansoff and writings of Johnson and Scholes is an alternative
view on business development strategies published by David. According to him, all business
development directions available to organizations could be divided into four types of
strategies: integration, intensive, diversification, and defensive strategies.45 Integration
strategies are built on the idea to grow the business by gaining control over other parties,
e.g. distributors, suppliers, or competitors. Intensive strategies, on the other hand, develop
business activities by intensive internal effort of the company itself. This includes market
penetration, and market and product development paths. Diversification strategies, as
already said, enable the firm to develop their activities by getting access to completely new
42
43
Ansoff (1965, p. 132)
44
Ansoff (1965, p. 132)
45
David in Polyakov (2004, lecture 16), Machková (2006, pp. 74-76)
33
products and markets. Defensive strategies, also an additional point to the Ansoff’s matrix,
are in contrast to other three strategies focused on protecting the company’s current
position and operations. Although David talks about similar business development directions
as Ansoff, he uses another factor to divide and describe the directions than Ansoff, who
divides the possibilities in terms of products, markets, and competences. The combination of
both approaches will therefore give us better overview on all business development
directions which are available to organizations.
3.2.1 Integration business development strategies
Integration strategies for business development enable companies to develop by gaining

control over the firm’s distributors, suppliers, or competitors. Integrations could be
threefold: forward, backward, and horizontal. Forward integration appears when company
gains ownership or increased control over its distributors, retailers, or customers and such
strategy may be followed especially when the current distributors are expensive, unreliable,
incapable, have high profit margins, or when the industry is expected to grow markedly.
Backward integration appears when a firm gains ownership or increased control over its
suppliers. This might be a good idea when the conditions with suppliers are similar to those
described above for distributors, i.e. expensiveness, unreliability, high growth of industry, or
high profit margins of the suppliers. Horizontal integration appears when a firm seeks
ownership or increased control over its competitors. This could be followed mainly if the
company wants to get a higher share in the market but is sure that such activities will not be
challenged by the government. Such a move can provide increased economies of scale,
better managerial expertise and also access to additional resources.46
46
Polyakov (2004, lecture 16)
34
3.2.2 Intensive business development strategies
In contrast to integration business development strategies, intensive business development

strategies are built on the idea that all expansion of the company’s activities is done solely
based on their own intense operations. Within intensive strategies, we can count market
penetration, market development and product development.
Market penetration could be reached on not saturated markets by greater marketing efforts
which do not only bring more customers, but also more usage per customer. Market
development activities, i.e. introducing current products or services into new geographical
areas or to new segments, could be exploited when there are cheap, reliable and good
quality distribution channels to use, when the firm posses significant competitive advantage,
has excess capacity and necessary capital and human resources to manage expanded
operations. It is almost a necessity for industries that are becoming global. Product
development strategy seeks higher sales by developing new or improving current products.
This strategy should be followed mainly if the products of the company are in maturity stage
of their life cycle, when the company operates in an industry full of technological changes,
when major competitors offer better quality products or when the company has strong
research and development capabilities.47
3.2.3 Diversification business development strategies
Diversification strategies which bring new products and also access to new markets are
divided by this typology into three types: concentric, conglomerate, and horizontal
diversification. While concentric diversification is defined as a strategy that adds new, but
related products or services to the company’s offering, conglomerate diversification adds
unrelated new products for different customers. Concentric diversification strategy which
brings new related products is often used to increase the sale of the current products that
could be in decline stage of the life cycle. For such strategy, however, company must have a
very strong management team. Conglomerate diversification which brings unrelated
47
35
products is often pursued when there is a financial synergy between the acquired and
acquiring firm, or when existing markets for present products are saturated and the annual
sales are declining. Horizontal diversification, which means adding new, unrelated products
or services for present customers, should be considered when revenues from current
products or services would significantly increase by adding the new unrelated products and
also when there are present distribution channels that can be used to market the new
products to current customers. A strong motive for horizontal diversification is also when
the new products have counter cyclical sales patters compared to existing products, which
helps to even the total sales to the whole sales period.48
As diversification is the most risky strategy, companies wishing to pursue any of the
diversification business development strategies need to consider if the target area in which
the firm wants to diversify is attractive enough to out weight the costs of entry and whether
the company can gain competitive advantage by value that was added by the new products
or services.
By diversifying into related products, companies could get better access to industry
information, profit from economies of scope, develop new skills and know how and optimize
the company’s resource capacity. By diversifying into unrelated products, on the other hand,
companies spread the risks by putting “eggs in more baskets”. All in all, diversification brings
the company into a different area and the decision to diversify must be always built on
present successes or failures and market opportunities.49
3.2.4 Defensive business development strategies
When the firm is one of the weaker competitors, has failed to meet its objectives, but still
has distinctive competences, retrenchment strategy, which consists of regrouping through
cost and asset reduction, can reverse the declining sales and profits. In case retrenchment
has failed, or the division does not fit to the organization and is responsible for the firm’s
overall poor performance, divesture must be considered, i.e. selling the division or part of
48
49
36
the organization. The only other defensive option which could be considered when
retrenchment and divesture failed is liquidation of the whole company, but this is a step
which companies consider when all other business development directions failed.50
3.3 Business development directions available to organizations
Based on the previous discussions centered on the product-market growth matrix published
by Ansoff, and the division of the development strategies formed by David, it is possible to
show the main available options for business development directions that are opened to
organizations. These will be summed up below.
• Defensive directions:
o Consolidating or downsizing the current business activities
This could happen when there is a strong competition and the company cannot
secure the necessary competitiveness alone or with their current portfolio of
products and activities. Such direction could lead into retrenchment, i.e. cost and
asset reduction, divesture of some of the activities, or liquidation of the whole
business unit or company.
• Expansion directions:
o Increasing market share on current markets
This could be viable when the market is still growing and not saturated and when the
company has necessary resources for increasing marketing efforts.
50
37
o Developing new products
Product development as a mean to grow the business may be a significant

requirement in some industries that are full of technological changes, and the life
cycles of the products or services are short. Demand for new products is rapidly
changing based on the change in consumers’ needs. For pursuing this development
direction, businesses need to ensure getting high quality information about the
changing needs, and enough financial resources that could be put into the research
and development activities.
o Entering new markets
Entering new markets could be a necessary business development direction,

especially when customers, partners or competitors of the company are
internationalizing. It could also be an opportunity for the company to reach
segments with similar needs, or areas with similar habits and culture. It should be
considered when the company has cheap and reliable distribution channels, strong
competitive advantage, excess capacity and necessary resources that will need to be
invested on the new markets.
o Integrating activities of others
Business could be also developed when firm integrates with distribution channels,
suppliers or competitors and take them under one roof. Integration with distribution
channels or suppliers is viable when their activities are expensive, unreliable, have
high profit margins and the industry is expected to grow significantly. Integration
with competitors does not bring only elimination of competition, but also higher
market share, economies of scale and access to additional resources.
38
• Diversification directions:
o Diversification
Diversification, i.e. a move into totally new markets and products should be
considered when it enables to spread the risks of the company and achieve synergy
effects. Companies consider diversification also when they cannot further develop
by expansion and when they can further utilize their competences. They can either
diversify into related products which can increase the sale of current products or
into unrelated products which is pursued for financial synergies and increased
profits. The related diversification should be also considered when there is a trend of
convergence between various areas of activities.
3.4 Summary
This chapter looked at two frameworks on business development directions and strategies
which might be followed by any organization. First, it looked at Ansoff’s product-market
growth matrix which identified development directions in terms of product, market, and
competences. Secondly, it looked at various development strategies which might be pursued
and which closely complement the original work of Ansoff.
Such a combination enabled us to identify three major broad types of development –

defensive, expansion, and diversification. Whereas defensive type includes consolidation of
the company’s activities and portfolio, which needs to be considered in conditions of
ineffectiveness and high competition, expansion offers many various directions which might
be followed. Firstly, increasing market share on current markets with current portfolio, a
direction to be followed in case of growing and not saturated market and when the
organization has necessary resources to invest. Secondly, developing new products or
services, a direction which might be a necessity in industries full of change, competition, and
when current products or services are in a maturity stage of their life cycle. Thirdly, entering
new markets, a direction which is usually based on the competitive advantage, level of
production, globalization of the market and players, and accessibility of distribution
39
channels. Lastly, expansion may be also reached by integration with suppliers, distributors or
competitors which might not only serve as a defensive step, but also give the company a
better market power, economies of scale and new capabilities. In addition to various
defensive and expansion development directions, companies could also diversify, which
could deliver them strategic and financial synergies, and spread of risks. Diversification could
be also followed, when any of the previously stated business development directions could
no longer bring the company further increases in competitiveness and profits.
This chapter has therefore revealed the main six specific directions for business
development which could be exploited by companies, and several conditions under which
these developments might be considered. The six business development directions are
showed in Figure 3.2.
Figure3.2 Business development directions
consolidation
defensive
and downsizing
market
penetratiton
product
business development
development expansion
directions market
development
integration
diversification diversification
40
4 Methods of business development
Companies that are searching for avenues for expansion can use internal or
external resources to reach their growth and business expansion goals.51
The previous chapter revealed that companies can pursue various business development
directions: from consolidating their current activities through expansion by market
penetration, market or product development, or integration, to diversification into different
markets and products. For any of the discussed directions, there are different methods
companies can use to execute their development strategies. These range from internal
development, when the organization builds up its own resources and competences itself,
through joint developments, when the organization shares the resources, activities and risks
with other firms, to acquisitions, by which organizations gain further resources and
competences by taking over another company.52 All the three main methods by which
companies can develop differ from each other in numerous important factors, such as
control over the operations, risks, costs, and speed, and the rationale for each of the
methods will be therefore explained in the following paragraphs.53
4.1 Internal development
The first possible method how to pursue expansion or diversification strategies is to build up
further resources, competences and activities internally. This method is called internal or
organic development. In terms of speed, developing and building further competences and
resources on its own is slow and therefore such method is not appropriate for developments
in a rapidly changing and competitive environments in which all steps need to be taken fast.
On the other hand, developing all activities internally means having all activities under
control. Costs of such developments are high as the company needs to invest for instance
51
Parmerlee (2000, p. 110)
52
53
Ansoff (1965, p. 197), Lascu (2006, pp. 192-193)
41
into product development, new facilities, management etc. and so are the risks involved as
R&D expenditures and new geographical areas do not always bring the money back to the
company.54
Even though developing new business activities internally is slow, expensive and risky, high
level of control brings many advantages. For new market development, direct involvement
means getting full understanding of the market which could be a competitive advantage
over organisations without direct involvement on that market. Also, for product
developments of especially highly technical products in design or manufacturing, internal
development enables to acquire the necessary competences to compete successfully. When
considering the high costs of internal development activities, these are however spread to
longer time period and therefore represent more realistic expenditures.55
When deciding on the most appropriate development method, companies might not even
have other options than to develop all activities internally. This might be a case for example
when the organisation is the first in the field or market and there are no partners or
competitors which could be exploited for joint or acquisition activities.
4.2 Acquisitions and mergers
In contrast to expansion or diversification internally, external development of resources,

