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Why Growth Companies Stop Growing… …and what to do about it!
Dave Power
CEO Vision
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Gazelles Drive The Economy
Startups
Mid-Market
All Companies
Net New Jobs
Global 2000 Gazelles
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4 years @ 20%
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The $30 Million Ceiling
% of All So(ware Acquisi2ons
< $10
$30 -‐ $40
$10 -‐ $20
$40 -‐ $50
> $100
36%
3%
11%
18%
16%
70% Acquired With <$30M In Revenues
$50 -‐ $60
6%
$60 -‐ $100
4%
$20 -‐ $30
6%
~ Annual Revenue When Acquired (millions)
Source: Shea & Company
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“Not growing fast enough”
“Not developing great new products and services”
“No 2me”
“No process”
(No vision)
What’s The Problem?
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Five Messages For Growth Company Leaders
1. Every business model follows the S-‐Curve
2. You can (and must) stretch the Curve… but not forever
3. To sustain growth you need to find the next S-‐Curve
4. To sustain growth predictably you need an innovaMon process
5. Leaders make innovaMon possible
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Five Messages For Growth Company Leaders
1. Every business model follows the S-‐Curve
2. You can (and must) stretch the Curve… but not forever
3. To sustain growth you need to find the next S-‐Curve
4. To sustain growth predictably you need an innovaMon process
5. Leaders make innovaMon possible
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Planning for Success
Time
Revenue
$10M Early Success!
Growth Plan
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The Tyranny of the S Curve
Time
Revenue
$10M
$30M
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0
50000
100000
150000
200000
250000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Lojack Revenues
Hot Growth Company
InternaMonal Expansion: Boomerang AcquisiMon
Dealers InstallaMon Plan
LoJack: 1992-2007
1992 2007
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Lojack: 1992 -‐ 2007
0
50000
100000
150000
200000
250000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Lojack Revenues
Hot Growth Company
InternaMonal Expansion: Boomerang AcquisiMon
Dealers InstallaMon Plan
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Lojack Annual Growth Rates
Gazelle
1992 2007
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Lojack: 1992 -‐ 2012
0
50000
100000
150000
200000
250000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Lojack Revenues
-‐40.0%
-‐30.0%
-‐20.0%
-‐10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Lojack Annual Growth Rates
Market SaturaMon Declining Car The^s GPS CompeMtors (OnStar)
1992 2012
LoJack: 1992-2012
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$0
$5
$10
$15
$20
$25
$30
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70 73 76 79 82 1995 2000 2005 2010
LoJack Stock Price
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Five Messages For Growth Company Leaders
1. Every business model follows the S-‐Curve
2. You can (and must) stretch the Curve… but not forever
3. To sustain growth you need to find the next S-‐Curve
4. To sustain growth predictably you need an innovaMon process
5. Leaders make innovaMon possible
© Power Strategy Inc, 2014
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Stretch The S-Curve
Time
Revenue
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Chobani
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Market Penetration New Geographies New Segments Pricing and Packaging Rollup
Ways To Stretch The S-Curve
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Five Messages For Growth Company Leaders
1. Every business model follows the S-‐Curve
2. You can (and must) stretch the Curve… but not forever
3. To sustain growth you need to find the next S-‐Curve
4. To sustain growth predictably you need an innovaMon process
5. Leaders make innovaMon possible
© Power Strategy Inc, 2014
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Find The Next S-Curve
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$-
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
$160.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Apple “Computer”
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$-
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
$160.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Music
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$-‐
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
$160.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Phones and Tablets
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Private Label Socks
Darn Tough Vermont High Performance Socks
Cabot Hosiery Mills
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Five Messages For Growth Company Leaders
1. Every business model follows the S-‐Curve
2. You can (and must) stretch the Curve… but not forever
3. To sustain growth you need to find the next S-‐Curve
4. To sustain growth predictably you need an innova^on process
5. Leaders make innova^on possible
© Power Strategy Inc, 2014
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Innovation Process
Innovation Is Not A Fire Drill
?
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Innovation Power Tools
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“Build It”
“Ship It”
Technology In Search Of A Market
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• What are your top priorities these days? • What are you most worried about? • How could you improve things? • What if….?
Listening to Customers
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Your Job: Listen with empathy § What would it be like to be your customer? § What problems are worth solving?
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Design
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Apple Fidelity Starbucks Amazon Nordstrom Tesco Cesna Rackspace Virgin Atlantic Dyson Ritz Carlton Zappos
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Design
Customer Experience is the New IP
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Design
Customer Journey Planning Shopping Purchasing Learning Using Support
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+ Customer Experiences
-
Design
Customer Journey Planning Shopping Purchasing Learning Using Support
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+ Customer Experiences
Design
Customer Journey Planning Shopping Purchasing Learning Using Support
Doing? Saying?
Thinking? Feeling?
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+ Customer Experiences
- -------------------------------------------------------------------------------------------------------------------------------------- Opportunities for Improvement
Design
Customer Journey Planning Shopping Purchasing Learning Using Support
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?
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MVP and Pivot
MVP
Pivot © Power Strategy Inc, 2014
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Innovation Game Plan?
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Five Messages For Growth Company Leaders
1. Every business model follows the S-‐Curve
2. You can (and must) stretch the Curve… but not forever
3. To sustain growth you need to find the next S-‐Curve
4. To sustain growth predictably you need an innova^on process
5. Leaders make innova^on possible
© Power Strategy Inc, 2014
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3-Year Vision
2017
Customers Geographies
Products Services Partners People Results
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3-Year Vision
2017
Customers Geographies
Products Services Partners People Results
Where We Are
Today?
2014
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3-Year Vision
2017
Customers Geographies
Products Services Partners People Results
Where We Are
Today?
2014
?
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Gap Analysis
2016 2013
$
2014 2015
The Innovation Imperative
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Annual Operating and Innovation Rhythm
Quarterly Operating Reviews
Quarterly Innovation Reviews
Innovation Rhythm
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Five Messages For Growth Company Leaders
1. Every business model follows the S-‐Curve
2. You can (and must) stretch the Curve… but you can’t forever
3. To sustain growth you need to find the next S-‐Curve
4. To sustain growth predictably you need an innova^on process
5. Leaders make innova^on possible
© Power Strategy Inc, 2014
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The Book
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Email: [email protected]
Website: www.powerstrategy.com
Twiber: @WDavidPower
Continue the Dialogue
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