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dc.contributor.authorKerstholt,Robert
dc.contributor.authorVerelst, Charlien
dc.date.accessioned2021-04-27T19:02:04Z
dc.date.available2021-04-27T19:02:04Z
dc.date.issued2018
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6874
dc.description.abstractDEKRA Belgium (from now on referred to as DEKRA) is a mid-sized company that is part of the globally active DEKRA Group. It aims to assist in everything around safety and accidents at work, on the road, and at home. DEKRA does this throughout the whole safety lifecycle. Meaning that it provides services to prevent, handle, and improve. Most of DEKRA’s business considers the automotive industry, where it provides services like expertise in car damage and handling claims for insurance companies. The business activity of DEKRA is not limited to the automotive industry, with their departments industrial and personnel, they cover claims from insurance branches such as cars, cargo, real estate, liability, accidents, and health. DEKRA’s aim is to be the partner covering the entire safety lifecycle. DEKRA has strongly grown in previous years and the objective is to keep growing at a high pace. The company sensed the need for an improvement with regards to business development to reach this goal. This lead to a project to find out what this need exactly was, where it came from, and to provide a practical plan to fulfil this need. This report starts with preliminary research in which the exact need for business development gets tracked down. Tracking down the need for business development started with gathering general information about the company. This resulted in an understanding of the context. With this understanding, meetings were held in which targeted questions were asked about the motives for initiating this project. This lead to further research which revealed why there is indeed a need for improved business development. The reason for starting this project was illustrated with a couple of examples. These examples provided the insight that as DEKRA grew, certain company dynamics changed. This change in dynamics impacted the effectiveness of business development. Operations used to be able to somehow run the whole operational business and on top of that develop new business. Currently, the flaws of this system become evident. It is not possible anymore to expect operations to fulfill such tasks. They should no be expected to fulfill these tasks because it is not their expertise, nor do their day-to-day responsibilities leave enough time. This combination asks for a change that provides business development expertise and at the same time reliefs operations from tasks that do not fit their responsibilities. To provide this change, the logical solution is to assign one or multiple employee(s) with business development expertise and available time to do business development. Within DEKRA there is not enough spare capacity to meet both of those requirements. Therefore, new employee(s) are required to fulfill the business development need of DEKRA. Further research showed that for those new employees it should be clear who has the final responsibility for what. Organizational structure provides the necessary clarity. Designing this structure yields two options. They either work together as one team or they work separately. The first option results in one department from which business development is done company wide. The second option results in separate units that develop business for their specifically assigned department only. An evaluation of both options leads to the conclusion that setting up one department is the best option for DEKRA. This will bring organizational structure that fits DEKRA. The next part considers methods to develop business. This is about making what the department should do concrete. To concretize the function of this department, the exact scope of tasks that falls within the responsibility of the business development department was to be defined. To not reinvent the wheel a broad range of companies was studied in order to find learn from other companies about what to do to develop business. An evaluation of successful business development departments showed that business development can fulfil these tasks: creating an ideation culture, collecting business opportunities, creating an overview of business potential, evaluating potential business, making the step from plan to realization, adopting new business into day-to-day activity, marketing for the new business, managing the business development process. An additional conclusion with regards to the newly hired business developers is that they should get a job title that helps other employees to understand the function of business developers. This will lead to a higher chance of acceptance. The design of business structure and definition of tasks do not make clear what steps to take to improve business development. The real value for DEKRA comes from a practical plan. Therefore, a plan that describes how to do business development follows. From other companies was learned that there is not one set of tasks that will lead to effective business development for every company. The activities to develop business should be customized for the company. The next objective was to filter the list of tasks that business development departments usually fulfil. The value of performing these tasks at DEKRA was evaluated for each task individually, this lead to a set of tasks that is customized for DEKRA. Business development’s first task will be to collect business opportunities. This should be done in two ways. Firstly, by taking an active role with the aim to connect to the right people and sources of information. Secondly, attending meetings with customers and taking a similar active role to ensure opportunities are seized. The next step will be to create an overview of business potential; this can be done in various ways. How this is done will not be a difference of night and day. Making sure this step will not be skipped is what is most important. When the overview also displays the opportunities clearly and in order of urgency, then this step is performed very well. After everything is neatly organized, it is important to evaluate the potential business to see which opportunities are worth follow up. The most efficient way of doing this, is to start off with the pass/ fail evaluation method. Then a second evaluation round, where the evaluation matrix is used, results in a thorough evaluation. More practical information about how to create and use this matrix can be found in Appendix E. The end result of the matrix will be a tool for comparison and focused discussion. After deciding to further develop an idea, the realization of the idea should be prepared by establishing commitment through idea ownership and making a planning that tackles the pragmatic challenges. Then, the development and testing of minimum viable services will result in the actual realization of the business opportunity. Providing operations with necessary information to deliver the minimum viable service is driver of success. In parallel, business development should devise and realize a go-to-market strategy. To finish the business development cycle, the responsibility for the service should be transferred to operations. Operations will then adopt the new business in day-to-day activities while providing feedback to the business development department. DEKRA’s internal knowledge on management provides a solid basis to manage that all these tasks are performed correctly. However, it advised to spend extra attention on communication. Research showed that the use of a platform can result in the efficient and effective communication aspires to have. The assessment of multiple platforms provides an overview of options and inspiration on how to improve communication. A platform called Yambla has high potential to improve the communication of the business development process as well as the overall communication within DEKRA. A system that integrates DEKRA connect with a platform would make the ultimate communication tool. In conclusion, a business development department has to be set up and should follow a welldevised set of methods to fulfil the tasks that lead to business. The report covers in how to do this in closer detail. The execution of this plan will result in effective business development that enables DEKRA to grow in the future.
dc.language.isoen
dc.titleA design of business structure and methodology for improved business development
dc.source.numberofpages162
vlerick.knowledgedomainStrategy
vlerick.supervisorErden, Zeynep
dc.identifier.vperid237517
vlerick.companynameDekra Belgium
vlerick.companysupervisorBruinooge, Jeroen
vlerick.programmeMGM Gent
vlerick.typebusresprojectIn-Company Project


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