competences and activities which could be achieved by acquisitions or mergers provide
faster development possibilities. Both acquisitions, i.e. takeovers of other companies, and
mergers, i.e. voluntary fusions of companies, may provide to firms access to resources,
products, services, competences, and knowledge that were not available internally. Because
developing such competences or products internally would require additional time and
costs, acquisitions and mergers are useful mainly in very competitive, globalised, or
54
Ansoff (1965, pp. 197-198), Johnson and Scholes (2002, p. 374), Lascu (2006, pp. 192-193)
55
42
technologically changing industries such as information, media, telecommunication or
leisure, and they tend to go in ways.56
There has been a wide discussion whether acquiring or merging with a firm is cheaper or not
than developing all activities internally. When a company chooses to acquire or merge with
another firm, it needs to pay the price for the development activities of the other firm too,
but on top of that, it also pays a premium for the risks involved. The risks need to be also
considered for internal development option, and the two sums might be then compared.
What is certain is that acquisitions require high initial expenses in comparison to internal
development costs which are more spread.57
When considering the risks and control over the activities gained by acquisitions or mergers,
the highest risks with such methods arise with post acquisition or merger management. As
two or more different companies with various cultures clash, there is always a problem how
to divide and manage various tasks by people and communicate in a newly created
organization. This is especially true for international acquisitions and mergers.58
It has been already stated that acquisitions and mergers are a good method to get access to
complementary resources and competences, thus creating strategic and financial synergies.
Firms can also get access to new ideas that might be exploited elsewhere. It is also an
appropriate method of overcoming entry barriers to specific markets or accessing new
steady markets where it would be very difficult to build own position internally. Moreover,
when markets are fragmented, e.g. after deregulation, mergers and acquisitions are a good
method of how to quickly penetrate the market and increase the market share. One of the
motives for acquisitions and mergers could be also eliminating competition or getting access
to distribution channels or suppliers that might be taken over by other competitors.59
But accessing additional resources, competences, products or services externally, i.e. by

acquisitions or mergers, could have also many disadvantages and potential problems and
risks. Firstly, acquisitions are rather expensive and companies need to invest high amounts
into buying another company, and these investments can make considerable benefits in a
56
57
Ansoff (1965, p. 197)
58
59
Johnson and Scholes (2002, pp. 375-376), Polyakov (2004, lecture 17)
43
very long time period, and therefore such developments must be agreed by influential
stakeholders. The clash of various companies and cultures could also mean that the
expected synergistic effects might not be realised in full potential because of difficult post
acquisition management.60
4.3 Joint developments
In between of the two discussed methods of business development, i.e. internally or

externally through acquisitions or mergers, there is a method which seems to be more and
more welcomed by organisations now. This method is a joint development where two or
more organisations share resources and activities together to pursue common goals and
strategy. Indeed, in the complex environment, firms cannot always secure the necessary
skills, ideas, technology or market knowledge themselves, and cooperation with another
company can help them significantly.61
There are a number of reasons why companies should cooperate with other firms. Firstly,
they can focus on the activities they are good at and leave some of the other activities on
the other firm, if the other firm has better skills, resources or knowledge to undertake
them.62 By joint development, companies can also get access not only to complementary
resources and competences, but also to complementary products or services, which can
improve the sales of both firms’ products and decrease the costs. By working closely in a
relationship with other organisations, companies can learn very quickly from their partners
and exploit that knowledge later in their internal development activities. This is very
important as many of the joint developments result in an acquisition or merger activities
which bring the company more control over all activities. Joint developments can be also
used to avoid or counter competition moves of other organisations.63
In markets with slow market cycles, joint developments are mostly used by firms to gain
access to steady or restricted markets, to overcome trade barriers, by cooperation with local
60
Johnson and Scholes (2002, p. 377), Polyakov (2004, lecture 17)
61
62
63
44
partners. On the other hand, in markets with fast market cycle, joint developments are
mostly used to speed up new product or market entry or to share and reduce costs and
risks.64
Joint developments can have many various forms and these are usually lined up by various
authors from loose arrangements which the companies exploit either sometimes or secretly,
to much formalised, long-term arrangements.65
The less connected, loose forms of joint developments are network of organisations or tacit
collusion. When organisations choose to collaborate through a mechanism of mutual
advantage and trust without any formal relationship, these joint developments are referred
to as networks. There might be many various organisations in the network, each of them for
example providing different products or services, but each of the partners in the network
has a specific role, resource or competence which is in favour of the common goal of the
whole network. Increasingly, some industries are now characterised by the competition of
the whole networks rather than competition between various companies. One of the
examples could be automotive industry. A secret network among organisations, called tacit
collusion, is sometimes also formed for competition and price reasons, as cooperation
between the firms can assure certain prices for products of all of members of the tacit
collusion. These networks, even though legally banned, are often formed between the
competitors in specific industries.66
Strategic alliances, as another form of joint developments, are frequently referred to as

partnerships between firms in which the firms combine their resources, capabilities, and
competences to pursue common goals and interests either in developing, manufacturing, or
distributing goods or services. In comparison to networks, strategic alliances are announced,
which brings the assurance of cooperation for a certain time, although it is usually short-
term in nature. They are often used also for outsourcing arrangements for various activities
that are not core for the company.67
64
65
Vodáček and Vodáčková (2002, p. 13), Polyakov (2004, lecture 20), Johnson and Scholes (2002, p.
380)
66
67
Lascu (2006, pp. 202-204), Polyakov (2004, lecture 20)
45
At the other side of the line, there are arrangements that are more formalised. These are
called joint ventures. In joint ventures, two or more organisations which are independent set
up a new organisation together and this organisation is jointly owned by the parents and the
profits are shared. As with networks, the partners for a joint venture also bring
complementary knowledge and competences. Joint ventures are mostly used for
international expansion to more risky or unexplored markets, where a foreign company sets
up a joint venture with a local firm, foreign firm providing the necessary know how, finance,
or brand name, and the local partner mostly providing physical infrastructure and local
market and legal expertise. Into joint venture developments, we can also count consortia,
which are joint developments focused on long-term civil engineering or R&D projects.68
In between of joint ventures and loose arrangements such as networks are the intermediate
joint development methods in which one company gives the right to manufacture or operate
under their brand name to other companies, and by this, companies can increase the
presence and share of their services and products on different markets and increase the
brand awareness. Among those development possibilities are franchising and licensing.
Franchising is based on the cooperation of a strong, well experienced firm with a certain
concept and competitive advantage (franchisor) with a local partner (franchisee) that can
undertake specific services on the stated market under the name of the franchisor. While
the franchisor is usually responsible for brand name, concept, marketing and training, the
franchisee undertakes all the operating activities and gives a certain proportion of the profit
back to the franchisor. This form of cooperative development is advantageous for both
partners, as the franchisor gets a fast speed access to different markets without any
substantial financial investments, and the franchisee significantly reduces the risks
connected with the business, as the original concept and strategy of the company is already
successful on different markets. While this form of joint development for services is called
franchising, for products, it is defined as licensing. However, the idea behind the cooperation
is the same as with franchising, i.e. exploiting the success of the products or services of a
specific company on other markets by contracts with local firms. Such development method
is not only faster and cheaper than internal development, but also less risky as most of the
financial and market investments are undertaken by local firms. All these intermediate joint
68
Johnson and Scholes (2002, pp. 380-381), Lascu (2006, pp. 197-198)
46
development methods such as franchising and licensing are mostly contractual in nature, but
do not involve ownership, as happens with joint ventures.69
The discussion about the various forms of joint developments revealed numerous motives
for why these methods may be pursued by companies. Firstly, it is an enormous speed by
which companies can internationalize and grow their activities by joint developments,
especially true for joint developments with international partners. Secondly, because of the
cooperation with the local firm, firms do not only share costs and risks with that company,
but also learn new skills, access critical external resources and get access to local market
knowledge.70
On the other hand, joint developments do not provide companies as much control over all
activities as internal development, but the control may be increased later by acquiring the
local partner or setting up a market presence internally for which they can use the
knowledge gained through the joint development project. Joint developments can also slow
down the decision making process of the unit as there exists multiple decision making
process. In addition, such partnerships require trust and clear objectives and if these are not
present, the partnership can result in a bad way.71
4.4 Business development methods available to organizations
As the previous paragraphs declared, companies could develop their activities by three
broad different methods: internally, externally and jointly. Internal development takes more
time and brings more risks to the company, but also represents higher control over the
activities. In terms of costs of internal development, these are high but tend to be spread
into longer-time period than in case of acquisitions. When companies do not choose to
develop internally, they could either fully acquire or merge with other organisations or set
up cooperation with another organisation. Acquisition of other companies means faster
development but also high costs and risks associated with the post merger or acquisition
69
Lascu (2006, pp. 194-196), Johnson and Scholes (2002, p. 381)
70
Polyakov (2004, lecture 20), Johnson and Scholes (2002, pp. 382-383), Amit and Zott (2001, p. 493),
Hakansson & Sharma (p. 110)
71
Polyakov (2004, lecture 20), Johnson and Scholes (2002, pp. 382-383)
47
management. Cooperative arrangements between various companies represent another
alternative which could be used by companies to develop their activities. There are many
forms of cooperative arrangements, from the loose, market ones, to the more formal
relationships. Cooperative arrangements enable decreased risks and costs for each of the
involved companies and relatively fast access to other resources and capabilities. All the
discussed methods of business development are showed in figure 4.1.
Figure 4.1 Methods of business development
tacit collusion
internal informal
development networks
joint strategic
development alliances
franchising or
business
licensing
development
methods
joint ventures
and consortia
acquisitions
external
development
mergers
48
4.5 Summary
This chapter provided a broad view on the three basic types of business development
methods: internal development, joint development, and acquisitions and mergers, together
with the most significant motives for pursuing such methods.
Internal development offers high control over all activities, with better understanding for the
specifics of the market and products or services, but as it is slow, it is not an appropriate
long-term development method for rapidly changing and competitive environments. Also, it
is more risky and involves higher costs, and for such reasons, other two methods may be
pursued instead.
Acquisitions and mergers, at the other side of the line as an external development method,
bring faster access to new markets and products and such methods are appropriate mainly
in very competitive, globalised and technologically changing industries, in which they can
quickly acquire critical capabilities or competitors. Mergers and acquisitions also bring high
costs as internal development, but provide access to complementary resources, products
and services, and capabilities, and could be one of the few methods how to access the
markets which are steady and have high entry barriers. Also, mergers and acquisitions are a
perfect method for accessing deregulated markets and by that, increasing their market share
and presence. On the other hand, the risks mostly associated with mergers and acquisitions
are related to post deal management, which is especially true for international deals.
In the middle of the spectre of methods lay joint development methods which enable the
companies to share costs and risks, get access to complementary resources or capabilities,
learn from each other, and, by cooperation, to focus on their strong activities and
capabilities. The specific methods range from the loose forms of tacit collusion, a legally
banned cooperation, and informal networks, through strategic alliances and intermediate
contractual forms of licensing and franchising, to more formalised agreements as joint
ventures and consortia. All these methods have the basic advantages of joint developments
discussed above and it depends on the specific company which of the forms of joint
developments it prefers. Informal networks bring mainly cooperation on product
developments and market penetration, strategic alliances may bring also cooperation on
49
market development, and licensing, franchising, and joint ventures bring the company the
possibility to enter other markets with less risk.
50
5 Elements influencing the business development decisions
There is no best way to organize a corporation, to lead a company, or to make

