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Every Business Is a Growth Business: How Your Company Can Prosper Year After Year Paperback – April 4, 2000
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"There's no such thing as a mature business," only a growth business, write leading business consultants Ram Charan and Noel M. Tichy. Every Business Is a Growth Business is a step-by-step manual for turning any company into an expanding company. The book is packed with real-world examples and key concepts for executives to get their businesses on an upward trajectory.
Charan and Tichy assert that growth requires sticking to two principles: "strategy from the outside in" and "changing the genetic code." The first means putting yourself in your customers' shoes and asking what are their needs and how are they changing. From this perspective, a company can redefine its market and come up with creative ways to expand demand. The second principle, changing the genetic code, means revamping the corporate culture so that a new mindset for growth can thrive. As anyone who has ever worked in a company knows, corporate culture is a hard thing to overhaul. The book gives concrete steps to make that happen; sometimes it requires whole new leadership.
Charan, who has been on the faculty of the Harvard Business School and Northwestern University, and Tichy, a professor at the University of Michigan Business School, speak from experience. They've advised companies such as Royal Dutch/Shell and Mercedes-Benz. One of their heroes is the late Roberto Goizueta of Coca-Cola. When Goizueta took over, the company was on cruise control. It dominated the U.S. soft- drink industry--a market that many experts believed was mature with nowhere to grow. Under conventional thinking, Coca-Cola was maxed out: it would do well just to defend each tenth of a percent of market share against archrival PepsiCo. But in the 1980s, Goizueta framed the question of market share in a different way. Goizueta got his top executives to see that globally, Coca-Cola accounted for less than 2 ounces of the 64 ounces of fluid that each of the world's 4.4 billion people drank on average every day. In one simple stroke, he redefined the market and opened vast new areas of opportunity for his company. Coca-Cola became an immensely successful growth company under his leadership. Similar stories about Compaq, Citibank, and other companies abound. Every Business Is a Growth Business is an inspiring and practical book for business leaders looking to grow their company. --Dan Ring --This text refers to an out of print or unavailable edition of this title.
From Publishers Weekly
Consultants Charan and Tichy systematically destroy one of the last crutches that weak managers lean on. There is, they argue persuasively, no such thing as a mature business; intriguingly, the best managers?many of whom the authors interviewed here?never thought there was. Citing such classic cases as Coca-Cola, Tichy (Control Your Destiny or Someone Else Will) and Charan (Boards at Work) point out that business's current fascination with "core competencies" is partly to blame for hindering growth. While there is something to be said for concentrating on what you do best, such a focus, they note, keeps companies looking inward at the very time they need to look outward to find opportunities for growth. For example, once Coke defined its competition as all beverages and not just soft drinks, its sales took off. The book is far longer than it needs to be, however, as the authors repeatedly cite multiple secondhand sources to make the same point instead of relying on their own interviews, and frequently quote their own previous work. An extensive "handbook" (the last of four parts) is perhaps the most useful section: it includes exercises showing readers how to apply the authors' ideas to their own businesses in a manner more lucid than most of the competition.
Copyright 1998 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Top customer reviews
The authors define "desirable" growth from the perspective of shareholders as capital efficient, profitable growth. They then describe a framework for "growing the pond you fish in". Next, they point out the necessity of changing the "genetic code" of the organization so that growth is pursued by leaders at all levels in the organization. They describe a framework for producing this change in the genetic code of the organization. This framework is primarily based on a "teachable point-of-view" developed by the leadership, and constantly reinforced and reiterated through various carefully designed "operating mechanisms". The teachable point-of-view consists of key business ideas, values, emotional energy, and "edge" (on tough calls).
I've read this book twice already, and may read it again. I've started to implement the methodology in my company...so far, so good.
I have applied these principles in my own professional work and find the concepts very useful in business growth development efforts. In almost every growth opportunity development session with employees, collegues and clients, the going in premise is that there is not enough budget or too limited a market, thus preventing us from pursuing a given opportunity. Applying the author's concepts to creating the expanded view of the opportunity almost always proves to incite a bigger picture for everyone.
The book may require better book bindings because I refer back to it so often that I will one day wear out the bindings!
Read and Expand the Pond! Highly Recommended.
1.Natural growth, where the market for what you make is strong and expanding
2.Gaining market share through low cost - high productivity growth, rapid cycle times, high asset turnover
3.Proprietary or patented technology
4.Highly-developed distribution channels that you've built over time
5.Opening new markets for your existing products - for example, globalization
6.Gaining power in the marketplace via acquisitions, alliances, vertical integration
7.Expanding your pond
8.Resegmenting your markets
9.Moving into adjacent segments
Ofcourse, the book goes into greater detail about each of the above, if you don't understand it in one sentence.
Main focus of book is to view your company from the outside in,..
1. How can I identify or create needs?
2. How can I meet them?
3. How fast can I meet them?
In essence, look at needs as the drivers of change
Pretty common sense stuff don't you think?
This is why I don't highly recommend this book. Its probably best to just borrow it from the library. You save money ;)