New Business Development in Business Networks

Havenvid, Malena Ingemansson; Rocca, Antonella

doi:10.1108/978-1-78714-549-820171005

Cited by 8 publications

(16 citation statements)

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“…Those initial relationships allow the new business venture to connect to existing resources held by others (Ciabuschi et al , 2012) and to gain “a face” within the ever-changing business network (Axelsson, 1992; La Rocca et al , 2017). But, if initiating a relationship with a customer is not easy for start-ups (Aaboen et al , 2017), it is likely even more difficult for new ventures to deal with an emerging portfolio of customer relationships (Havenvid and La Rocca, 2017). Furthermore, the first customer relationship(s) for a new venture are an extremely important asset, but it can also easily transform into a burden (Baraldi et al , 2017).…”

Section: Introductionmentioning

confidence: 99%

The emergence of the customer relationship portfolio of a new venture: a networking process

Rocca

Perna

Sabatini

et al. 2019

JBIM

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Purpose While several studies have focused on the initial phases of new ventures and their first customer and supplier relationships, we have a limited understanding of how the new venture’s portfolio of customer relationships emerges. This paper aims to explore the emergence of the customer relationship portfolio of a new venture and to investigate the effects of early relationships on subsequent ones. Design/methodology/approach Methodologically, the authors rely on a longitudinal single case study of a new venture which develops, implements and sells customized cost-management software. The study is exploratory and based on 24 in-depth interviews. Findings The findings show that the development of a customer portfolio depends on the cumulative effect of heterogeneous elements and network connections. These include the initial link between the new venture and the first customer and a subsequent series of interconnections that develop with the emerging network capability of the new venture. Originality/value As one of the few studies that explore the emergence of new ventures’ customer relationship portfolio, this study demonstrates the value of applying a relational/network approach for studying relationship portfolio dynamics.

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Section: Introductionmentioning

confidence: 99%

The emergence of the customer relationship portfolio of a new venture: a networking process

Rocca

Perna

Sabatini

et al. 2019

JBIM

View full text Add to dashboard Cite

show abstract

“…The interests of individuals in and around a business, as well as the objectives of the business itself and other businesses, define its direction. Control is limited when managing in the interactive landscape; a business is constantly pushed by other businesses and at the same time pushes back (Havenvid & Rocca, 2017). Even in a case such as the Systime case, it is clear powerful individuals depended on other actors' moves.…”

Section: Discussionmentioning

confidence: 99%

“…Both start-ups and well-established firms need to understand how the business landscape operates and evolves (Mouzas & Ford, 2012). In an evolving business landscape, firms search for different kinds of partners with whom to develop new relationships or seek to take advantage of relationships that may have existed prior to the establishment of the firm (Aaboen & Aarikka-Steenroos, 2017;Havenvid & Rocca, 2017). Relating with other actors in a business landscape unfolds through the connection of resources and activities but also to some degree through the alignment of interests (Corsaro & Snehota, 2011).…”

Section: Business Development and Actorsmentioning

confidence: 99%

“…Business development emerges through the combining of resources, linking of activities, and actor bonding. Business partners provide complementary resources that may provide resource recombination synergies (Havenvid & Rocca, 2017). Similarly, learning to handle activities, leaving activities to others, linking to new activities, or reconfiguring activities can be beneficial (Oukes & Raesfeld, 2016).…”

Section: Actors Uncertainty and Interfacesmentioning

confidence: 99%

“…Through prior relationships, the founder may provide a platform for the development of the firm (Aaboen & Aarikka-Steenroos, 2017;Havenvid & Rocca, 2017). The individual network of the founder can be decisive in terms of the resources that can be accessed and the kinds of interfaces that can be established (Håkansson et al, 2009).…”

Section: Actor Levels and Purposesmentioning

confidence: 99%

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Shaping business through and within networks: evolving from a traditional to a digital firm

Freytag

Philipsen

2019

JBIM

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Purpose Although individual and business actors are often mentioned as an important part of clarifying the stages that firms and their networks go through from starting up to becoming established, most studies have emphasised activities and resources rather than actors. Therefore, more needs to be known about how actors shape and are shaped through and within firms’ networks. Design/methodology/approach To clarify the process of reshaping business in networks, the focus of this study is on the role of actors in firms’ networks during the main stages of development. The major events for each stage are described in terms of how these events affect the interaction, alignment and interfaces between individual actors and business actors with a focus on individual and collective interests. Findings The individual actor plays a key role in the start-up stage, whereas the business actor has a key role in the final stage when the firm has become an important player in the industry. In later stages, the individual actor plays a gradually decreasing role and the business actor an increasing role. However, it appears that an analysis of the interplay between the two levels of analysis provides deeper insight into the shaping. Originality/value This study provides new insights into the role of the actor and how the actor shapes and is shaped by a firm and its network in different stages. Further, the study contributes by clarifying actors’ roles on two levels of analysis and shows the roles of interests, conflicts, interfaces and alignment in shaping firms and their networks.

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Mobilizing suppliers when starting up a new business venture

Rocca

Snehota

2021

Industrial Marketing Management

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New Business Development in Business Networks

Cited by 8 publications

References 0 publications

The emergence of the customer relationship portfolio of a new venture: a networking process

The emergence of the customer relationship portfolio of a new venture: a networking process

Shaping business through and within networks: evolving from a traditional to a digital firm

Mobilizing suppliers when starting up a new business venture

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