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The Entry Decision Tool A process for identification and evaluation of new business areas

Nilsson, Patrik and Larsson, Erik (2010) MIO920
Production Management
Abstract (Swedish)
Ever since Scalado was founded in the year 2000, the company has grown
remarkably fast compared to other mobile software companies. Today the
company has a turnover of about SEK 150 million and is one of the largest
middleware companies in the mobile phone industry. Scalado’s core business lies
within mobile imaging solutions and their technology is present in more than
600 million mobile phones. Aggressive growth plans in combination with a
strong technology and a unique position in the industry eco‐system made
Scalado realize that there were significant opportunities in entering new
business areas. However, a company usually has limited resources and cannot
enter all possible new markets at once. As a consequence, the company... (More)
Ever since Scalado was founded in the year 2000, the company has grown
remarkably fast compared to other mobile software companies. Today the
company has a turnover of about SEK 150 million and is one of the largest
middleware companies in the mobile phone industry. Scalado’s core business lies
within mobile imaging solutions and their technology is present in more than
600 million mobile phones. Aggressive growth plans in combination with a
strong technology and a unique position in the industry eco‐system made
Scalado realize that there were significant opportunities in entering new
business areas. However, a company usually has limited resources and cannot
enter all possible new markets at once. As a consequence, the company was in
need of a way to identify, evaluate and select new business areas. It was in this
context that this master’s thesis came to being.
There are numerous aspects that are necessary to take into account when
making an entry decision. By creating a structured process with clear phases,
including instructions and well‐defined input and output for each step, the risks
to miss out on important aspects decrease. Thus the entry decision reaches
higher quality. The entry decision tool was created to fulfill this goal and consists
of five steps starting with a situation analysis. This step generates a general
understanding of the company’s capabilities and its business environment. In the
second step a workshop is conducted, where key employees generate concepts
and sketch on business models for new business areas. After this is done, the
business models are evaluated and analyzed. In step three the industry specific
factors are accounted for, answering the question: is the targeted industry
attractive at all? Step four, accounts for company specific factors, answering the
question: does the company have a chance to successfully compete in the new
market, given its current resources and competences? The last step focuses on
which strategic approach the company should choose on the new market, given
that entry would be favorable.
The question of entry into a new business area is often a complex one. This tool
provides a structured approach to the problem with the main goal to identify and
evaluate possible alternatives. The tool pinpoints key areas and factors affecting
the possibility of success on the new market. The outcome of the five‐step
process is a desired strategic position on the new market, including key strategic
elements of this position. It will not include how this position should be reached.
Due to the complex cause effect relationships in this kind of questions, the
analysis in each step will be of qualitative character.
Even though this tool was developed with Scalado as the studied object, it is
intended that the tool should be applicable on any arbitrary company. Since the
decision process is based on a generic decision model and each step is developed
using literature in the field of strategy and the entry problem in general, this tool
is believed to be generic and applicable on any company. (Less)
Please use this url to cite or link to this publication:
author
Nilsson, Patrik and Larsson, Erik
supervisor
organization
course
MIO920
year
type
M1 - University Diploma
subject
keywords
Entry decision, industry specific factors, company specific factors, new business area, business model, strategic capabilities, competitive advantage
other publication id
10/5370
language
English
id
1970836
date added to LUP
2011-06-17 08:08:49
date last changed
2011-06-20 12:15:33
@misc{1970836,
  abstract     = {Ever since Scalado was founded in the year 2000, the company has grown
remarkably fast compared to other mobile software companies. Today the
company has a turnover of about SEK 150 million and is one of the largest
middleware companies in the mobile phone industry. Scalado’s core business lies
within mobile imaging solutions and their technology is present in more than
600 million mobile phones. Aggressive growth plans in combination with a
strong technology and a unique position in the industry eco‐system made
Scalado realize that there were significant opportunities in entering new
business areas. However, a company usually has limited resources and cannot
enter all possible new markets at once. As a consequence, the company was in
need of a way to identify, evaluate and select new business areas. It was in this
context that this master’s thesis came to being.
There are numerous aspects that are necessary to take into account when
making an entry decision. By creating a structured process with clear phases,
including instructions and well‐defined input and output for each step, the risks
to miss out on important aspects decrease. Thus the entry decision reaches
higher quality. The entry decision tool was created to fulfill this goal and consists
of five steps starting with a situation analysis. This step generates a general
understanding of the company’s capabilities and its business environment. In the
second step a workshop is conducted, where key employees generate concepts
and sketch on business models for new business areas. After this is done, the
business models are evaluated and analyzed. In step three the industry specific
factors are accounted for, answering the question: is the targeted industry
attractive at all? Step four, accounts for company specific factors, answering the
question: does the company have a chance to successfully compete in the new
market, given its current resources and competences? The last step focuses on
which strategic approach the company should choose on the new market, given
that entry would be favorable.
The question of entry into a new business area is often a complex one. This tool
provides a structured approach to the problem with the main goal to identify and
evaluate possible alternatives. The tool pinpoints key areas and factors affecting
the possibility of success on the new market. The outcome of the five‐step
process is a desired strategic position on the new market, including key strategic
elements of this position. It will not include how this position should be reached.
Due to the complex cause effect relationships in this kind of questions, the
analysis in each step will be of qualitative character.
Even though this tool was developed with Scalado as the studied object, it is
intended that the tool should be applicable on any arbitrary company. Since the
decision process is based on a generic decision model and each step is developed
using literature in the field of strategy and the entry problem in general, this tool
is believed to be generic and applicable on any company.},
  author       = {Nilsson, Patrik and Larsson, Erik},
  keyword      = {Entry decision,industry specific factors,company specific factors,new business
area,business model,strategic capabilities,competitive advantage},
  language     = {eng},
  note         = {Student Paper},
  title        = {The Entry Decision Tool A process for identification and evaluation of new business areas},
  year         = {2010},
}