1 / 9

GROWTH STRATEGIES WHEN ALL IS SAID AND DONE, THIS IS THE KEY

GROWTH STRATEGIES WHEN ALL IS SAID AND DONE, THIS IS THE KEY. Micron Technology, San Jose. ULTIMATELY GROWTH IS KEY. ONCE A START-UP IS LAUNCHED OBVIOUS PROBLEMS ARE FIXED GROWTH IS THE IMPERATIVE FOR SHAREHOLDERS FOR PAYING ACCOUNTS FOR INVESTMENT FOR RECOGNITION. GROWTH STRATEGIES.

Download Presentation

GROWTH STRATEGIES WHEN ALL IS SAID AND DONE, THIS IS THE KEY

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. GROWTH STRATEGIES WHEN ALL IS SAID AND DONE, THIS IS THE KEY Micron Technology, San Jose

  2. ULTIMATELY GROWTH IS KEY • ONCE A START-UP IS LAUNCHED • OBVIOUS PROBLEMS ARE FIXED • GROWTH IS THE IMPERATIVE • FOR SHAREHOLDERS • FOR PAYING ACCOUNTS • FOR INVESTMENT • FOR RECOGNITION

  3. GROWTH STRATEGIES • GETTING MORE FROM WHAT YOU’VE ALREADY GOT • OPERATIONAL EFFICIENCY • CUSTOMER SATISFACTION • DIFFERENTIATION • DIVERSIFICATION • INNOVATION

  4. GETTING MORE FROM EXISTING RESOURCES & CAPABILITIES • STANDARD MODEL: RESOURCES-> CAPABILITIES->COMPETENCIES • IMPROVE PROCESS FLOW AND FIT • HIGHER EFFICIENCY INTERNALLY AND GREATER SATISFACTION EXTERNALLY • BALANCED INTERESTS AMONG STAKEHOLDERS (GOVERNANCE)

  5. DIFFERENTIATION • SHARPER FOCUS WITH RESPECT TO PRODUCT & MARKET SEGMENTATION • DOING MORE THAN OPERATING MORE EFFICIENTLY & MAKING BETTER USE OF EXISTING RESOURCES & CAPABILITIES • BUT NOT SOMETHING QUALITATIVELY NEW • REFOCUSING, RETHINKING, REWORKING TARGETED SEGMENTS • BETTER FOCUS, NOT JUST BETTER USE

  6. DIVERSIFICATION • 3 GENERIC TYPES • VERTICAL INTEGRATION (THE OLD WAY) • GEOGRAPHICAL EXPANSION (THE AMERICAN WAY) • HETEROGENEOUS PRODUCT EXPANSION (THE NEW WAY)

  7. DIVERSIFICATION II • FUNDING AND FIT ISSUES • EXPAND EQUITY? • EXPAND DEBT? • M&A VERSUS INTERNAL GROWTH • GOVERNANCE CONSEQUENCES • COMPLEMENTARY RESOURCES • COHERENCE • RELATEDNESS & SYNERGY

  8. DIVERSIFICATION III • WHOLE IS GREATER THAN THE SUM OF THE PARTS? • IF NOT, AT LEAST 2 ALTERNATIVE ORGANIZATIONAL DESIGNS • MULTI-SUBSIDIARIZATION • NETWORK ORGANIZATION • ORGANIZATION CONTROL AND COORDINATION CONSEQUENCES

  9. INNOVATION • INNOVATION VS INVENTION • ALL KINDS OF INNOVATION POSSIBLE • UP AND DOWN VALUE CHAIN • EXISTING THINGS BETTER • TANGIBLE • INTANGIBLE-LEARNING AND KNOWLEDGE • NEW THINGS FROM EXISTING • NEW/NEW THINGS • S-CURVE AND TIMING • INTERNAL VERSUS ACQUISITION • INIMITABILITY

More Related