decisions. An organizational decision making style that is effective in some
situations, may not be successful in other situations. The optimal style depends
upon various internal and external constraints.72
The previous discussions related to strategic management, and the specific options available
for business development directions and methods revealed several important elements that
need to be considered within the decision making process of business development. Firstly,
the Figure 1.1 and the corresponding discussions showed that any of the decisions must be
based on the current strategic position of the company within the economic and competitive
environment. Here, the focus must be directed towards the state and trends in the
environment of the company, which consists of macro and micro environments, the
expectations of the stakeholders, and resources and capabilities of the company. Also, the
same figure showed that all business development decisions must be consistent with both
the corporate and business level strategies. Lastly, there is also an implementation issue for
the chosen strategies which need to be considered.
Many of those elements were already introduced in the previous two chapters when
speaking about the specific options for business development, and conditions under which
these might be followed, but the next paragraphs will provide an overview about all these
elements systematically, with the theories and frameworks that could be used to study the
individual elements and options.
5.1 External environmental elements
Speaking about environment, we have to make a difference between the macro

environment, which consists of general trends and changes happening in the world
72
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51
generally, and micro environment which consists of trends, structures and powers within the
environment specific to industries and sectors. More in depth, we could also continue to
slice this down even further to explore the changes among the closest competitors, but this
will be further explored in the part reviewing competitive strategies.
For assessing the macro-environment, and its influence on the various development options,
managers need to continuously analyze the trends happening around the world. These
changes are related to political, economical, social, technological, environmental, and legal
issues and such analysis is often called the PESTEL analysis.73 The most important point here
is to identify which of the macro-environmental factors have the most significant influence
on the success of organization and analyze the changes in relation to these factors on a
continuous basis in order to adapt to the new trends. From political factors which influence
mostly the markets served, it could be necessary to keep an eye on government stability,
taxation policy and foreign trade regulations of specific countries. The changes in any of the
countries might drive the company’s activities to different countries. From economic factors,
which do have an influence on the level of demand, labour possibilities and also on the
opportunities for sourcing, it is necessary to analyze for example the GNP74 trends, inflation,
and unemployment. As far as social trends are concerned, lifestyle changes, population
demographics, and attitudes to movement could influence the market opportunities for
various products and services, both in terms of the amount and geographical distribution of
demand. Technological changes and government investments into research have a very
significant influence on the level of product development. Environmental considerations
such as energy consumption or waste disposal could also play a significant role in product
development or entering new markets with different restrictions. The legal factors do not
only defend competition, but also provide requirement for various product developments.
As it can be seen, the changes and trends happening in these areas play a very important
role in business development decisions as they influence the choice of market to enter,
73
the name PESTEL comes from the initial letters of the six types of issues: Political, Economical,
Social, Technological, Environmental, and Legal
74
Gross National Product – the cumulative expenses of the economics by individuals, firms, and
government
52
characteristics of the products developed, growth of various markets, and competition
moves.75
In addition to macro-environmental factors, managers also need to analyze the specific

trends, structures and powers existing in their specific industries. The level of competition
based on the amount and power of competing rivals and substitutes, the quality and power
of distribution channels and entry barriers to the industry all influence the possibilities for
business development directions and methods. For analysis of these elements, Five forces
framework developed by Porter could be exploited. The framework looks at characteristics
of various elements which altogether form the level of competition in a specific industry.
These elements are the threat of entry to the industry, the threat of substitutes,
competitors, and the power of buyers and suppliers of the company. High entry barriers
such as necessary economies of scale, capital requirements, experience, access to
distribution channels, or legislation actions could all slow down the possible development
pace in the industry helping the companies inside against the possible new comers. The
more substitutes the products and services have, the more dynamic is the industry and
managers need to put a lot of emphasis to analyze the trends happening in the macro-
environment, but also changes happening in other industries as these might lead into the
development of direct and indirect substitutes. For reaching effective and economical
operations, the power of the organization against its suppliers and buyers is also important,
as their quality, amount, concentration, cost, and fragmentation all influence the
possibilities for market penetration, market development or integration development
directions. The quality, amount, competitive advantage, and balance of the various
competitors in the industry also influence possibilities for directions and methods for
business development, as they represent possible integration, merger, or joint development
partners, or acquisition targets.76
At this point, the integration of life-cycle model suggests that competition will change in the
industry according to the stage in which the product or service is. In the development stage
of life cycle, market is usually covered only by early leaders, who invested into product
developments and whose demand is increasing with the amount of buyers. Later, in growth
75
76
53
stage, when the demand increases and new competitors come, there is usually a strong
orientation towards defending and increasing the market share on the growing current and
new markets. Later, some of the competitors are shaked out or acquired and the companies
on the market try to increase market share by either acquisitions or new product
developments. In the maturity stage, the only possible directions in which companies might
further expand are by acqusitions, mergers or continuous product development on current
markets or entering new markets.77
When accessing possibilities for developments for companies in a specific market position
and stage, we could explore the Grand strategy matrix that describes the most appropriate
development paths for specific market positions and market stages. The framework
illustrates that companies with a strong competitive position on a market with a rapid
growth could follow any of the previously stated directions for business development,
except from consolidation and conglomerate diversification as these do not build on the
current success. On the other hand, weak competitors on a market with slow market growth
do follow more defensive strategies such as consolidation or retrenchment, conglomerate or
horizontal diversification, or even liquidation. For companies with strong competitive
positions, but operating on markets with slow growth, diversification strategies to more
promising growth areas are followed, as against companies with weak position in markets
with rapid growth, who develop their competitiveness by further market penetration and
development, or horizontal integration.78
In addition to this perspective, business development is also largely dependent on the

competitive positions of firms. Whereas companies which are market leaders tend to focus
on protecting their market share by continuous innovations, and increasing it by further
expansion, companies in the position of market challenger could have different aims. Either
challenging the market leader, which is risky, or focusing on outperforming other firms in the
industry or local markets. Other firms usually just follow the trends from other firms but on a
much smaller scale, or focus on a very specific market in which they do not need to compete
with the leading firms.79
77
78
David (2007)
79
Kotler and Armstrong (2005)
54
At the end of the discussions about the characteristics and changes happening in the
industry, we have to stress that the boundaries of specific industries might be changing and
converging between each other because of the technological or social trends happening in
the macro environment, and therefore, it is necessary for companies to analyze the trends
happening also in the industries very closely related to the industries in which they operate,
as these might have a big influence on possibilities for product developments, integrations
or joint developments.
5.2 Internal elements of the company
The next influencing element which has been identified through the previous discussions is
related to resources and competences, and experience of the company. The discussion
about resources and competences has to begin by identification of the firm and its activities.
It was Coase, who firstly developed a model of the firm in which he defined the nature and
boundaries of the firm. Based on that, there have been two main streams of focuses in
research: one that is strategic and focuses on the firm’s resources, capabilities, and
competences, and one that is economic and focuses mainly on transaction costs of various
activities.80 Even though both approaches can provide understanding to the choice of
business development method, this study will focus its discussion mainly towards the
strategic approach, i.e. it will look more closely at resources, capabilities, and competences
of the company, which could also explain options related to business development
directions. However, to compare such view with the economic approach, transaction cost
rationale will be also put in discussion in certain points, where it is appropriate.
The resource-based view, the dominant theoretical foundation in strategic management

formulated firstly by Penrose, views the firm as a portfolio of resources and capabilities.81 It
says that a combination of certain complementary and specialized resources and capabilities
can lead to a competitive advantage for the company.82 The firm needs to exploit such
80
Montresor (2004, p. 409), Garrouste & Saussier (2005, p. 179)
81
Prahalad and Hamel (1990) in Arya and Lin (2007, p. 698), Amit and Zott (2001, pp. 497-498),
Stieglitz and Heine (2007, pp. 1-2)
82
Amit and Zott (2001, pp. 497-498)
55
resources and capabilities while, at the same time, it needs to develop new, for future
business opportunities.83 As Kuada says, however, no single company has in the fast
changing environment all the resources and capabilities which are necessary to sustain the
competitive advantage over a long time.84 In that case, companies can form cooperative
arrangements or corporate networks with other organizations, or acquire such resources
and capabilities by acquiring or merging with another firm.85 When translating these paths
into business development directions, we are speaking mainly about possible forward,
backward, or horizontal integration, or concentric diversification strategies. Therefore, in
addition to internal resources and capabilities of the company, firms might get access also to
external or network resources.
The network theory therefore represents an essential complementary perspective to

resource-based view, as it says that organizational competitive advantage may be formed
not only by internal resources, but also by getting access to external shared resources of
other organizations.86 This view elaborates on the initial resource-based assumption of firms
as independent entities, that only a complete control or ownership of resources will lead to
competitive advantage.87 By cooperative arrangements, companies may get access not only
to complementary resources, but also to resources that are not tradable or imperfectly
mobile, i.e. less valuable to users other than the owner firm.88 Firms can therefore extend
their resource and capability base not only by extending corporate boundaries by internal
development or acquisitions, but also by cooperative agreements on the market.89
Cooperative agreements enable the companies to link their own core competences with the
core competences of other firms. Firms get access not only to complementary resources and
competences, and new information, but also share risks, generate economies of scale and
scope, and most importantly, share knowledge and facilitate learning.90 This is a very
important point, as companies, in their business development activities, need specific
83
84
Kuada (2006, p. 7)
85
86
Arya and Lin (2007, p. 698)
87
Arya and Lin (2007, p. 698), Lavie (2006, p. 638)
88
Barney (1991) in Lavie (2006, p. 643)
89
Silverman (1999) in Espino-Rodriguez and Padron-Robaina (2006, p. 52)
90
Amit and Zott (2001, p. 498)
56
knowledge and their steps are influenced on the knowledge acquired and their experience
with certain business activities. If these are not created internally, they may be acquired
externally or by cooperation with other organizations. Kuada stresses that there is a
different pattern in knowledge acquisition for generally easy identifiable and substitutable
resources and capabilities, and those that are intangible in nature. While a firm that lacks
the first category of resources or capabilities might acquire those on the market and then
perform them internally, it is much more difficult with the latter category, which must be
usually gained through collaboration.91 For example, when companies are internationalizing
their activities, they tend to enter countries and use methods which bring the least risks
based on the experience of the company.92 This means that they will tend to enter the most
psychologically closest markets and use methods that require small resource commitment.
Later, when the experience and knowledge of the firm in relation to the market increases,
and the risks decrease, the firm will start to gradually increase their commitment and
internationalization activities.
Another view on resources, capabilities and cooperative arrangements is presented by the

