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Behind barriers are new markets for growth

Behind barriers are new markets for growth

One of the key components in my career search has been joining an organization with a high growth rate. This has prompted me to think about what steps businesses can take to scale a “killer” idea into new markets. Below is a loose framework with a couple examples. Does it resonate with you? What examples come to mind to strengthen or disprove the theory? I look forward to your comments, and I hope that my lesson for success doesn’t sound too much like the Underpants Gnomes.

1. Generalize your competitive advantage. Start by making an abstraction of what makes your businesses viable. Like any tough problem, the answer will be obvious in retrospect. It might be helpful to answer key questions on your strategy first and then generalize it. Also Jim Collins has written some great books comparing companies and what contributes to their success or failure.

2. Translate across barriers to new markets for growth. What are the barriers that stand between your strategic advantage and new growth? These barriers could be functional (e.g., moving from finance to HR), geographic, or up/down the supply chain. Peapod by Stop & Shop, salesforce.com, Lean/Six Sigma as management fads, and Starbucks VIA/Verismo are all examples that spring to mind.

3. Deploy with operational excellence. Regardless of the market you choose (or create), your team will need to expand with speed and efficiency. Michael Porter argues that operational excellence is a prerequisite, not a strategic advantage. Jack Welch reminds us to “pick a general direction and implement like hell.”

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