Rejuvenating Mature Business
Most businesses go through a life cycle of four stages:
1) Introduction or pioneering stage
2) Growth or market-acceptance stage
3) Maturity, during which sales may continue to increase but at a decreasing rate. When sales level off, profits of both producers and middlemen decline, primarily due to intense price competition. Seeking to differentiate themselves, some firms extend their product lines with new models while others come up with a "new and improved" version of their primary brand. During the maturity stage the pressure is geatest on those brands that trail the top brands.
4) Decline is gauged by sales volume for the total category. It's at this stage that many marginal producers - those with high costs or no differential advantage - tend to drop out of the market chiefly because they see little opportunity for revitalized sales or profits. However, there are many rejuvenation possibilities that could convert a mature organization into one capable of delivering innovative strategy. Yet, finding effective ways of resolving dilemmas and working across internal boundaries is likely to be resisted, few people naturally welcome the thought that the very foundations of their career succwss to date is becoming obsolete. Building an internal climate that is receptive to change is the first step in finding new paths to sustainable innovation.
Is rejuvenation really possible?
How does a business paralyzed by years of turmoil and failure create a dynamic organization committed to entrepreneurship?
Writing Samples
Theresa
Lütge-Smith
Gary Bruce
Smith
Résumés
Theresa
Lütge-Smith
Gary Bruce Smith
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