Value Chain model that has been conceptualized by Porter. He defines the firm as a set of
primary and support activities which need to be managed effectively.93 But organizing and
managing all the primary and support activities in an affective manner is very difficult, and
some organizations might realize that cooperation with partners who can provide higher
value or lower costs than the focal firm for some of the activities is very valuable. To provide
the best value and lowest costs, companies may need to outsource some of their activities
or acquire new skills to enhance their core competences.
When we incorporate also the transaction cost view, an economical point of view, into this
discussion, we will see that cooperative arrangements have also many disadvantages. While
such cooperation is formed for the mutual interest, both parties have their individual goals
which might later evolve into opportunism. Such behaviour can be minimised by legal
contracts.94 From the transaction cost view, firms would prefer to undertake all activities
internally due to risks of uncertainty and opportunism, but in case such internal
91
Kuada (2006, pp. 7-8)
92
Sharma and Johanson (1987, pp. 21-23)
93
Kuada (2006, p. 2)
94
Hakansson and Sharma (p. 112)
57
development requires huge investments, they might choose to enter the markets by other
methods, such as contractual cooperative arrangements. These could be later, when the
risks decrease and the frequency of transactions increase, transformed into internal
activities. Transaction cost view, however, when compared to resource-based and network
views, looks at the issue from negative and economic, rather than positive and strategic
angle, which is the main view also in this study. Nevertheless, transaction cost view could be
for example used to explain vertical integration strategies, when partners from the supply
chain are integrated due to their costs, frequency of the activities, and also to minimize the
potential risks of opportunism.95
The decisions in regards to specific cooperative methods of business development are also
guided by the strategic and operational importance of the resources, the focal firm wishes to
access. Whereas for accessing resources that are both strategically and operationally
important, long term strategic relationships such as strategic alliances will be formed, for
resources that are on one side strategically important, but operationally not as important as
the first category, the firm will tend to pursue mostly contractual arrangements such as
licensing or franchising.
Based on the financial and other resources, capabilities, and experience, the company will
also decide the most appropriate development directions to be followed. Some directions as
product development, or new market development tend to require extensive financial
expenses and experience, and in case these are not present, the company may either choose
to cooperate or decide to follow different development direction. All those internal factors
such as resources, capabilities, experience, but also the size of the company influence the
business development decisions, and complement the external factors from the
environment.
95
Montresor (2004, p. 424)
58
5.3 Competitive strategy
In addition to external and internal environment of the firm, a significant role in the business
development decision system will be also played by the competitive strategy of the firm,
which must not only be adapted to and based on the external and internal constraints, but
also in close fit with both directions and methods of business development the company
follows.
The overall competitive strategies are discussed by Porter, who says that companies can
achieve competitive advantage by three different paths: they can focus on having the lowest
possible costs, thus achieving the price leadership, they can focus on providing a special
value to customers by differentiating their products or services, or they can focus on a very
specific small market which is not supplied by other companies due to their specificity.
Whenever a company that chooses to compete on the base of price considers possible
development directions and methods, these must be chosen as not to raise their costs
significantly. Rather, they should be directed towards decreasing the costs. The same
rationale must be exploited by companies focused on differentiation. For instance, when a
company competes on the base of differentiation in design, it must consider how to most
effectively achieve that position, and this could include for example integration with other
designing studios. As has been said, cost leadership, as one of the three main competitive
strategies, can result in different development directions and methods than if the company
competed on the basis of differentiation. Whereas cost leadership requires well-functioning
supply chain, economies of scale through integration with competitors or large market
share, differentiation will focus on product or service development and integration or
cooperation with organizations that can further enhance the value of their products or
services.
In addition to the Porter’s model, there have been also identified several intermediate
competitive strategies which are sustainable in the long term period. Even though these
competitive strategies are also based on cost and differentiation level, they bring also the
parameter of segment to the discussion. According to Bowman96, there are five main ways of
96
Bowman and Faulkner in Johnson and Scholes (2002, p. 320)
59
sustainable competitive advantage. These start from strategies which focus on cost
leadership on the whole market, or in a specific segment, through hybrid strategies that are
based on differentiation combined with low price, to differentiation strategies for the whole
market, or to a specific segment. Each of these strategies have different rationale and
require different methods and processes of activities, and therefore the specific competitive
strategy that the firm follows will have an impact on the decisions regarding business
development.
These competitive strategies must be followed on the level of business unit, but when large
corporations have several business units operating in various industries or contrasting
markets, we need to consider also their corporate strategies in relation to managing the
various business units. Whereas most of the corporations manage various business units for
their strategic synergy, some could have them mainly for financial, reconstructive or
speculative reasons. For each of those strategies, corporations would consider different
directions for development. For example, the corporations which focus on managing various
business units for financial, reconstructive or speculative reasons would tend to follow
diversification strategies more often than companies focused on synergy effects.97
5.4 Other elements
In addition to external macro and micro environmental constraints, internal constraints and
competitive strategies, companies need to pay attention also to several other factors which
do have an influence on the business development decisions. Firstly, these are expectations
of the most influential stakeholders of the company, which need to be taken into account
when deciding on the most appropriate direction and method to follow. As some of the
directions or methods, such as diversification, integration, or acquisitions tend to bring
increased risks and costs of the development, some of the influential stakeholders might not
be in favour of such risks and decrease in short-term profit. Therefore, the choice for
directions and methods will be also dependent on the approach of the influential
97
60
stakeholders to risks and profits, and also on the current financial situation of the company,
which as a resource, was already discussed in the previous parts.98
The concept of culture must be also brought into the discussion here, as the interplay of
national or regional, industrial, organisational and functional identities of the people
involved in the decisions, together with the most influential stakeholders, represent a great
array of different backgrounds with different experience and attitudes to certain strategies
and activities. People with different backgrounds and attitudes for example to long term
investments, cooperation, or risks would prefer different directions and methods than
people from backgrounds and cultures with contrasting attitudes and views.99
5.5 Summary
This chapter revealed the important elements which play a significant role in the decision
making process related to business development. Firstly, we can identify external elements,
comprising of trends and changes happening in the macro-environment, and structure,
competition and powers in the specific industry, i.e. micro-environment. For specific
industries, based on the technological and social changes in the macro environment, it is also
necessary to review the structures and changes happening in the related industries. For
assessing these elements, various concepts and frameworks could be exploited, such as the
PESTEL framework, the Five Forces framework, the Life Cycle model, or the Grand Strategy
matrix. In addition to external elements, companies must review their internal constraints
such as resources, competences, capabilities, experience and size, which do have a very
significant influence on the business development decisions too. For assessing these
elements and possible development options, resource-based theory, network theory,
transaction cost theory or the Value Chain model could be exploited. Thirdly, specific
competitive strategies of the focal company must be identified, and additional factors, such
as stakeholders’ expectation and the interplay of culture background also considered. All
98
99
61
these elements, highlighted in Figure 5.1 play an important role in business development
decisions.
Figure 5.1 Elements influencing the business development decisions
the macro-
environmental trends
external elements
the micro-
environmental
structure of the focal
and related industries
resources,
internal elements competences,
capabilities, experience
elements influencing
the business
development decisions
stakeholders'
expectations
other elements
culture interplay
competitive strategy
62
6 Towards the business development decision system
Performance is a consequence of the fit between several factors.100
With reference to the contingency models this study has chosen to approach the strategic
management decision process in relation to business development, previous three chapters
revealed options opened to organizations in terms of business development directions and
methods, also with the elements and concepts that underlie their choice. It has been
discussed that companies have six general paths in which they can develop: they can
consolidate and downsize their current activities, further penetrate the market, enter new
markets, come up with new products, integrate with some of their supply chain partners or
competitors, or diversify into totally different markets and products. For such directions,
companies have three major development methods: they can carry out everything
internally, acquire it on the market, or choose to cooperate with other organizations.
Throughout the discussions in previous three chapters, and also in accordance with figure
1.1 which showed main concerns of strategic management, many various constraints which
influence the choice of the optimal direction and method for business development
prevailed and these need to be highlighted. Firstly, there is external environment, consisting
of characteristics of the general economic, social, political, legal, technological and
environmental changes, e.g. the extent to which there are globalization tendencies and
technological changes, and also the characteristics of the particular industry in which the
company operates, e.g. the existence of competitors and availability of suppliers and
distributors. Also, companies need to be aware about the state of other related or unrelated
industries; as such information could be used for their diversification or other development
possibilities. In addition to this, there are also internal constraints which need to be
considered: strategic or financial resources, capabilities, experience and size. However, there
are also other factors which need to be considered, and these are a competitive strategy of
the firm, expectations of influential stakeholders and culture.
100
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63
As far as experience with business development is concerned, it has been discussed in
previous chapters, that companies prefer the lowest possible risks. For entering specific risky
markets or developing new technical products, they tend to cooperate with other
organizations to learn from them and acquire knowledge which could be later used for their
own internal activities. When such knowledge is acquired and can be used also in other
cases, then companies decrease the risks for such operations and do not consider such
directions and methods as risky as previously. The tendency to prefer higher risks also
depends on the size of the firm. Smaller firms do not have so many other chances to
compete than to undertake higher risks in comparison to larger organizations that tend to
prefer options with lower risks.101
Having considered all the relevant strategic issues in relation to business development
options, we can now synthesize these into a system, which shows all the various options
available to organizations in terms of business development directions and methods, and
also all the influencing factors that need to be considered as they influence the choice of the
optimal decision for companies. The business development decision system could be seen in
figure 6.1.
101
12 Manage
64
Figure 6.1 Business development decision system
Competitive strategy:
business strategy
corporate rationale
Business development directions:
consolidation or downsizing
market penetration
External elements: market development Internal elements:

product development
macro-environmental trends integration resources
micro-environmental diversification competences
structure (of the focal and capabilities
related industries)
Business development methods: experience
size
internal development
joint development
acqusitions and mergers
Other elements:
stakeholders's expectations
culture
Such system is not only consistent with all relevant discussions provided in previous
paragraphs of the study, but also, it is related to the strategic management system which
was showed in figure 1.1. Here, in contrast to figure 1.1, the main focal point of the system is
the choice of the direction and method for business development, but as we can see, the
consistency with other influencing factors is conserved. The strategic position, on which
development choices must be based, is here represented by both external and internal
factors. But as these are changing through time, the system here is more dynamic than the
one presented in figure 1.1. Also, consistency with other strategic choices is conserved
65
through the close relationship of the decision to competitive strategy of the firm. In terms of
strategy implementation, the business development decision system also shows that all
possibilities are also compared in financial costs, and size and level of experience of the
company. Therefore, the above presented system consists of all relevant constraints that
need to be further elaborated on in order to show the interdependence of the whole
system.
6.1 The interdependence of the elements and choices
6.1.1 Macro-environment
The importance of macro-environment has been already revealed in previous discussions.

