Managing business growth: how to grow when other companies barely survive

Technology assessment of the dynamics of business development, as well as the formation of strategy to be successful even in tough times

The purpose of this course – is to provide technology assessment of the dynamics of business development, as well as development of a strategy to be successful even in difficult times. And for this you need to know the sources of business growth and sources of its sustainability.

You will learn the technique of diagnosing growth and stagnation in a business, identify the possible causes of slowing down, get acquainted with three growth strategies that have proven their effectiveness. You will receive specific recommendations on how to implement these strategies.

The program is based on the latest publications in the field of business, as well as study of Dr. Julia Ivy in her doctoral dissertation on strategic management for businesses in Institute of Entrepreneurship and Enterprise Development, University of Lancaster (England).

Measuring growth: Too slow, too fast, or just right?

• Method of determining the dynamics of the business. Analysis of growth and stagnation of world famous companies (JPMorgan Chase, Boeing, Disney, Exxon Mobil, Alcoa, Caterpillar, etc.)
• Myths that exist about the successful companies.
• Mirage of growth. The cost for an unmanaged pace. Experience of Merck & Co, Inc.
• You are at the peak of success. What’s next? External and internal causes of stagnation.
• How to set (and whether it is necessary to set) the desired pace of development? Formula of Harvard Business Review.

Rethinking Strategy

• New opportunities offered by problematic economy: how to grow as more companies barely survive.
• Management of active waiting: management during the period of "golden opportunity" and management during the period of "threat of premature closure”.
• Strategies for those who have decided to wait: the niche strategy, strategy of merging with stronger players, the strategy of game exit.
• Strategies for those who chose to continue to grow: "Aggressive Terminator", "Focus on the Core Strategy", "Last Hero in a new environment".

Growth strategy "Aggressive Terminator"

• Rapid integration to create the effect of a large scale.
• Approaches to financial management, cost and inventory.
• Experience of Arrow Electronics.

Growth strategy "focus on the core of business"

• In search of business core: recommendations of Zuk, K. and Allen, D.
• What is the core of business. Power of concentration on the core.
• Recommendations of Porter, M.: 10 bricks, from which we can build a growth strategy that will survives in any tests.

Experience of Hidden Champions

• In search of business core: recommendations of Zuk, K. and Allen, D.
• What is the core of business. Power of concentration on the core.
• Recommendations of Porter, M.: 10 bricks, from which we can build a growth strategy that will survives in any tests.

Strategy to prepare for future attacks. Core expansion

• Development on all fronts - where? Rules for sustainable development.
• Errors that you need to avoid.
• Following the client. Crisis changes expectations and opportunities for clients.
• Re-segmentation of customers.
• Expansion of the core. The company's experience.

Consolidation of resources on a single move.

• Kill Brand and ... save customers.
• Manage the brand positioning. Quiz: do you have too many brands? Two main approaches in building brand-focused strategies.
• Tactics in the implementation of brand strategy. Examples of companies: Akzo Nobel, Electrolux, Sara Lee, Unilever, Vodafone.

Strategy "The Last Hero: strategies for longevity"

• Sources of long-term success and high returns on investments.
• Companies that do not fear the test of time.
• Experience of "Small Giants".

Results of the research of sources of sustainable growth in transitional economies

Research by Dr. Julia Ivy, Lancaster University

• Four ways of developing small and medium-sized businesses in the post-Soviet space.
• Sources of growth.
• Sources of stability.

Program Director

Dr. Julia Ivy

Julia Ivy (Y.V.Ivanova), Ph.D., Professor of School of Management(USA), a member of the research team at Lancaster University(England) and founder of LOCAL TO GLOBAL LLC (USA), specializing in bilingual and distance vocational education and consulting for practicing managers.

From 1993 to 2003, Julia Ivy practiced in the CIS countries and has been known as a top expert in the field of management. Since 2003, Julia Ivy lives in the U.S. and travels around the world with her programs and research.In the west she is more commonly known as Julia Ivy. Her consulting is often requested by Chamber of Commerce, Economic Development Council, and Small Business Administration Council. Her studies and master classes have been presented at the Academy of Management, Global Business Conference and many other conferences. Her articles are published in top journals in the world.

Training format

Training in the Action Management program is conducted in Russian language. MBA and corporate clients choose the language of instruction in the program by themselves.

Program is conducted in two different formats and the format is indicated in the schedule.

Day workshop format - 2.5 days of work in the classroom for each course. Seminars are held in Kiev and Moscow.

All work with course materials and discussions of case studies is held within the classroom.

Distance format. This format is convenient for corporate learning for the management team in a fast growing company.

• Each course consists of four on-line lectures (webinars), which are held every week in the evening/morning.
• Implementation of the strategies discussed in class continues on the forum and using chat technology.
• Implementation of mini-projects.
• On-line presentation of business literature in the field of fast-growing companies, flexible organizations, and how to create a company's DNA.

Request

Are you interested in? Contact your local representatives L2G Institute of Management, or fill out the application form.