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THE BUSINESS CASE
ROADMAP – BCR:
from the idea
to the business case
2018
Vitor Verdelho Vieira
Susana Costa Silva
It is possible to summarize the global mindset regarding the
essentials of business development thus:
Businesses exist for clients (to satisfy a specic need or set of needs)
...and with ‘no clients’ ...there is no business, just an activity...
The team to promote the business is mandatory as without a Team
there is no real business !
> Every business must be customer-centric and based on clients but
supported by a team.
• There is a great business advantage if the possible paths, and com-
mon mistakes, are known in advance...
(Exploring the mistakes of others is smart and may bring new abil-
ities and competences)
• It is possible to learn from best practices and obtain a competitive
advantage.
To Think Big (global, international...), Act Small and Move Fast are
key drivers for business development...
Concluding remarks
and Key ideas
21
THE BUSINESS CASE ROADMAP
170
The ‘force eld’ ideas that were presented over the previ-
ous pages can be described as follows:
The ‘business evolution life-cycle’, that predicts the future, helps to
know what will happen in advance...
The ‘understanding of the ‘business motivations’ helps to set a logi-
cal framework for decision-making…
The ‘denition of a Mission, Vision, Values’, helps to dene a ‘busi-
ness DNA’ and share a will...
The ‘concept of master documents’, helps to organize steps such as
ideation and innovation...
The ‘concept of creating a check-list’, provides a better systematic
approach to business development...
The ‘Ikigai framework’ oers a new vision for nding and develop-
ing teams...
The ‘Canvas best practices’ from the lean canvas, business model
canvas and pitch canvas, are powerful tools...
The ‘PESTLE and associated tools’ show that there is more beyond
the team and the clients...
The ‘cascade analysis’, starting with market validation and a focus on
clients, brings a critical mindset...
The ‘innovation process’ is essential for success, because it brings
value and provides dierentiation
The ‘systematic validation’ is critical before action, but must be done
when ideas are mature and after benchmarking
The ‘business development’ is an iterative process of disruptive
moments followed by continuous improvements...
Following a question and answer approach it was possible
to describe a possible roadmap from the Idea to the Business
Case. At the same time, a consistent set of diverse knowledge
about business development was introduced and presented,
providing a learning platform. The proposed approach was
tested over several years with several dozen entrepreneurs and
MBA students, with very positive results.
CONCLUDING REMARKS AND KEY IDEAS 171
Key concepts that are critical for the Business Case
formulation
There are some denitions that are critical to formulate
a modern business and to have a clear understanding about
the complexities behind the business framework. There is no
‘international set of standards’ for business-related denitions
but combining academic information and business best prac-
tices it is possible to provide a possible set of denitions that
are usually considered:
need = something that someone (prospective client) wants or thinks
that he/she wants
price = amount of money charged for a product or service, or the sum
of the values that consumers exchange for the benet of having or
using a product or service
market = real or virtual place where the business-related exchanges
happen
> market value = the currency value or quantity of all exchanges
in a certain segment over a certain time
value proposition = a promise of value (benet) to be delivered, com-
municated, and acknowledged
= a belief from the customer about how value will be delivered,
experienced and acquired
= a business or marketing statement used to summarize why a con-
sumer and/or client should buy a product or use a service
> applies to an entire organization, or parts, or customer accounts,
or products or services
dierentiation = blend of options related to cost, innovation and / or
customer relationships
positioning = the place that a brand occupies in the mind of the cus-
tomer and how it is distinguished from competitor options
business model = how an organization creates, delivers, and captures
value
competitor = the organizations that provide an answer to the same need
THE BUSINESS CASE ROADMAP
172
competitive advantage = the attributes that allow an organization to
outperform its competitors
> such as access to natural resources, energy sources, skilled labor,
geographical location, entry barr iers, access to new technology, etc.
business value chain = set of steps from production, distribution, retail
to the consumer (a good example is the “farm to fork” process)
momentum = the complex mix of ‘being at the r ight time’ where a set
of events or opportunities happen
Finally, one of the more frequent questions about denitions related to
business development:
• What is the dierence between Client, Customer and Consumer?
Client = pays for or exchanges products or services for direct use or to
pass on to third parties for money or other forms of pay
Customer = the same as client
= however typically (but not always) the customer buys goods or
services from a business (rather than an individual or group of pro-
fessionals); the wording ‘customer’ is used for B2B.