Figure 1.1 and the connecting discussions showed that macro-environment influences the
strategic position of the company and therefore, companies need to continuously review all
changes happening in the environment. These changes are related to social, economical,
political, environmental, technological and legal issues, which all influence the possible
business development direction, which might lead to the best adaptation to such changes.
The changes happening in the macro-environment influence not only the state and
competition in the particular industry in which the firm operates, but also other industries
which the company needs to continuously review for possible business opportunities.
However, macro-environment changes have a big influence also on the internal factors
within companies. Economic cycle, politics or environmental policy could have enormous
influence on the extent of financial resources of the company. Similar changes together with
changes in demand could lead into the change in the size of the firm, which could either
become larger under good conditions or smaller under bad conditions. Certain export or
R&D policy could also help companies to gain access to various business development bodies
that have experience and capabilities for certain activities which would be otherwise very
risky for the companies.
66
The macro-environment also to a large extent influences the possible ways in which
companies could compete in their specific industries. When economic conditions are good,
there will be higher chance to compete on the basis of differentiation than in times of bad
economic conditions.
As it can be seen, macro-environment plays a very important role in selecting the most
optimal business development direction. However, it also influences the selection process in
relation to business development methods, as political and economical changes influence for
example the extent to which companies can cooperate with or acquire other businesses.
6.1.2 Micro-environment of focal industry
Being influenced by the macro-environment, industry characteristics, in other words micro-

environment, also plays a significant role within business development decisions. The extent
of competition and relations within the supply chain open some business development
directions that might lead to a better position in the industry. For example, high competition
could be defended by vertical or horizontal integration activities or consolidation of the
weaker activities. The focal industry also operates with a certain influence of other industries
which need to be reviewed.
As with macro-environment, industry characteristics also influence the possible competitive

strategies, the financial and other resources of the company and the size of firms. Some
industries tend to be consisted of several larger organizations, whereas others might be full
of smaller companies each differentiating their offer. The extent to which there are
competition moves and demand changes also influence the experience and capabilities of
the company, as in high competition industries, the companies which want to survive need
to adapt to the many pressures and therefore tend to undertake more and quicker activities
than companies in more stable industries.
The extent of competition and quality of the supply chain also influences whether the
company will choose to develop certain activities internally, acquire it on the market or
undertake them in close relationships with other companies.
67
6.1.3 Other industries
Companies need to analyze not only their focal industries, but also, based on the changes
happening in the macro-environment, state of other industries which might be of interest to
them. This is not only for possible diversification strategies, but also for outsourcing activities
which might downsize some of the poor activities of the company to save resources on the
more effective ones. Also, with certain technological innovations, several types of industries
might tend to merge together.
The activities happening in other industries, the resources and capabilities of the firms in
such industries might also play a significant role in deciding whether some of the business
development directions will be followed solely internally or by acquisition, merger or
cooperation with a company from a different industry.
The competition and activities happening in other industries also indirectly influence the
resources and size of companies in the focal industry, as there is no industry that could
operate without being dependent on the services and products of other industries.
6.1.4 Resources, capabilities, experience, and size of the company
Financial and other resources of the company must be deployed effectively. Whereas for
some directions, the company could have enough resources, for others, it may not.
Therefore, the resources of the company have a big influence on the ways in which the
business could further develop. If the company wants to increase their financial resources, it
must increase their revenues or decrease their costs. Increased revenues could be achieved
for example by accessing more markets, or increasing the product portfolio, however, such
developments also require additional costs, which might be against the stakeholders’
expectations. If the company wants to get access to further physical resources, it must spend
some of their financial resources. Therefore, resources of the company will play an
important role in deciding on the most optimal business development direction.
68
Resources are to a large extent dependent on the size and experience of the company in
relation to business development. The larger the organization is and the more experienced,
thus more developed, the company is, the more resources it will usually have and vice versa.
Based on the resources and capabilities of the company, the competitive strategy of the firm
and the position in the industry is also formed.
The extent of financial resources and their overall resource base will also influence whether
companies would tend to carry out business development directions internally, externally, or
by cooperation with other companies. As has been already said, internal development
provides the best control over the activities but also low speed of actions, whereas external
development through acquisitions or mergers provides high speed, but also high initial costs.
In between of these two methods are joint developments which provide shared costs and
risks, but also medium control and speed.
The size of the company is closely related to the extent of resources held by the company,
and is influenced by the extent to which the macro-environmental factors, industry
characteristics and the competitive strategy of the firm fit together. Whereas larger firms,
due to their better financial stability, could carry out several business development
directions in the same time, smaller firms might need to focus only on one or two as they do
not posses enough physical, financial, or human resources to follow all desired actions. Also,
smaller firms are usually not in a position to acquire larger organizations, and therefore they
must develop all activities internally or through a joint cooperation with other companies.
On the other hand, larger organizations have better possibility to acquire skills and
knowledge on the market as they could acquire or merge with other organizations more
frequently.
Through the time, companies build certain capabilities and obtain experience with their
business activities, including business development directions and methods. While in the
beginning of their existence, companies might need to learn many different skills and
capabilities and therefore are faced with many various risks, these might lower in time as
they acquire the necessary knowledge, and become larger with more markets and products
or services covered. This means that while in the beginning of their presence or in new
activities, companies tend to cooperate with other organizations, later or when they have
69
the necessary experience and capabilities, they choose to carry out the activities internally
or through acquisitions or mergers.
Also, in terms of business development directions, businesses tend to get a significant role
on the home market with current products before they consider accessing also additional
markets, developing new products or diversifying.
6.1.5 Competitive strategy of the company
In addition to external and internal environment of the firm, a significant role in the business
development decision system will be also played by the competitive strategy of the firm,
which must not only be adapted to the external and internal constraints, but also in close fit
with both directions and methods of business development the company follows. As has
been said, cost leadership, as one of the three main competitive strategies, can result in
different development directions and methods than if the company competed on the basis
of differentiation. Whereas cost leadership requires well-functioning supply chain,
economies of scale through integration with competitors or large market share,
differentiation will focus on product or service development and integration or cooperation
with organizations that can further enhance the value of their products or services.
6.1.6 Stakeholders’ expectations and culture
The expectations of the influential stakeholders, which affect the business development
choice, are to a large extent dependent on the current trends happening in the environment,
but also on the extent of the internal resources. The interplay of various cultures which
change in time with the experience and size of the company also influence the stakeholders,
but also the managers of the company, who make the decisions based on several discussed
factors.
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6.2 Summary
The discussion revealed that the choice of the most optimal direction for business
development will be influenced by many various factors. Firstly, by external factors from the
macro-environment, such as social, political, economical, legal, environmental, or
technological trends, micro-environment, such as the level of competition and quality of
supply chain in the specific industry, and also by trends happening in other industries;
secondly, by internal factors such as resources, size, capabilities and experience of the
company; and lastly by competitive strategy the firm pursues, its stakeholders’ expectation
and the interplay of the various levels of culture.
The interplay of all stated factors must be therefore analyzed in order to choose the most
optimal business development direction. The choice of the direction will also directly
influence the possibilities for methods for such business development. Whereas less risky
developments, such as market penetration is usually carried out internally or through
acquisition of the competitor, more risky developments such as product or market
development could be carried out through cooperation with other organizations, if the
company does not have enough knowledge and financial resources, and wants to share the
risks of the development.
The chosen development direction and method, in turn, influences all the previously stated
factors, both in external and internal environment. As the firm develops, and how the firm
develops its activities significantly influences the competition and relations within their
industry. When diversification direction or cooperative methods are followed, the business
development could also influence relations, competition and trends in other industries. This
could also all lead into several macro-environment changes, for example posed by
governments or legal entities. The choice of business development direction and method
also, in turn, influences the resources, size and experience and capabilities of the company.
As it could be seen, the elements of the system are changing and therefore the decision in
relation to business development directions and methods might vary considerably in time.
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7 IKEA’s and VODAFONE’s case
Having explored the system in which decisions about the business development path of
companies are made, we can now focus on exploiting the system to reveal, discuss and
evaluate the development paths which have been chosen by two specific companies: IKEA
and VODAFONE.
7.1 IKEA
Trends come and go, but combining a low price with good design and function
never goes out of style.102
IKEA started with Ingvar Kamprad’s early business activities when he, as a teenager, started
to sell pens, Christmas cards and seeds around the neighbourhood. After a couple of years,
he added also furniture to his offerings and from that moment, IKEA continuously developed
to its current position of the leading home furnishing brand in the world, that serves 30
markets through more than 235 stores and the Internet.103
7.1.1 Concept
Today, IKEA focuses on offering a wide range of well designed functional home furnishing
products at prices so low that as many people as possible will be able to afford them.104 This
means focusing on continuous product developments, in which design, unique techniques of
manufacturing frequently taken over from other industries, and high volumes purchases of
raw materials secure the necessary low cost for their products. That is also secured by all the
processes that have been established by IKEA on the way to final customer, e.g. the self pick-
102
www.ikea.com
103
www.ikea.com, IKEA facts and figures 2007
104
www.ikea.com
72
up service and assembling concept. In order to serve as many people as possible, IKEA
established its presence on numerous markets and also built the opportunity to shop on the
Internet. However, the today’s concept of IKEA required many significant steps in the
company’s history, which will be explored further.
7.1.2 History
IKEA started in 1943 in a small village of Sweden. During the next years, Ingvar continuously
offered more and more products, and 5 years later, he added furniture to its range of
products. After a few advertisements for his business, he could no longer meet all demand
by individual sales calls. Therefore, he introduced catalogues and became a mail-order
company which also established a show room in which customers could compare functions,
quality and prices of the furniture presented in catalogues.105
In 1955, IKEA started to design its own furniture. As Ingvar aimed to focus on young couples
who were looking for new but not expensive furniture, and the cartels and agreements on
the market that time kept prices of such furniture high, he thought he could build on that
conditions and design and develop all furniture internally better and more effectively. He
introduced several innovations in the industry which were aimed to decrease the cost of its
products. These were for example the concept of self-assembly of the furniture by
customers, and flat packages in order to reduce transport and damage costs, which were all
introduced in the very first store opened in 1958 which was accompanied by a restaurant to
increase the shopping environment convenience.106
Until 1960s, all supplies to IKEA have been from suppliers located in Scandinavia; however,
as the price of pine in Scandinavia rose, IKEA was forced to look for other sourcing
possibilities elsewhere. The first non-scandinavian suppliers were therefore found and
contracted in Poland and former Czechoslovakia, and this step meant not only a significant
105
www.ikea.com
106
www.ikea.com, Centre for Management Research
73
change and development in international sourcing, but also a step which meant access to
lower cost supplies.107
In 1960s, further furniture products were introduced and the company opened other two
stores in Scandinavia. But, as 1970s brought stagnation on the Swedish furniture market,
IKEA started seriously to look for opportunities to expand internationally. Therefore, first
stores were opened also in Switzerland and Germany.108 1980s saw a rapid increase in
demand for office furniture and IKEA responded to the trend by offering a complete range of
office furniture products.
In 1991, IKEA had to respond to the changes happening in Eastern Europe, and as it did not
want to loose its suppliers from the area, it had to establish a Swedwood Group which
looked after the suppliers, took part in the privatization process, and later established, built,
and acquired other suppliers from all over Europe for IKEA’s activities. This step significantly
increased IKEA’s production competences and capabilities.109
1990s saw further expansion of stores to other countries, product range developments to
include new series focused mainly on meeting the trends in the environment, i.e. people
more and more working from home and the demand for special safe furniture for children.
Also, IKEA joined the Internet in 1997, and in addition to providing information on their
product range, it started to sell some of their products online as well a few years later.110
Now, as has been said, IKEA has over 235 stores in 30 different countries and planed to open
25 new stores in 2008. In addition to that, IKEA also wants to increase its online presence to
reach more customers and enable them to shop online for certain products in certain
markets. Product development still remains extensive, with around 3000 new products this
year to join the current amount of 9500. In order to secure low prices, IKEA, through
Swedwood, continues to build long-term relationships and contracts with all of their
suppliers who became part of the IKEA concept. As IKEA highly responds to social and
environmental issues, all their over 1300 suppliers from 53 countries must meet IKEA’s code
107
www.ikea.com
108
www.ikea.com, Centre for Management Research
109
www.ikea.com, www.swedwood.com
110
www.ikea.com
74
of conduct of business, which focuses on sustainable forestry, good working conditions, and
improving energy efficiency.111
7.1.3 Business development directions
The previous discussion revealed that IKEA has exploited many of the various business
development directions. In his initial activities, Ingvar Kamprad focused on extending the
range of products that he sold on a very limited small market. But when he added also
furniture to his offerings, and carried out first advertisements, he increased the market
share and started to serve greater market with his products.
The most significant step in the history of IKEA was when IKEA focused their activities solely
on furniture and home furnishing products, established stores functioning as show rooms,
and started to design the furniture itself. This step was based on the conditions on the
furniture market where IKEA’s business strategy combining high quality, fine design and low
cost of products differentiated its offering from all other competitors. Such strategy was
supported by innovative manufacturing processes, design capabilities, low cost supplies, and
customers’ part in the whole shopping, distribution and assembly process.
As the company grew, and acquired further competences and finances, it started not only to
continuously bring new products and product ranges on the current market, but also to
access other markets in Scandinavia. However, the stagnation of the demand for furniture
products especially in Sweden motivated IKEA to enter also other European markets, firstly
Switzerland and Germany.
In the same time as the company became closer to other European markets, IKEA needed to
ensure low cost and sustainability for their supplies and therefore formed a vertically
integrated network with its suppliers, who became a part of the IKEA organization Group.
The amount of suppliers was increasing, as IKEA wanted to exploit each innovative solution
from other industries for furniture products, and suppliers from low cost countries were
preferred.
111
The IKEA way on purchasing home furnishing products, IKEA facts and figures 2007
75
As furniture industry was one of the most fragmented industries in the world, IKEA wanted
to exploit its competences and experience, business strategy, and financial strength to enter
other European and world markets. In 2000s, IKEA also started to sell certain products of
their range on the Internet in specific markets, which were ready for online shopping from
the customers’ and distribution point.
In a summary, we could say that IKEA started with product developments, and when it chose
to consolidate and focus its activities solely on home furnishing products and build a
sustainable competitive advantage, it started to penetrate the market with extensive
product range highly demanded due to the company’s business strategy that enabled
customers to get access to high quality, well designed, new furniture at low prices. As
product range significantly increased, and so did the experience, size and finances of the
company, the company started to go international, not only by setting up new stores around
the world due to decreased demand in Scandinavia, but also by long-term low cost sourcing
from international or local suppliers who could deliver better prices than suppliers in
Scandinavia. And this path is further followed by IKEA nowadays as it offers the company to
capitalize on its experience, business model, and brand.
7.1.4 Business development methods
In terms of business development methods, IKEA exploited mainly internal (organic) growth,
where all activities were built up continuously on the basis of experience with the past
activities of the company. Slow internal development is generally associated with low risk,
and due to the fact that furniture industry was both locally and internationally highly
fragmented and not filled with big competitors, IKEA could exploit such method of
development. Secondly, as the IKEA concept and business strategy was closely linked to the
entrepreneurship of the founder, Ingvar Kamprad, internal development seemed to be the
best way how it was possible to secure the long-developed culture, processes and
innovativeness.
However, in addition to internal development, IKEA also exploited other methods of

