The Concept Of Growth And Growth Strategies

The company likewise has already employed various strategies in order to maintain the high growth rate of the company. However these strategies is soon to reach its capacity to ensure growth. Based on the case as well, what seems to be lacking in the strategies that the company employed before is marketing, control of costs, and

Rapid growth seems to be a blessing. However, it depends on the company’s ability how they deal with it. The holiday season of 2009 showed the company’s inability to handle the orders that it received. Orders were not sent on time. Moreover, it delivered wrong order at times. To make the matters worse, the company was totally unable to fill some orders at all. This customer dissatisfaction might adversely

Firms must consider many strategies when attempting to realize growth. Depending upon the stage of

The model does not say anything about how fast the firm should grow but it gives ideas on how a firm can benefit using this concept:

The distinctive seven staircases of growth strategies have been adopted by many successful companies, such as Walt Disney, Gillette, Johnson & Johnson, Home Depot, and many more. While one single strategy may not yield a significant growth effect, implementing them concurrently and consecutively can provide a powerful roadmap for near-term and long-term growth (Baghai, Coley, & White, 1996). Below is an analysis of Raytheon’s seven staircases to continuous growth.

The concepts of the growth stall and its main underlying reasons highlighted in the article are closely related to many firms that functioned or that are still functioning today. Authors demonstrate that the crisis most often results from poor strategic decisions made by management and concludes that guarding against growth stall should be an important part of the strategy program. Since the article underlines those decisions that are strategic in nature and that affect a firm’s performance, the article is closely related to the content of the strategies management course.

Businesses grow through their products/ services every time they put a product on the market more and more people will find out about the product. For example Tesco have been using growth strategies as they are expanding with their services, such as Tesco Money, you can now have a credit card with Tesco which people who may don’t

The learning and growth perspective uses the organization’s resources to adapt to the changing wants and needs of customers. The organizations must ask itself whether it can continue to improve and create value for its customers (Kinney and Raiborn 2013, 11). An organization’s ability to innovate and improve their products or services directly affects its value. An organization can create economic growth by developing new products and services, improving existing products and services, and developing more efficient operations (Kaplan and Norton January/February 1992, 75).

As exciting as growth is, be aware of the pitfalls it presents. Moreover, evaluate the entire organization's efficiency to improve cash flow where available. It is imperative they implement processes and protect their cash flow where possible before

Strategy formulation has been acknowledged as one of the most crucial factors of ensuring the long-term growth of the business. However, the manner in which strategy is formulated, and most importantly, the nature of the strategy chosen for the company determines its future position in the marketplace (Grant, 2005).

When a company grows it achieves economies of scale, it increases its market shares and thus wipes out competition. A company starts making more profits and can use these in constructive ways such as employing specialist workers and improving the variety and quality of products, by delving more into research and development. These are only some of the

Describe two major ways in which a company can grow. Give examples to illustrate the two ways of growing.

Despite the fact that the company could grow by doing more and more acquisitions, it was vital for the company to invest in its own organic growth. The company aims to grow organically two to three times higher than the global GDP of 80% (Immelt, 2005).

III. CAPABILITY IS FORMED BY THE INTEGRATION OF RESOURCES Table I shows that competitive advantage is gained by the strategic deployment of some resources, capabilities, and/or competencies. Literature review suggests that concepts such as resources, capabilities, competencies, and core competencies are not clearly defined. We have found that only the resource itself is defined with a wide range of meanings. On one hand, resources are defined as “anything which could be thought of as a strength or weakness of a firm” [9]. This “anything” may include physical resources (e.g., raw materials, equipment, financial endowment, etc.), human resources (e.g., training, experience, skills, etc.), as well as organizational resources (e.g., firm image, process, routines, etc.) [4], [14]. Note that with this definition, capabilities are considered as part of resource. On the other hand, capabilities are not part of resource because of their dynamic “doing” nature. Many authors argue that capabilities are the result of resource deployment and organizational processes. Capabilities use resources and, therefore, are more dynamic and complex entity and should be treated independent to resources [15]. We feel more comfortable with Grant [5] definition who argues: “Resources are inputs into the

on its strategic objective of growing the organization slowly to make sure that new ventures are