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Results that
Count.™ | Organization | Execution
Strategy
Business Growth
Building a Successful Growth Strategy & Track Record
CONTACT:
http://www.metamg.com
evan@metamg.com
845-621-3187 ofc
Successful Growth Strategy is Built on a Firm’s Value Chain –
Discovering Where Organic and Integrative Initiatives Can Add Value
Chris Zook, James Allen, “Growth Outside the Core,” Harvard Business Review, December 2003.
Repeatable Formulas Matter
Typically,
Typically, growth-standout
growth-standout companies
companies grew
grew three
three times
times
faster than did the average company in their respective
faster than did the average company in their respective
industries,
industries, returning
returning 22%
22% annually
annually to
to shareholders.
shareholders.
Chris Zook, James Allen, “Growth Outside the Core,” Harvard Business Review, December 2003.
Growth Into An Adjacent Market Space Can Take Place in
One of Six Ways
Type Example
Expand Along The Value Chain De Beers extended its diamond business from
A difficult adjacency move wholesaling into retailing
Grow New Products and Services IBM moved into global services, which now constitutes
50% of the company’s revenue and pretax profits
Use New Distribution Channels EAS made minor changes in formulation, packaging,
and celebrity sponsorship of its Myoplex sports bar and
moved from a niche position in specialty nutrition
stores to become the leader in its category, selling to
Wal-Mart
Enter New Geographies Vodafone expanded from the UK to Europe, the United
States, Germany, and Japan
Address New Customer Segments Charles Schwab expanded its advisory services for
… perhaps by modifying a proven discount brokerage customers to target high-net-worth
product individuals
or technology
Move Into the “White Space” With American Airlines created the Sabre reservation
a New Business Built Around a system, a spin-off
Strong Capability (the “Blue Ocean” now worth more than the airline itself. Sabre, in turn,
Strategy) went on
to create a new business adjacency of its own in the
online travel
agent Travelocity
Michael Treacy, “Double-Digit Growth: How Great Companies Achieve It — No Matter What,” Portfolio, August 2003.
In What Dimension/ Direction Does Your Growth Strategy Extend?
REINFORCEMENT
IMPLEMENTATION
ORGANIZATIONAL STRUCTURE
BUSINESS PROCESSES
Current State
Where are we? How do we know? What’s our fact base?
Source:
What Are Your Business Growth Objectives?
How will your business achieve sustainable growth in ROA, revenue and profit, without
putting results in the short- to medium- time-frame at risk?
• Build core business
• Avoid contracting in existing shrinking market
• Fill/ use existing capacity
• Diversify into adjacent business offerings
• Enter new markets
Engage Strategic
2010
Leadershi Objectives
p Validation
Build case for change/ of Assumptions
growth; Set Process to capture
Leadership, roles, market data in the
development of Create market-data &
2008
Operating
Plan
Establish sales plan by
Ambition Business
key customer or
Statements Benefits/Scorecard
Future Metrics segment
Performance $ Benefits
End-State Non-Quantified
Descriptions Benefits Performance
Key Goals Intangible Benefits Management
Metrics and reporting to support field
efforts and provide visibility of
As-Is progress to management
State
We Help Clients Create Successful Growth Through Design,
Organization & Implementation Activities Operating “in Parallel”
Focused
Growth Initiatives Meet/ Exceed
Growth Plan
Establish Introduced Mid-Term Plan
Implemented
Frameworks and Internal External
Common Assessment Assessment
Language • Options • Initial • ROA
identified acquisition(s) • NOI
Some Models - • Organizational • SWOT • Trade-offs completed
Portfolio Analyses: assessment • Revenue
• External position made • Initial Organic
• Value disciplines • SWOT, vs. competitors; growth initiatives
• 4+2 Capabilities • Value completed
• 7S Proposition • Internal
• Value Chain capabilities (like
delivery time)
• Growth tools improved
This
Thisapproach
approachhas
hasdelivered
deliveredresults
resultsat
atglobal
globalcompanies
companiessuch
suchasas
••Fuji
Fuji • Sumitomo Heavy Industries • Cadbury–Schweppes • Intermagnetics/Philips
• Sumitomo Heavy Industries • Cadbury–Schweppes • Intermagnetics/ PhilipsMedical
Medical
High-level Growth Strategy Work Plan (Sample)
Timeline Varies Based on Client, Urgency, Resources…
Strategy is the
evolution of a
central idea Metamorphosis Management Group is a team of results-oriented leaders and program
over managers with broad functional experience enabling change in a wide range of organizations.
continually
changing We are former managers, operators and consultants—who have worked as senior leaders in
circumstances. general management, business development, sales & marketing, organizational effectiveness,
-- Helmuth von operations and consulting.
Moltke, We help companies deliver measurable results by fostering successful organizational and
19th c. Prussian
general individual change.
We partner with clients to get top- and bottom-line results and reduce operating risk, by helping
to design, build and manage strategy, organization and systems programs—to get
“Results That Count”.
Develop
Developand
andimplement
implementaaGrowth
Growthand
andInnovation
InnovationApproach
Approachthat
thatfits
fitsyour
yourorganization
organization
Contact Us
Evan Smith
evan@metamg.com
http://www.metamg.com
info@metamg.com
845-621-3187 ofc