business development. Firstly, these were joint developments with suppliers, who formed an
76
informal network with IKEA. For suppliers, this meant to meet the codes of conduct of IKEA
and deliver low cost manufacturing processes in exchange for long-term prospective
partnership with IKEA which led into growth of the supplier together with the IKEA Group.
Later, when Swedwood Group has been established, these informal networks have been
more formalised and now Swedwood looks after all the suppliers’ network. Swedwood also
formed and built new factories, made new deals with suppliers and also acquired
prospective suppliers on various markets. All these developments were made in order to
form a very effective and cooperating network of supply chain, which would enable IKEA to
live its business concept.
Even though IKEA entered most of the developed markets internally by setting up its own
store and online presence, the way it has been chosen to enter the more risky markets was
by franchising. Here, for markets in which IKEA did not have its own store yet, IKEA enabled
to sell a franchise licence to an experienced local partner who could build significant local
position and protect an important market share on the market. Such step meant lower risks
for the company, while still capitalising on its brand and concept. And furthermore,
increased sales meant higher purchases on the supply side which could push the prices even
lower.
As we can see, IKEA focused on its own core competence and business model, and built most
of the activities internally, however, to stick to its vision to serve as many people as possible
and offer them high quality, well designed, and low cost furniture, the company had to
exploit also other methods of business development: informal networks, strategic alliances
and acquisitions on the side of supply, and joint developments through franchising to enter
the more risky countries.
77
7.2 VODAFONE
Mobile is always at the heart of what we do, but now we are moving into
integrated mobile and PC communication services.112
Vodafone started as a subsidiary of Racal Electronics Plc, but after a couple of years it
became an independent company focused solely on mobiles, which developed significantly
through mergers, acquisitions and joint developments to its current position of the world’s
leading mobile telecommunications company that has a major presence all over the world
and serves more than 269 million customers. Through the years, the company’s activities
and offerings developed significantly and now, the Vodafone Group Plc successfully
combines the communication possibilities of mobiles and the Internet.113
7.2.1 Concept
As Vodafone aims to be the communications leader in an increasingly connected world, it

has always responded to the current trends and needs in communication. Firstly, it
responded to the need of mobile communication, in contrast to fixed land lines, in an
international scale, and developed an international network of own subsidiaries and network
partners who used Vodafone brand and offered the company’s services, which were
continuously developed to offer the most current possibilities of communication. Later, it
saw the convergence of the Internet and mobile industries and started to form strategic
alliances with Internet communication companies which enabled the company to offer all
the communication possibilities of mobiles and the Internet together to their customers.
Such development still sticks to the main rationale of the company when it was established,
to offer VOice and DAta over the phone (FONE), which formed also the name of the
VODAFONE brand.114
112
Vodafone: About Vodafone
113
114
Wikipedia: Vodafone, ComputerWeekly.com (2007)
78
7.2.2 History
As already stated, Vodafone began as a subsidiary of Racal Electronics Plc in 1984 and was
known that time as Racal Telecom Limited. However, in 1991, the subsidiary fully demerged
from the parent company and became an independent company called Vodafone Group Plc
that was solely focused on mobile telecommunications. That time represented the beginning
of the success period for Vodafone, based in the UK.
In 1990s, 1st generation of mobiles, which were built into cars and operated on the analogue
technology was changed by the 2nd generation, as the Global System for Mobile
Communication (GSM), which was based on digital technology, enabled to transmit data
along with voice, and the first access to the Internet via mobiles was offered, via WAP
(Wireless application protocol).115
Following this technology developments, Vodafone started to make its first moves to
increase their market power and customer base, both nationally and internationally. In 1999,
Vodafone merged with AirTouch Communications Inc. and set up a joint venture with Bell
Atlantic to form Verizon Wireless, which both made a significant step to access the US
market. From that time, the US market is served through the brand of Verizon Wireless.
These steps also brought Vodafone a 35% stake in Mannesmann, one of the most
prospective telecommunications providers in the world that time, based in Germany.116
In 2000, Vodafone became the biggest mobile phone company in the world, as it developed
its 35% stake in Mannesmann into an acquisition of the whole company. The Indian Express
predicted that such a move between the two of Europe’s most dynamic telecommunication
companies would create enormous synergies as Mannesmann operated an extensive
network of fixed land-lines and Vodafone was the leader in mobile ventures.117 The
acquisition was also carried out as a defensive step as Mannesmann bought Orange in the
UK a year before.118 The acquisition certainly meant a significant change in competition on
the telecommunication market, with Vodafone becoming an international leader, who made
115
116
117
Indian Express (1999)
118
BBC News (2000)
79
a more aggressive climate for other companies. Following the acquisition, Vodafone also
announced that it looks for new opportunities for acquisitions, mainly in Asia, and talks
about possible alliances with some of the Internet and content providers.119
Therefore, the next years represented further international developments, with acquisitions
in Ireland, Romania, the Czech Republic, Turkey, Italy, and some other European countries,
and India to name the most important.120 Each of the moves were based not only on the
market possibilities in the particular market, but also on the consistency of the target with
the long-developed and managed corporate responsibility strategy and culture of Vodafone,
comprising for example environmental regulations, local supply chain, corruption, business
ethics, and company’s existing CR policies.121
In addition to acquisitions of local companies, Vodafone has built an extensive network of

