BusinessGrowthStrategies

To build a robust business strategy, businesses must conduct strategy development that starts with a clear understanding of its current situation and identified strategic barriers to growth blue ocean strategy. The next steps include forming what the future state vision of the organization is and then delving into the details of  planning how to achieve that state. It is also important to realize that there is more to strategy than just winning. Business strategy is about value creation, strategy is about selectivity, and strategy is about business mobility. In order to understand your strategic challenges, you must begin with a complete, end-to-end understanding of your situation.

After picking the the primary pricing strategy, the next step is optimize your price point growth strategy. Pricing data may come from a variety of sources. After you gathered pricing data, the next step in the process is to make sense of the values. To better view your pricing data on a graph, plot your price point, calculated revenue, and expected profit against market share on a pricing curve. It is important to tabulate and be logical with any pricing assumptions you may have made. Finding the price point involves a three phase methodology, starting with pricing data collection. Map out your pricing data to show the relationships between price point, market share, and product sales.

A critical exercise used in growth strategy is scenario analysis blue ocean strategy. It is used to help businesses plan for and make flexible long term business growth strategy plans. An critical task in the growth strategy is defining the primary axes of uncertainty within the context of a growth strategy. Sometimes, the growth strategy is performed in a remote workshop setting, whereby decision makers, upper management, subject matter experts, and external consultants, are gathered in a 4 day off-site conference to decide on numerous future state scenarios. Scenario planning is also called scenario thinking and scenario planning analysis.

After the Outlet stage, a is among the most saturated growth strategies. Company profitability changes noticeably from each stage to another. In Scale, revenues drop slightly as a result of consolidation, but stabilize again inside the final two levels. Smaller companies are generally swallowed up, merged, or close shop. By Balance & Alliance, no more than 10% of the companies survive. Continuous throughout Scale and Focus, we see a rapid consolidation proces. Due to competitive price pressures, many organisations inside Scale stage get into the “profitability trap,” which prevents or severely constraints future growth down the Consolidation Endgame curve. Revenue growth is highest at the onset, as companies make territorial claims. Revenue growth remains relatively stable from the growth strategy curve. Despite stable growth strategy, profitability is often a different story.

Reference: http://learnppt.com/powerpoint/15_Growth-Strategy-Toolkit.php