Growth Outside The Core  

Oleh:

Zook, Chris ; Allen, James

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 81 no. 12 (2003), page 66-75.
Topik: GROWTH; competitive advantage; competitive decision making; consumer behaviour; expansion; profitability; strategy formulation; strategy implementation

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.23 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Growth in an adjacent market is tougher than it looks ; three - quarters of the time, the effort fails. But companies can change those odds dramatically. Results from a five - year study of corporate growth conducted by Bain & Co. reveal that adjacency expansion succeeds only when built around strong core businesses that have the potential to become market leaders. And the best place to look for adjacency opportunities is inside a company's strongest customers. The study also found that the most successful companies were able to outgrow their rivals consistently and profitably by developing a formula for pushing out the boundaries of their core businesses in predictable, repeatable ways. Companies use their repeatability formulas to expand into any number of adjacencies. Some companies make repeated geographic moves, whereas others apply a superior business model to new segments. In other cases, companies develop hybrid approaches. The successful repeaters in the study had two common characteristics : they were extraordinarily disciplined, applying rigorous screens before they made an adjacency move, and in almost all cases, they developed their repeatable formulas by carefully studying their customers and their customers' economics.

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