Nowadays, most companies seem to acknowledge the importance of the development of new business. It is deservedly considered a source of revenue growth and shareholder value and the basis for the long term success and survival of the company.

Choose a random organisation, even in low-tech or service industries and you will find at least one or two initiatives under construction. But when we discuss the subject, many companies confess they aren’t satisfied with the added value of these efforts and investments. Success rates may be lower than expected, cost are thought to be too high, the role of new business development (NBD) in the company’s growth is considered to be too limited, or the effect of NBD on the company’s strategic positioning is unclear. In times of looming recession, this invariably results in the untimely termination of many new business projects and substantial NBD budget cuts.

In our view, for many of those companies, the logical next step is to develop a more integral approach to NBD.

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