G2 - [BGS-1] Growth through Scaling

Growth Strategy

Growth through Scailing

Growth Strategy

Risks

why grow?

Ways to Grow

Growth through Market Entry

Growth through Acquisition

Growth through Scailing

Growth through Innovation

Growth != more profits!

Growth = EOS/efficiency = profits?

Pressure to grow

Growth != more market share!

Growing too slow

Growing top line, not bottom line

Growing too fast

Growing in the wrong direction

overstreching

intentiontional and proactive

help you advance your strategy, mission and purpose

decision for a firm whether or not to grow, how to grow

through the grow to achieve whatever you want to achieve

Businesses must grow

maybe we can get profit through EOC

maybe will reduce profit, but increase the market share

the development of ways to create & deliver value

purchase another firm & make it become subsidiary

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TO CREATE VALUE

Offering new products in existing markets or the same products in new markets

Doing more of what it's already doing

simply overextend

grow dramatically beyond our resources and capabilities, in order to sustain in the long-term

Growth Alternatives

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growth is not always imperative

New ventures

Niche market firms

Successful, slow growth firms

grow to slow to catch up the market standard

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oftentimes might pursue a slower growth strategy

Lifestyle companies aimed at a very specific demographic

cannibalizing our own sales

formulate a plan that is robust to different scenarios

Scenario Planning

Identify a ‘high growth potential’ market segment

made strategic errors and predictions

Internationalization analysis

stakeholder analysis

diversification(portifolio planning)

capabilities analysis

scenario planning

Analysis of industry structure and
competitive dynamics

Competitive lifecycle analysis

Environmental analysis

Analysis of competitive position

Competitor analysis

Steps

Definition

  1. Construct scenarios
  1. “Write” your scenarios
  1. identify key trends and
    uncertainties
  1. Reflect on current strategy

1.identify key strategic issue

How to formulate

It's a framework that's essentially helpful in formulating a strategy.

helpful at the beginning of a strategy process and usefullater after the strategy was formulated

purpose

Contingency planning for multiple possible futures

Structures our analytical thinking about these uncertain futures

generate multiple scenarios of the future

Identifies trends and uncertainties

Stress test for our strategy

help you formulate and then assess the robustness of a strategy against a number of uncertainties as we look into the future

Pushes the strategist to step outside one’s particular assumptions about the future