Managing Rapid Growth Note Michael J Roberts 1986
Porters Five Forces Analysis
Michael J. Roberts is the coauthor (with John W. Thompson) of “Porter’s Five Forces” analysis of the global competitive environment in 1986. His work in 1986 identified five key factors that were thought to be driving global competitive forces. One of these was the “saturation point”. Website In other words, that is the point at which demand for a product or service is so great that it becomes overwhelming for most firms. As we see in the US economy today, the so
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1. – Summary (briefly) – Background (provide details on the company’s financial position and business context) – Thesis (provide a statement about the importance of the topic being discussed and explain how this relates to the business in question) – Context (provide information about the specific event that gave rise to the topic under discussion) 2. The Company’s Financial Trends: – Financial Trends over the last several years – Historical Trends – Quarterly financial statements
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In my experience, managing a company during rapid growth is the most exciting job, but also one of the most challenging — a time when every department must cooperate, the sales department must be kept on the job (as the market is growing), the technical team must take over, and the customer service department must adjust. right here In the following pages, I present our successful approach to managing rapid growth. Section 1: Identifying and Addressing Problems As I look back over the years, I can see that in this department we did everything possible to reduce the
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Growth occurs very rapidly, but it must also be managed precisely to achieve the desired results. This presentation discusses this challenge and offers practical tools that can be used to achieve rapid growth. The talk was delivered before the top executives of a fast-growing company that had just gone public. They listened intently as I began by describing how rapid growth can create a number of problems. First, speed can be a significant burden. Growing fast creates more work than it can handle, which means that there is more work for everyone, including the
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The 1986 Managing Rapid Growth note by Michael J Roberts, published in Management Science, gives the reader the first in-depth view of managing for rapid growth. I have written the material and published it in 1997 in a 68 page pamphlet. It was reprinted at the request of the New Jersey Economic Development Authority (NJEDA) in the fall of 2010. The original version is available here: http://www.jrmichaellerichman.com/case-
VRIO Analysis
“VRIO (Value, Rent, Interest) analysis is a powerful tool for management to make informed decisions on how to grow the firm to its next growth stage,” it says. I was particularly interested in the section on the VRIO analysis of growth, for I’ve been involved in several of those in my career. And I still am, having joined a company which is growing at an ever faster rate today than when I first published the case study in 1986. The essay’s first two paragraphs introduce VRIO (Value,
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As the saying goes: ‘The road to hell is paved with good intentions’. I remember back then that it was one of those situations where my boss decided to go fast – at least we believed him. The company wanted us to go from 1 million to 10 million a year within 3 years, in one go, through a range of marketing and management initiatives. It was a great idea in theory, but in reality the plan was flawed and it soon became obvious that we were off course. In reality, the business was facing an
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I write this essay as a former advertising executive and a current entrepreneur. Advertising is a tricky marketing mix, which is always in turmoil. There are numerous theories, some of them have been wrong all along, others may have been right. I have seen and tried to execute them all, including the latest, one-size-fits-all, boring, and non-inspiring, ‘The Growth Plan’. The newest fad is ‘Mission-based’ growth, as though ‘growth’ and