View source for Growth platforms

{{Short description|Aspect of business management}}
{{course assignment|ourse = Education Program:University College London/MSIN1003 Information World(Autumn 2014)|term = 2014 Q3}}
'''Growth platforms''' are specific initiatives selected by a [[business]] organization to increase their [[revenue]] and [[earnings]] growth.<ref>{{cite web| title=growth strategy| url=http://www.boundless.com/management/textbooks/boundless-management-textbook/strategic-management-12/common-types-of-corporate-strategies-90/growth-strategy-434-1452/|website=www.boundless.com/|publisher=Boundless|access-date=27 October 2014}}</ref> There are two types of growth platforms: strategic or tactical. Strategic growth platforms usually take from 3 to 6 years to implement and give the desired results being long term initiatives. On the other hand, Tactical growth platforms take less time to implement as they are shorter term initiatives and both the initiative and the results are based on the current [[budget]] year of the particular business.<ref name=rediff>{{cite web| title=Growth Platforms| url=http://pages.rediff.com/growth-platforms/1448051| website=pages.rediff.com| access-date=21 October 2014}}</ref>

==Stages of growth strategy==
There are three stages in implementing a [[growth planning]] process which are based on three basic questions:
# "Where are we now?"
# "Where do we want to go?"
# "How do we get to here?"<ref name=corpstrat />

'''Strategic analysis:''' referred to the environment (which could either be internal, external and [[marketing]]) where the business operated. It also looked at the resources possessed by the business or that it could possibly have and at the expectations and objectives of its main [[Stakeholder (corporate)|stakeholders]] and owners.

'''Strategic choice:''' it basically generates options which have to do with the strategic analysis. This process evaluates the options based on acceptability, feasibility and suitability and then selects the suitable strategy

'''Strategic implementation:''' this process focus on achieving the correct organisational structure, planning the resources (physical and financial) and sorting out the systems and the people by implementing the change process. This process has been developing and it can be considered one of the few "big company" management theories which can be used effectively and simply.<ref name=corpstrat />

Most businesses have a growth strategy which is based on "acquisitions and partnerships that create shareholder value by creating or reinforcing platforms for long-term growth".<ref>{{cite web| title=Growth platforms| url=http://www.sanofi.co.uk/l/gb/en/layout.jsp?scat=2CA45F95-DE35-481C-A498-BFCC436D92A3| website=sanofi.co.uk| publisher=Sanofi| access-date=24 October 2014}}</ref>

==Growth sustainability==
When a [[business]] is in a high-growth industry it is able to maintain high growth rates for a longer period of time. However, many [[investors]] take this high growth as granted which usually lead to much slower growth rates once the [[Industry (economics)|industry]] stops booming.<ref name=harv /> It is believed that 65% of acquisitions which businesses buy in order to grow in size have destroyed more value than they actually created, an acquisition can’t be a substitute for a growth platform.<ref>{{cite journal |vauthors=Laurie DL, Doz YL, Sheer CP |title=Creating new growth platforms |journal=Harvard Business Review |volume=84 |issue=5 |pages=80–90, 156 |year=2006 |pmid=16649700 }}</ref>

New growth platforms help companies grow as they created families of products, services, and businesses and extend their capabilities into multiple new domains. The NGPs acted as a method of growth in which each business was acquiring new capabilities and further market knowledge. The size of the growth platform is strategic to the [[corporation]].<ref name=harv /> Small scaled businesses can only have a NGP when provided through a [[partnership]] or [[government]] funding, usually these exist in the [[agricultural sector]] and improve the knowledge and [[infrastructure]] ensuring better food security.<ref>{{cite web| title=Growth Platforms for Smallholder Farmers| url=http://action2020.org/business-solutions/regional-growth-platforms-for-agriculture| website=action2020.org| publisher=Action 2020| access-date=24 October 2014}}</ref>

==New growth platforms (NGPs)==
[[File:R0605D B.gif|thumb|Opportunities for building NGPs lie at the intersection of a company’s actual or potential capability set, unmet customer needs, and forces of change in the broader environment.]]

