Presentation on theme: "A service from EMC Limited. Growth is seen as a key performance measure Many companies’ focus has been on survival… …and growth plans have not been."— Presentation transcript:
Growth is seen as a key performance measure Many companies’ focus has been on survival… …and growth plans have not been revised, despite often dramatic changes in the business environment… …leaving many with an outdated approach, while competitors may have re-positioned themselves to take share… …leading to potential long-term decline for those who do not address the growth issue now
By how much does the company want to grow? How much growth will the existing business deliver? Is there a gap, and if so, how large is it? What is the best way to close that gap?
What are the measures of success (financial, other)? What’s the timeframe? What are the key milestones?
If the company does nothing different, how much will it grow by, with: ◦ Existing & planned products/services, ◦ Existing markets/customer groups, ◦ Current approach (sales, marketing, etc.), Should some products/services be discontinued? What are the risks/opportunities?
Can it be bridged by adapting the existing strategy and resources… …or is a more radical approach necessary?...
New products/services? New markets/customer groups? New approach (including pricing policy)? More resources (e.g. more sales people)? Additional finance? Acquisition?...
What targets are available? ◦ Product/service areas ◦ Geographies What are the best targets? What must be done to ensure successful integration? What upside is there?
Organic growth projects (strategy, business development, market entry) as well as M&A (acquisition strategy, Commercial Due Diligence) Worked on 100+ acquisitions, £5m to £500m+ International experience Sector focus: ◦ Technology, Media & Telecoms (TMT), ◦ Manufacturing/Engineering, ◦ Niche expertise in other areas, e.g. travel
Key questions How much does the company want to grow? How much growth will the existing business deliver? Sources Discussion with mgt. Interviews with key staff Key questions How is the market segmented? How large are the segments / how quickly growing? How are competitors’ / new entrants’ market shares developing? Sources Interviews with market participants Desk research Key questions Is there a gap between this and the company’s growth objectives? Sources Business modelling / forecasting Risk/opportunity analysis Key questions What realistic options are there to close the gap? Sources Discussion with mgt. Market / competitor analysis Understanding the company Establishing the market and competitive position Determining how much growth the existing business will deliver Generating growth options to fill the gap
Market segments - sizing and growth rates Market shares – company and key competitors Sales forecasts by business line Gap analysis Acquisition search and commercial due diligence where appropriate Risk / opportunity analysis Recommendation