This thesis aims to investigate the possibility of using a standard business development process within Volvo Aero. The top management of Volvo Aero has in recent years realised the importance of working with a uniform process when developing businesses within the company. A uniform process that is designed to assess and secure the quality of projects and their market potentiality has been developed. Recently they started to offer their customers various service concepts in addition to the products, which requires even more efficiency between Volvo Aero’s different business areas. Volvo Aero Corporation is a subsidiary completely owned by Volvo AB. They develop and manufacture high-technology components for commercial aircraft and rocket engines and consist of five different business areas. This study investigates the business development processes in three of them; Land & Marine Gas Turbines, Engine Services and Military Engines. By examining and evaluating the standard business development process, existing business development processes and comparing these with studied literature, the purpose is examined. The theoretical framework of the thesis includes theories concerning business development, business development processes and process management. The concepts of business development is explained and discussed from the view of different authors and in reference to this a description of a business development process and its different stages is examined. Empirical data was collected through a total of five interviews with employees at Volvo Aero and is presented in three different summaries that are analysed based on the theoretical framework. Further primary data consists of documents on Volvo Aero’s standard business development process. Our general conclusions consist of an evaluation of the possibilities of having an integrated standard business development process and recommendations for possible improvements that could be made to make the standard business development process more complete. One specific conclusion concerning process management at Volvo Aero that we would like to give prominence to is, that our respondents expressed that top management’s uniformity goal might be too optimistic and that their different divisions are too unique in their way of conducting business for this to become reality. Although they all emphasised the great advantages of its existence and especially its ability to serve as a guidance tool for new employees on how business development at Volvo Aero is carried out. Further conclusions we would like to emphasise as recommendations to Volvo Aero is to: ¸ rationalise the steps and actions in the process in order to minimise the risk of performing repetitive tasks. ¸ use an information database to facilitate the update of the mental model for the business developers and negotiators. ¸ try to implement customer value based pricing at the different divisions.