Partners and affiliates who work closely with Vodafone, share their best practices and
corporate responsibility, and develop, market and advertise international communication
services under the dual brand name. Furthermore, Vodafone made several strategic
alliances for cooperation, the most interesting being made with China Mobile Ltd.122
From 2000, the transition into 3rd generation mobile phones which enabled even higher
speed, video calling, downloads and mobile TV, and international coverage and cooperation
through own subsidiaries, network partners and affiliates made it possible to introduce
many innovative and interesting communication developments, such as instant messaging,
roaming calls, global mobile payment systems, live portals for consumers and businesses,
mobile TV and Radio DJs. All the activities were also supported by global marketing
campaign aimed to present Vodafone as a trusted communication partner who wants to
care for the society and environment and who has a clear pricing system.123
In last years, the company focuses, in addition to further development of its international
presence and network of partners and affiliates, on consolidation of their IT costs and
strategic alliances with the most demanded entertainment and content Internet providers.
119
BBC News (2000)
120
121
Stratos: Vodafone – Sustainability integration case study
122
Vodafone: About Vodafone, Vodafone: Corporate Responsibility Report 2008
123
80
Firstly, to rationalise the number of its suppliers, decrease the costs of development and
maintenance of several not strategic IT systems, and raise their quality, the company has
chosen to consolidate these activities and outsource them to specialist IT companies with
international scale, IBM and EDS.124 Secondly, to respond to the convergence of the Internet,
media, and mobile industries, Vodafone has chosen to cooperate with several Internet
application and content providers, such as Google, Yahoo!, MySpace, eBay, or YouTube and
offers such services through their mobiles in order to mobilise the Internet and provide its
customers all the communication possibilities.125
Now, Vodafone integrates fixed and mobile services to both consumers and companies, and
mobile and PC offerings to give them a consistent communication experience whether they
are at home, in the office or on the move.126
In order to support the development process of various communication and content

application, Vodafone has established an Internet lab where it encourages researchers,
developers and testers to interact with the early adopters of several new possibilities.127
In terms of future business plans, Vodafone aims to expand in emerging markets such as
Africa and India, but such a move requires not only to change the business model for these
markets which demand low cost and simple to use mobiles, usually resold from western
developed markets, but also to protect the climate and environment on which such
expansion could have an enormous influence. Therefore, Vodafone has established a strong
Corporate Responsibility department which looks after all responsibility concerns including
recycling and reuse of mobile phones, emission decrease, child protection, and health
protection.128
As the mobile data segment continues to grow strongly, the firm has to ensure continuous
listening to the comments of their customers about their Internet experiences, such as
confidentiality, and use of certain applications, and the firm’s extensive network of own
124
The Inquirer (2006), ZDNEt.co.uk: Vodafone outsources application development,
ComputerWeekly.com (2007)
125
Vodafone: About Vodafone, ComputerWeekly.com (2007)
126
127
Betavine
128
81
subsidiaries, network partners, and affiliates represent a significant chance where to get
such feedback.129
7.2.3 Business development directions
When looking at possible development directions, based on the above discussions, we could
say that Vodafone Group Plc has been exploiting all the six discussed directions for business
development. Firstly, it started with product developments on their current market which
enabled them to increase the quality and range of their services and increase their market
share against the competitors who were not that dynamic in terms of developments. Later,
the company saw that in the current interconnected world, communication needs to have
international services and therefore, the company started to enter new markets through
own subsidiaries, affiliates and network partners. For accessing new markets, Vodafone used
mainly horizontal integration strategy by which it erased some of their most challenging
competitors in different markets who operated also mainly in mobile communication, but it
used also related diversification strategy to get access not only to different markets, but also
to complementary services, as happened for example with the merger with Mannesmann,
which brought extensive fixed land-lined network.
This was a significant step which brought the company not only leading market power
internationally, but also significant synergies from complementary services and economies
of scale. Also, the company doubled its size and got extreme portion of experience both
from within Vodafone and the newly acquired Mannesmann. This move, which happened
quickly after acquisition of AirTouch Communication, changed the competition level not only
in Europe, but in the whole world. As we can see, Vodafone, after getting first international
experience and growing bigger, followed quite quick and active development path, which
other communication companies needed to take into account.
Also, the developments in other industries such as the Internet and media, and the
convergence of these industries changed the conditions on the market, and Vodafone had to
129
Vodafone: Corporate Responsibility Report 2008
82
respond to these changes in the environment by further product developments enabled by
diversification into related technologies.
Now, Vodafone continues to increase the market share on their current markets, together
with continuous product developments enabled by cooperation with companies from
related industries, and continuous international expansion into prospective emerging
countries, especially in Asia and Africa. This is done mainly by integrations and co-operations
with local competitors. In addition to that, Vodafone also decided to consolidate its own IT
activities, and outsource some of them to big international IT companies, who could not only
decrease costs but increase the quality and consistency of all non-strategic IT systems used
in Vodafone. Such step enabled Vodafone to reach better effectiveness and focus on their
core business, which is communication through voice and data.
7.2.4 Business development methods
As telecommunication industry is currently one of the most dynamic industries in the world
facing quick changes mainly in customers’ needs and technology, Vodafone would not
develop in the same way as it did, if all the developments were made only internally, by
organic growth. That would mean not only presence on fewer markets, but also not that
many product developments, as many of those were delivered by the Group companies.
Therefore, internal development activities could be seen mainly in the early years of the
company, when the mobile telephony was just starting.
Later, the company understood that if they want to become the leader in communication
worldwide, they have to offer the best services and offer them in an international scale. As
reaching this goal as quickly was not possible internally, the company decided to make
significant acquisitions, mergers and joint developments which would enable the company
to get presence on the most important markets. Firstly, the company carried out several
joint ventures, mergers and acquisitions, such as of Bell Atlantic, AirTouch Communication
and Mannesmann, to defend its position to the most challenging competitors who could
have an influence on the international scale. These moves meant big expenditures on one
hand, but better market power, higher economies of scale and scope, and increased brand
83
awareness through the world on the other hand, and therefore such steps were also
supported by the most influential stakeholders of the company.
After these moves, with the leading position on the worldwide telecommunication market,
the company chose to carry out mainly joint development projects, and established an
extensive network of partners and affiliates who developed and marketed the services with
Vodafone, which further increased the Vodafone customers’ base and brand awareness. In
addition, Vodafone also signed strategic alliances with partners on key strategic markets,
such as with China Mobile.
From time to time, the company also set up a joint venture with some of the local European
competitors, who were later acquired and an own subsidiary of Vodafone was established.
However, for acquisitions that time, only specific local companies, whose strategy, quality of
service and corporate responsibility were consistent with the Vodafone strategy and culture,
were chosen.
Last years also saw several strategic alliances formed between Vodafone and successful
Internet and media application providers such as Google, Microsoft, Yahoo!, YouTube,
MySpace and others, as the company needed to respond to the trend of combining the
communication possibilities of mobiles and the Internet.
Having said that, the company combined a wide variety of business development methods,
ranging from internal developments happening mostly at the beginning of the company’s
history, through mergers and acquisitions carried out in order to access strategic markets
and defend against possible rivals, to joint development methods, which were used mainly
for further business expansion and development by cooperation with non-competitive
partners.
7.3 Comparison of the development paths
Before we move our attention to discussing significant points, similarities and differences in
the development process of Ikea and Vodafone, it might be interesting to review some of
the basic facts about both companies. These are provided in the following table.
84
Table 6.1 Basic facts about Ikea and Vodafone
IKEA VODAFONE
Industry Home furnishing Communication

Vision To create a better everyday life for To be the communications leader in
the many people by offering a wide an increasingly connected world by
range of well-designed, functional offering integrated mobile and PC
home furnishing products at prices offerings to give its customers a
so low that as many people as consistent experience whether they
possible will be able to afford them are at home, in the office, or away
Founded 1943 1984 (as a part of Racal Electronics
Plc)
Current International leader International leader
position
Competitive Hybrid, combining differentiation Global leader in innovation, service
strategy with low cost range and coverage
Key resources Global long-term sourcing, concept Global presence, financial strength,
and for keeping prices down (design, strategic alliances with key future
capabilities customers’ part in the process), markets, innovativeness through its
continuous innovations, IKEA’s network and through its alliance
culture based on Ingvar Kamprad’s partners from IT sector, brand
rationale, financial strength, brand, corporate responsibility
corporate responsibility
Both companies are currently international leaders in their industries, and both have very
similar strategies as they combine a wide range of high quality, innovated products and
services for as many customers as possible. Low cost for their products and services are
supported by their global presence bringing economies of scale, and long-term partnerships
and deals with network members and suppliers. However, whereas in Ikea, low cost is one of
the two main focuses of the company which drives all their activities and processes, in
85
Vodafone, on the other hand, low cost of their services come mainly indirectly through their
global presence and economies of scale and scope.
Both companies also pay a big attention to corporate responsibility issues, and they do many
activities which are directed towards helping the society and the environment. In Ikea, for
example, they protect children, forests and use less and renewable energy. This is also
pursued by Vodafone, which also helps emerging markets to develop, and supports
responsible use of communication devices.
But the two companies operate in various industries which provide different conditions and
trends, and therefore the particular developments of the two firms were much different
from each other. While Ikea had 65 years to develop into its current position, Vodafone has
a much shorter history, as it operates only 24 years. The following paragraphs will therefore
present the most interesting similarities and differences in the development path of both
companies.
7.3.1 Similarities
Speaking about similarities in the development of both companies, we have to start by

highlighting the fact that the success of the current business and competitive model of both
companies started couple of years after their origins by building on the macro-
environmental changes happening in the environment, and the capabilities and experience
of the company. For IKEA, it started with social changes in living, economic conditions on the
market, and also with weak competition in the industry. For Vodafone, it started by
technological changes in telecommunication and also political and social changes increasing
interconnectedness of the world.
Both companies also continue to respond to environmental changes actively, and build
strategies and cultures that support responsible social, legal, economical and environmental
conditions.
When considering the various business development directions, we could also see that the
development paths of the two companies followed a very similar pattern. Firstly, after the
86
consolidation or demerger, the companies started by market penetration and extensive
product developments which led into increasing their brand awareness, innovative
capabilities, and power. Later, they started to penetrate also other markets, the more risky
ones by joint developments, and the less risky by internal or external developments, and
built extensive networks of partners which now cooperate on innovations, product
developments, and market penetration.
As far as capabilities, financial strength, size and experience of the company is concerned,
these progressed with the amount of their activities, and now, both companies have
extensive experience with various business development activities that could be exploited
for their further developments.
As already presented, both companies have also very similar competitive strategies as they
are international market leaders focused on serving as many customers as possible, and
provide high quality products and services. In that way they also developed as they
continuously expanded, protected their business and challenged the industry trends.
7.3.2 Differences
The main differences in the business development paths that have been followed by Ikea
and Vodafone are based on the structures, competitive powers, and changes happening in
the micro environment of both companies. Whereas Ikea operated in an industry which has
been characterised by fragmentation, not big competition, and local operations, and was
more a stable industry, Vodafone operated in an industry full of technological and social
change, competition, and convergence with other industries. Therefore, the development
pace happening around Vodafone was much quicker than developments around Ikea, which
is also highlighted by the length of history of both companies.
Because Ikea started their operations in non-internationalised, low competition market, it

