Growing the top line : four key questions and the proven process for scaling your business

Growing the top line four key questions and the proven process for scaling your business

"This book will reveal the growth framework that has helped power Intel, Johnson & Johnson, Raytheon, Lockheed Martin, and over 50 other Fortune 200 companies. Farrah has delivered 1,000 projects for 85 of the largest businesses in the world, and in the process has developed a copyrighted g...

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Detalles Bibliográficos
Otros Autores: Farrah, Cliff, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, New Jersey : John Wiley & Sons, Inc [2021]
Materias:
Corporations > Growth.
Strategic planning.
Business planning.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009634719206719
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright
  • Contents
  • Introduction
  • Chapter 1 The Growth Matrix and the Four Key Questions
  • Customers
  • Goods and Services
  • The Revenue Matrix
  • The Four Key Questions: Customers
  • Chapter 2 Which CUSTOMERS Will I Serve?
  • Chapter 3 Which GEOGRAPHIES AND LOCATIONS Will I Serve?
  • Notes
  • Chapter 4 What GOODS AND SERVICES Will I Sell?
  • Note
  • Chapter 5 What BUSINESS MODEL Will I Use?
  • Chapter 6 The Growth Framework: The 16 Ways a Company Can Grow
  • Growth Pathways Defined
  • Defend and Grow Pathways
  • Attack and Grow
  • Some Examples to Consider
  • Notes
  • Chapter 7 The Process Overview: How to Build a Growth Strategy
  • Chapter 8 Creating the Team
  • The Three Critical Groups
  • The Thinkers
  • The Doers
  • The Vetoers
  • On Trusting Your Gut
  • Necessary Grit
  • Chapter 9 Defining Business Objectives: Step 1: Targeting the Hill We Need to Take
  • Financial Objectives
  • Timing Objectives
  • Value Rules of Engagement
  • Strategic Objectives
  • Chapter 10 Internal Assessment: Step 2: Understanding the Force and Resourcing We Bring to the Fight
  • Who You Are
  • What Are Your Corporate Values?
  • Can You Pursue Inorganic Growth?
  • How Flexible Is Your Business Model?
  • Chapter 11 External Assessment: Step 3: Understanding the Terrain We Will Fight On and the Foes We Will Face
  • Political Factors
  • Economic Factors
  • Customer Analysis
  • Customer Acquisition Models - or How Clients Buy
  • Customer Current and Future Requirements
  • On Customers and Products That Never Existed Before
  • Competitor Assessment
  • Chapter 12 Select Growth Pathways: Step 4: Decide Which Route to Take
  • Step 1: Pre‐distribute the Four Key Questions Worksheet
  • Step 2: Bottom‐Up Growth Framework Drill
  • Step 3: Share the Results
  • How Do I Define "New"?.
  • If I'm Starting a New Company, Wouldn't Everything Be "New" and Go through Pathway 1?
  • If We Are Planning over a 5‐Year Period, Would Something "New" We Do in Year 1 Become Existing in Year 2?
  • Is There a Way to Assign Different "New" versus "Existing" Weightings by Branch in the Decision Tree?
  • Principles of Use
  • Chapter 13 Select Strategies: Step 5: Plan the Battle on Each Route
  • Strategy Development Classics to Consider
  • Chapter 14 Model Returns: Step 6: Assess the Outcome
  • Model Revenues
  • Joe's Coffee
  • Model Direct Costs
  • The Power of Tactics
  • People
  • NRE (Nonrecurring Expense)
  • Advertising Spend
  • Marketing Spend
  • Manufacturing/Operations
  • Assessing the Outcome
  • Iterative Loop
  • Chapter 15 Map Strategy to a Timeline: Step 7: The Power of a Picture
  • Harmonograms
  • Overloading the System
  • Underestimation of Dependency Time Demands
  • Disruption of Existing Initiatives
  • Hiring Needs
  • Flawed Financial Modeling
  • Once You Complete This Step, You Have Finished!
  • Chapter 16 Navigating in a Storm: Growth in a COVID World
  • Your Existing Assumptions Are Likely Wrong
  • You Probably Don't Know How to Talk to Your Customer Anymore
  • Supply Chains Are Suffering
  • It's a Buyers' Market
  • Revenue Opportunity Will Align with Government Investment
  • Successful Growth Becomes a Relative Metric
  • Work from Home
  • Educate from Home
  • Remote Healthcare
  • The New New of Food Service
  • Planning for the Recovery
  • Follow the Money
  • Lower Overhead
  • Increase Sales Effort
  • Lower Price to Win Business
  • Be Responsive, Not Panicked
  • Bottom‐Up Assessments &amp
  • equals
  • Tactical Health
  • Assess Org Structure and Staffing Levels
  • Target Competitors for Share Grab
  • Maintain Focus and Morale
  • Go Where Others Aren't
  • Understand the Market
  • Take Calculated Risks.
  • Applying These Rules with the Framework
  • Notes
  • Conclusion
  • Acknowledgments
  • Index
  • EULA.

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