Consumer = user or end beneciary of a product or service
> sometimes they are the client (they pay for the product or ser-
vice) but it is possible too that they get it from others or even for
free.
THE BUSINESS CASE
ROADMAP – BCR:
how to implement
the business case:
the execution challenge
2019
Vitor Verdelho Vieira
Susana Costa Silva
Vol. 2 – The BCR - how to Implement the Business
Case: the execution challenge
This volume describes how to use the Business Case as a
tool for execution. It is recommended that the Business Case
is implemented through execution programmes or plans with
the support of checklists. The programmes refer to the contin-
uous activity functions of a company as people management
– and plans refer to time-related activities as the ‘go-to-market
plan’. The programmes are inspired by accumulated knowledge
from Project Management as in the PMBOK (Project Man-
agement Book of Knowledge). Depending on the nature of
the business, dierent approaches might be required but the
general logic is always the same, because for every business,
its reason to exist is related to its clients. The management of
the competitive environment and of the available resources
(including nancing) is the driving force behind the process
of satisfying clients’ needs. Implementation, based on the Busi-
ness Case tool, often involves adding execution programmes
as annexes to the Business Case, so that there is a combined
process and integrated vision. Key ideas: Customer centric,
PMBOK and Best practices.
Vol. 2 – How to implement the Business Case: the exe-
cution challenge
Introduction and expected results
Why an algorithmic logic?
1. What is the The Business Case Check-List?
2. How to manage time to develop a business idea?
3. How to dene management objectives and management priorities?
4. What are the best practices in the implementation of a business
case?
5. What is the role of corporate DNA in business development?
6. Why a business must be customer centric and focused in value
creation? Why must a business be customer-centric and
focused on value creation?
7. What are Management Programmes and Management Plans?
8. What are the key success factors in go-to-market?
9. How to implement and use the balanced score cards as a manage-
ment tool?
10. How to use the routine management maps?
11. What is the role of ‘business intelligence’ in the smart decision
process?
12. How to develop continuous benchmarking process and market
analysis?
13. How to develop competitor and client proling? For segmentation
and positioning?
14. How to develop the marketing programme? And the related com-
munication plan?
15. How to develop a commercial plan?
16. What is the role of networking in business development?
17. How to develop a partnership programme with suppliers, stake-
holders and even competitors?
18. How to develop costing and budgeting?
19. What is the relevance of risk analysis management ?
20. Why failing to plan is planning to fail?
21. Concluding remarks
THE BUSINESS CASE
ROADMAP – BCR:
how to use the business
case to expand your
business and avoid pitfalls
2019
Vitor Verdelho Vieira
Susana Costa Silva
Vol. 3 – The BCR - how to expand the Business
Case for business growth and avoid pitfalls
This volume describes how to evolve from a start up
to higher levels of business development as a scaler or
a scale-up. It explains the challenges which prevent a com-
pany from scaling up, as well as the opportunities for doing so.
The book also evaluates best practices for business longevity,
using an analysis of centennial companies. It assesses the best
practice strategies of star companies that inspire entrepreneurs.
Methodologies to avoid common diculties – and avoid fail-
ure – are discussed in detail. The most relevant do’s and don’ts
are unveiled, providing a unique set of options and paths that
can lead to better business results. Containing easy-to-under-
stand and critically organized information, the volume pro-
vides invaluable knowledge gleaned from the experience of
others, which will help you make better decisions. Key ideas:
Extended team, Market, Resources.
Vol. 3 – How to expand the Business Case for business
growth and avoid pitfall
Introduction and expected results
Why an algorithmic logic?
1. What is the ‘life cycle’ of companies?
2. What is the role of strategy in business expansion?
3. How to develop a strategic programme for business expansion?
4. What are the best practices for raising money for a developing
business?
5. How are investment rounds organised and how to use them?
6. How to deal with and manage investors?
7. Why do some companies grow faster?
8. Why do some companies live longer?
9. What is the evolution process from startup, scaleup and scaler?
10. What are gazelle companies? And what can we learn from them?
11. What are unicorn companies? And what we learn from them?
12. What are the common characteristics of inspiring and fast growing
companies?
13. What are the most common business failure factors?
14. How can disruptive business models be adapted for any business?
15. How to combine exports with international business development?
16. What are the drivers for the International Marketing Plan?
17. How to use ‘value chain analysis’ for business development?
18. What are the main challenges for developing business?
19. What are the main business management and business strategy
mistakes? How to avoid them?
20. How to sell a business?
21. Concluding remarks