Exploring the routes to development: diversification, going international, organic or external growth, alliances and partnerships.
Growth is a strategic prerequisite in competitive economies. Without deliberate trade-offs between the many possible modes of growth, decisions become opportunistic and expensive. This course provides tools to analyse the routes to growth and to choose those that create lasting value for the company and its ecosystem.
Identify and compare growth options (the strategic directions matrix: market penetration, market development, product development, diversification).
Analyse what makes going international work: drivers, market selection, entry modes.
Assess the modes of growth: organic, external (M&A), joint ventures, alliances.
Put portfolio management tools to work: BCG, McKinsey/GE, ADL, real options.
Design a 12–24 month growth roadmap.
Diversification, going international, innovation, partnerships: when to pull which lever.
Penetration, product/market development, diversification — risks and prerequisites.
Synergies, economies of scale, complexity; Porter's three tests (attractiveness, cost of entry, better-off).
Drivers, country selection, entry modes (export, licensing, joint ventures, subsidiaries), adaptation versus standardisation.
Organic versus external (M&A), strategic alliances: value creation and integration risk.
BCG, McKinsey/GE, ADL, real options: allocating resources and sequencing the bets.
Map your options and build one or two growth scenarios, tools in hand.
Test the case for a diversification and decide with Porter's three tests.
Choose a fitting entry mode to take an activity international.
Reposition a portfolio of activities with the BCG or McKinsey/GE matrix.
Form partnerships and alliances to speed up innovation and market access.
Tell us about your challenges: we adapt the content, the cases and the rituals to your teams and to your constraints on the ground.
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