===Creating a new growth platform===
Rediscovering the [[technology]] and the talent present in an [[organization]] a company or exploring its external [[business networking|networks]], a business is able to find capabilities needed to create a new growth platform. Then a company should evaluate the potential capabilities which it needs to develop. Companies tend to undermine the number of possible growth platforms that could be created to increase customer needs. This is a consequence of senior managers not thinking more broadly and only thinking about a product or service that would beat the [[competition]].<ref name=harv>{{cite journal| last1=L. Laurie| first1=Donald| last2=L. Doz| first2=Yves| last3=P. Sheer|first3=Claude|title=Creating New Growth Platforms| url=http://hbr.org/2006/05/creating-new-growth-platforms/ar/1| journal=Harvard Business Review| year=2006| volume=84| issue=5| pages=80–90, 156| pmid=16649700| access-date=23 October 2014}}</ref>
After identifying suitable new areas of growth, a business needs to quantify and evaluate the opportunities to generate the lines of the business.<ref>{{cite web| title=Strategic Growth Platforms|url=http://www.edengene.co.uk/our-service/growth-strategy/strategic-growth-platforms/| website=www.edengene.co.uk| publisher=Edengene| access-date=27 October 2014}}</ref> In order to meet a new or uncovered customer need a new growth platform has to form as a result of a force of change which include new technologies, social pressures or changes in the [[legal system]].<ref name=harv />

===Possible places for growth===
In order to generate an opportunity for sustained growth a business needs to widen its capabilities into innovative domains. NGPs provide a structure for creating [[business process]]es, services and even families of products. The size of each NGP is essential to the strategy of the organization. A successful NGP requires "a well tried process, high quality information and external insights – often from well outside the company’s own [[market (economics)|market]] space".<ref>{{cite web|title=Innovation growth platforms| url=http://nu-angle.com/innovation-growth-platforms/| website=nu-angle.com| publisher=nuAngle| access-date=23 October 2014}}</ref>

===Difficulties in finding a new growth platform===
Some studies{{fact|date=June 2016}} have shown that more than 90% of companies are not able to find new possible sources of growth. Through the understanding of these difficulties, it makes it simpler to deal with the problem. Many argue{{fact|date=June 2016}} that poor processes and skills lead to this high failure rate. Consequently, the main advice given to these companies is to be willing to take more risks and do the same "approaches used in the venture capital [[Industry (economics)|industry]] and build a pipeline of new businesses". It has been detected that the success of companies lies in new growth areas which have existing mindsets fitting the critical success factors of the business. Therefore, failure results when the company involves with factors that do not fit when the company is trying to grow in different new areas. The low success rate of finding a new growth platform can also be explained by the shortage of opportunities theory, which suggests a new way of resolving the problem. This theory proposes that "efforts to generate additional ideas or to experiment with a [[portfolio (finance)|portfolio]] of new ventures are likely to be fruitless". In addition, failure can also be caused by less [[risk]] aversion and more broadmindedness of [[entrepreneurship]]. In order to resolve this issue the corporate mindsets need to change or investing only in cases that match with what is needed having a high chance of succeeding.<ref>{{cite web| last1=Campbell| first1=Andrew| title=Why is it so hard to find new growth platforms?| url=http://www.ashridge.org.uk/website/IC.nsf/wFARATT/Why_Is_It_So_Hard_To_Find_New_Growth_Platforms/$file/Why_is_it.pdf| website=ashridge.org.uk| publisher=ashridge| access-date=23 October 2014}}{{dead link|date=July 2016}}</ref>

==Examples of growth platforms==
Examples of strategic growth platforms which in these cases are using specific and innovative product areas or entering into a new distribution channel:
*In order to increase growth, Apple Computers targeted “personal music systems” using its personal business of computers
*IBM invented the term "[[e-business]]" and used it as the organizing theme of what the company did during the late 1990s<ref name=corpstrat>{{cite web|last1=Nyandat|first1=Christine|title=Corporate Strategy|url=http://www.gaksu.com/allpdf/814_notes.pdf|publisher=gaksu|access-date=21 October 2014|archive-url=https://web.archive.org/web/20160304001421/http://www.gaksu.com/allpdf/814_notes.pdf|archive-date=4 March 2016|url-status=dead}}</ref>

Examples of tactical growth platforms include specific new sales force programs or a new emphasis for the [[advertising]] for the year.<ref name="rediff"/>

==See also==
*[[Growth investing]]
*[[Strategic management]]
*[[Strategy of unbalanced growth]]

==References==
{{Reflist|2}}

==External links==
*{{Library resources about}}
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{{Social sciences}}

[[Category:Strategic management]]

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