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Chapter 18Planning for
Growth
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Learning Objectives
• Explore strategic innovation as a growth strategy. • Discuss intensive growth strategies—growing within the
current market• Explain integrative growth strategies—growing within
the industry• Examine diversification growth strategies—growing
outside the industry• Consider growing by going global
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Figure 18.1: Characteristics of the 2006Inc. 500 Rapidly Growing Private Companies
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To Grow Or Not To Grow
Market Factors That Affect Growth:– Size and Characteristics– Competition – Intellectual-property rights – Predictability
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To Grow Or Not To Grow (continued)
• Management factors that affect growth– Ability to adapt and change business over
time even of the business is successful
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Figure 18.2: Stages of Growth
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To Grow Or Not To Grow (continued)
• Stages of growth in a new venture– Start-up success– Initial growth– Rapid growth– Stable growth and
maintenance
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To Grow Or Not To Grow (continued)
• Problems with growth– Inability to understand/respond to the business’s
environment• Framework for growth
– Scan and assess the environment– Plan the growth strategy– Hire for growth– Create a growth culture– Build a strategy advisory board
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Growth Strategies
• Intensive growth strategies– Exploit opportunity in the current market
• Integrative growth strategies– Exploit growth within the industry as a whole
• Diversification strategies– Exploit opportunities outside
the current market/industry• Global strategies
– Exploit opportunities in the international arena
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Figure 18.3: Growth Strategies for Entrepreneurs
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Strategic Innovation
• New concepts are not generally attractive to established companies in the early stages because – It breaks the mold – The early markets are generally small with
low margins – Large companies typically wait to see how
the new model fares in the market and then they either change their model or attempt to acquire the entrepreneur’s company.
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Intensive Growth Strategies
• Market Penetration– Increase sales through effective marketing
strategies within the current target market• Market Development
– Expand sales through expanding geographic representation
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Intensive Growth Strategies (continued)
• Market Development (continued)• Franchising• Licensing- steps for a successful transaction
– Decide exactly what will be licensed– Understand/define the benefits the buyer will receive from the
transaction– Conduct thorough market research– Conduct due diligence on potential licensees– Determine the value of the license agreement– Create a license agreement
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Intensive Growth Strategies (continued)
• Product Development– Increase sales through new
products/services
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Integrative Growth Strategies (continued)
• Vertical Integration Strategies– Growing forward/backward within the
distribution channel• Horizontal Integration Strategies
– Buying up competitors/starting a competing business within the current industry
• Modular or Network Strategies– Focus on core competencies and outsource
the rest
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Diversification Growth Strategies
• Investing in or acquiring products/businesses which are outside the core competencies and industries
• Use when all other growth strategies within the current market/industry have been exhausted– Synergistic strategy– Acquire products/services unrelated to the
core– Conglomerate diversification-acquiring
businesses that are unrelated to the company’s current business
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Growing by Going Global
• Reasons to go global early in development– Product lives are short due to rapid
technology changes– R&D is expensive and must be spread
across many markets– Competition and saturated markets
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Growing by Going Global (continued)
• Characteristics of successful globalization– A global vision from the start– Internationally experienced managers– Strong international business networks– Preemptive technology– A unique intangible asset– Closely linked product/service extensions– A closely coordinated organization on a
world-wide basis
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Growing by Going Global (continued)
• Finding the best global market– Information sources
• International Trade Statistics yearbook of the United States
• International Trade Administration offices in Washington, D.C. and at district levels
• Department of Commerce
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Table 18.3: Easiest Countries in Which to Do Business
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Growing by Going Global (continued)
• Export Financing sources– Bank financing– Internal cash flow– Venture capital or private investor capital– Prepayment from foreign client– Down payment from foreign client– Progress payments from foreign client
• Assurances– The Import-Export Bank
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Growing by Going Global (continued)
• Foreign agents, distributors, and trading companies– Choosing an intermediary
• Due diligence work to assure the right partner
– Choosing a freight forwarder• Handles all aspects of delivering the product