could develop most of their activities internally, as it had the necessary time for such
developments. Such method also enabled Ikea to manage better its culture and competitive
advantage through long-term planning. On the other hand, Vodafone faced much more
87
aggressive climate, which forced it to exploit more of the external and joint development
methods, such as mergers, acquisitions, or joint ventures which enabled faster
developments and also defence against the rivals.
With the convergence of mobile, Internet, and media industries, Vodafone also had to
continuously innovate and develop new services, and for such aims, numerous strategic
alliances had to be formed. At some points, Vodafone also had to diversify into
complementary services.
With such financial investments, and quick developments, Vodafone also had to
continuously review the expectations of its influential stakeholders, and some of the
activities, such as the acquisition of Mannesmann brought Vodafone long and difficult
decision management.
When speaking about market development and internationalization of the activities of both
companies, we could also see differences in the way they developed. Whereas Ikea went out
of Scandinavia due to limited local demand, and started entering the most psychologically
closest markets which represented low risks, Vodafone started by aggressive moves into the
most strategic markets and defended against the most prospective competitors, and when
its international leading position was established, then it started to follow the more slow
organic growth to similar markets.
7.4 Summary
This chapter explored the specific business development paths of Ikea and Vodafone, the
two international leaders in their industries. It revealed that both companies exploited most
of the development directions and the pattern in such developments was quite similar. After
consolidation and focus on its main prospective portfolio, both companies started with
extensive product or service developments and increased their market share on current
markets. Later, with coming macro and micro environmental changes, both companies went
international and entered other countries where they formed a large network of partners
and suppliers which do all cooperate on continuous innovation and cost management.
88
For the international developments, Ikea, as it was not operating on a very dynamic and
globalised market, followed mainly internal development activities to which it added several
acquisitions and joint ventures on the supply side and contract agreements through
franchising on the demand side. Vodafone, on the other hand, had to face much more
competitive, globalised and technologically changing industry, and it started its international
activities by large mergers and acquisitions, which provided the company not only access to
other strategic markets and complementary services and resources, but also a defence
against other competitors. Despite the different development, both companies are now
enjoying high success as international leaders that build on the competitive position built
over time.
89
8 Conclusion
Exploring the directions and methods of business development in this study enabled to get a
very valuable insight into decision making process related to business development. Firstly,
the business development directions and methods available to organizations were revealed
together with conditions under which these might be followed. But, with accordance to the
rationale of this research which stressed that there is no universal best way of development,
such discussion was closely followed by reviewing all significant elements which do play an
important role in the decision making process. These theoretical discussions which enabled
to draw a system, in which all decisions in relation to business development take place, were
in turn exploited to evaluate, discuss and compare the business development paths being
exploited and followed by Ikea and Vodafone, the two leading international companies in
their industries.
Beginning by business development directions, the study showed that companies could
follow three broad strategies: defence, expansion, and diversification. Defensive strategies
are exploited under conditions of high competition, ineffectiveness, or low profitability of
the industry, and include consolidation, withdrawal of some of the activities, or even sales of
some of the ineffective business units, or liquidation of the whole company. For expansion,
companies can choose from many various directions: from further market penetration,
through market or product development, to integration with other parties. Further market
penetration could be achieved on markets which are not saturated and growing, where
companies have reliable distribution channels, and when companies have necessary financial
resources for the increased marketing expenditures. Product development is a direction
which is usually carried out continuously due to product life cycles, but for some industries
which are very dynamic and full of technological changes, regular innovations and product
developments are a prerequisite for survival. However, regular product developments need
appropriate experience, capabilities and finances, and when these are not available inside
the organization companies tend to cooperate with other organizations. As far as market
development is concerned, companies tend to think about entering the markets, in which
they have similar segments to serve, reliable distribution network, and which are easy to
access. While some companies do enter foreign markets due to limited demand at home,
90
other start internationalizing due to globalization and internationalization of their
customers, partners, or competitors. Expansion could be also achieved through integration
with competitors, suppliers, or distributors. While horizontal integration with competitors
reduces the competition and provide economies of scale, vertical integration with either
distributors or suppliers bring better quality or less costs for the supply chain. All integration
activities are directed towards increasing the market power in the industry. In addition to
defensive and expansion strategies, companies could follow also diversification development
direction. This could be pursued for strategic or financial synergy, spread of risks, or due to
convergence of some industries.
There are also three main methods, which companies could exploit for pursuing any of the
development directions. When operating in a stable slow market, and having all the
necessary resources and capabilities, companies could develop further activities internally
bringing higher control over the activities. However, in fast pace industries full of changes
and competition, most of the developments have to be made quick and therefore external
developments through mergers or acquisitions might be necessary. They do not only
eliminate potential competition, add new resources, capabilities and products or services,
but mainly provide high speed access to strategic markets. But, as these developments
require extensive investments, and bring risks with the post deal management, they are
highly controlled by the stakeholders who must be taken into account. In between of
internal and external development methods is an array of joint development possibilities
which are highly favoured mainly to access new markets or industries, to develop new
products or services, and to build extensive networks of partners. These range from the
more informal networks and strategic alliances which include cooperation on specific tasks
and activities, through contract arrangements such as licensing and franchising that are
exploited to market development activities, to more formalised cooperation, such as joint
ventures or consortia, which are used by the companies to carry out long-term projects.
The discussions related to business development directions and methods enabled to reveal
the most significant elements influencing the business development decisions which must be
taken into account by companies. From external elements, there are three main important
areas to focus on. Firstly, which changes are happening in the macro-environment in relation
to technology, environment, society, policy, law, and economy and how can these changes
91
influence the future activities and position of the company. Also, companies need to
continuously review the structure, competition, and powers in their industry to see the
potential threats and opportunities on the markets. The same could be also said about some
of the other industries, which might be important to those companies, due to changes in the
macro-environment causing convergence of some of the industries. In addition to external
forces, companies are guided in their decisions also by their internal constraints such as
resources, capabilities, size, and experience with various development paths. These build up
in time, and so do the expectations of the most influential stakeholders of the company,
which need to be considered as well, as they might be in favour of certain development in
contrast to others. Competitive strategy of the firm must be based very closely on the
external and internal constrains of the company and therefore it also influences the various
decisions related to business development, as companies following different competitive
strategies will tend to focus on different developments. Lastly, the decisions are also
influenced by the interplay of the various levels of culture around and inside the company,
with which all decisions must be consistent.
The theoretical discussions revealing available business development directions and

methods, together with the influencing factors which play an important role in the business
development decision process provided a basis, which enabled to look at the business
development process of Ikea and Vodafone. The analysis, evaluation and comparison of the
two cases revealed that whereas some parts of the development process of both companies
were quite similar and certain patterns could be identified, other parts were much different,
based on the differences in forces influencing their decisions. Both companies followed
almost all available development directions, starting by market penetration and product
development, and continuing by market development and integration. However, the more
dynamic external conditions for Vodafone resulted in the fact, that the company not only
also diversified, and integrated with their competitors, but also all the development
directions took a much faster pace than in the Ikea case. The same differences in conditions
in external environment also caused that while Ikea expanded mainly by internal efforts,
supported by franchising exploited for some market developments and strategic alliances
and acquisitions on the supply side, Vodafone had to exploit mainly joint development
methods and mergers and acquisitions, which enabled the company faster developments.
92
9 Perspectives and reflections
This study facilitates to get a broad overview about the whole business development
decision making system together with the various business development options available to
organizations at various stages of their development, but readers are encouraged to pay
attention to three issues, which do influence the explanatory power of the findings.
Firstly, as limitations of this research already declared, the studied business development
options here were mostly downstream oriented and as such they need to be considered.
Secondly, despite using the cases of international companies, the study does not provide
discussions related to spatial dimensions of the development, i.e. into which countries
companies tend to go. Therefore, when analysing the Ikea and Vodafone development
paths, the analysis here does not consider such issues, but the international dimension was
certainly taken into account by the companies when deciding on their development path.
Therefore, adding also such dimension into the analysis would provide more reliable
findings.
The third issue is related to the type of data used for the analysis. As already stated, the
analysis has been based on extensive array of secondary data, but to provide more reliable
findings, using primary data, mainly to acquire motives for certain developments, would be
also beneficial.
All in all, the findings of this study could be further elaborated and developed by
incorporating also upstream development oriented literature, the spatial dimension of
international activities, and also primary information that would reveal the specific motives
for certain developments. Based on that, this study should be therefore taken as a broad
overview of the area which could be further understood when looking more in-depth on the
studied developments.
As the last point, the author would like to stress here that the various business development
directions and methods are not usually followed separately in different time, but tend to be
carried out simultaneously, which also creates a more complex system to analyse and
understand.
93
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1.1 Aims of the study..................................................................................................................... 9

1.2 Structure of the study ........................................................................................................... 12

2.1 Social science paradigms ....................................................................................................... 16

2.2 Methodological approaches .................................................................................................. 18

2.2.1 The analytical approach ................................................................................................ 19

2.2.2 The systems approach ................................................................................................... 20

2.2.3 The actors approach ...................................................................................................... 20

2.2.4 Comparison of the three approaches............................................................................ 20

2.3 Applied methodological approach ........................................................................................ 21

2.3.1 Advantages of the applied approach in comparison to others ..................................... 23

2.4 Research strategy .................................................................................................................. 24

2.5 Research design ..................................................................................................................... 25

2.6 Research methodics .............................................................................................................. 26

2.7 Limitations of the research.................................................................................................... 26

3 Directions for business development............................................................................................ 29

3.1 Product-market growth strategies ........................................................................................ 30

3.2.1 Integration business development strategies ............................................................... 34

3.2.2 Intensive business development strategies .................................................................. 35

3.2.3 Diversification business development strategies .......................................................... 35

3.2.4 Defensive business development strategies ................................................................. 36

3.3 Business development directions available to organizations ............................................... 37

4 Methods of business development ............................................................................................... 41

4.1 Internal development ............................................................................................................ 41

4.2 Acquisitions and mergers ...................................................................................................... 42

4.3 Joint developments ............................................................................................................... 44

4.4 Business development methods available to organizations ................................................. 47

5 Elements influencing the business development decisions .......................................................... 51

5.1 External environmental elements ......................................................................................... 51

5.2 Internal elements of the company ........................................................................................ 55

5.3 Competitive strategy ............................................................................................................. 59

5.4 Other elements...................................................................................................................... 60

6 Towards the business development decision system ................................................................... 63

6.1 The interdependence of the elements and choices .............................................................. 66

6.1.1 Macro-environment ...................................................................................................... 66

6.1.2 Micro-environment of focal industry ............................................................................ 67

6.1.3 Other industries ............................................................................................................. 68

6.1.5 Competitive strategy of the company ........................................................................... 70

6.1.6 Stakeholders’ expectations and culture ........................................................................ 70

7 IKEA’s and VODAFONE’s case ........................................................................................................ 72

7.1.2 History ........................................................................................................................... 73

7.1.3 Business development directions.................................................................................. 75

7.1.4 Business development methods ................................................................................... 76

7.2 VODAFONE ............................................................................................................................ 78

7.2.2 History ........................................................................................................................... 79

7.2.3 Business development directions.................................................................................. 82

7.2.4 Business development methods ................................................................................... 83

7.3 Comparison of the development paths................................................................................. 84

7.3.1 Similarities ..................................................................................................................... 86

7.3.2 Differences .................................................................................................................... 87

9 Perspectives and reflections ......................................................................................................... 93

The survival and success of organisations are influenced by their ability to

Source: Johnson and Scholes (2002, p. 17)

Business development may well be defined as the management of growth and

1.1 Aims of the study

• What are the main directions and methods for business

• Which elements do influence such business development

• DIRECTIONS FOR BUSINESS DEVELOPMENT

• METHODS OF BUSINESS DEVELOPMENT