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Ceo vision dave power
- 1. Why Growth Companies Stop Growing… …and what to do about it! Dave Power CEO Vision
- 2. Gazelles Drive The Economy All Companies Net New Jobs Global 2000 Gazelles Mid-Market Startups 4 years @ 20% © Power Strategy Inc, 2014
- 3. The $30 Million Ceiling > $100 Annual Revenue When Acquired (millions) 6% $60 -‐ $100 6% ~ $50 -‐ $60 4% $40 -‐ $50 3% $30 -‐ $40 11% $20 -‐ $30 16% $10 -‐ $20 70% Acquired With <$30M In Revenues 18% < $10 36% % of All So(ware Acquisi2ons Source: Shea & Company © Power Strategy Inc, 2014
- 4. What’s The Problem? “Not growing fast enough” “Not developing great new products and services” “No 2me” “No process” (No vision) © Power Strategy Inc, 2014
- 5. 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
- 6. 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
- 7. Planning for Success Revenue Growth Plan $10M Early Success! Time © Power Strategy Inc, 2014
- 8. The Tyranny of the S Curve Revenue $30M $10M Time © Power Strategy Inc, 2014
- 9. LoJack: 1992-2007 250000 Lojack Revenues 200000 150000 Hot Growth Company 100000 InternaMonal Expansion: Boomerang AcquisiMon 50000 0 Dealers InstallaMon Plan 1 1992 2 © Power Strategy Inc, 2014 3 4 5 6 7 8 9 10 11 12 13 14 15 2007 16
- 10. Lojack: 1992 -‐ 2007 250000 Lojack Revenues 200000 Hot Growth Company 150000 100000 InternaMonal Expansion: Boomerang AcquisiMon 50000 0 Dealers InstallaMon Plan 1 1992 2 3 4 40.0% 5 6 7 8 9 10 11 12 13 14 15 2007 16 Lojack Annual Growth Rates 35.0% 30.0% 25.0% Gazelle 20.0% 15.0% 10.0% 5.0% 0.0% 1 © Power Strategy Inc, 2014 2 3 4 5 6 7 8 9 10 11 12 13 14 15
- 11. LoJack: 1992-2012 Lojack: 1992 -‐ 2012 250000 Lojack Revenues 200000 Market SaturaMon Declining Car The^s GPS CompeMtors (OnStar) 150000 100000 50000 0 1992 2 1 3 4 5 6 50.0% 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2012 21 15 16 17 18 19 20 Lojack Annual Growth Rates 40.0% 30.0% 20.0% 10.0% 0.0% -‐10.0% 1 -‐20.0% -‐30.0% -‐40.0% © Power Strategy Inc, 2014 2 3 4 5 6 7 8 9 10 11 12 13 14
- 12. $30 LoJack Stock Price $25 $20 $15 $10 $5 $0 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 © Power Strategy Inc, 2014
- 14. 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
- 15. Stretch The S-Curve Revenue Time © Power Strategy Inc, 2014
- 16. Chobani © Power Strategy Inc, 2014
- 17. Ways To Stretch The S-Curve Market Penetration New Geographies New Segments Pricing and Packaging Rollup © Power Strategy Inc, 2014
- 18. 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
- 19. Find The Next S-Curve © Power Strategy Inc, 2014
- 20. Apple “Computer” $160.0 $140.0 $120.0 $100.0 $80.0 $60.0 $40.0 $20.0 $2001 2002 © Power Strategy Inc, 2014 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
- 21. Music $160.0 $140.0 $120.0 $100.0 $80.0 $60.0 $40.0 $20.0 $2001 2002 © Power Strategy Inc, 2014 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
- 22. Phones and Tablets $160.0 $140.0 $120.0 $100.0 $80.0 $60.0 $40.0 $20.0 $-‐ 2001 2002 © Power Strategy Inc, 2014 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
- 23. Cabot Hosiery Mills Darn Tough Vermont High Performance Socks Private Label Socks
- 24. 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
- 25. Innovation Is Not A Fire Drill ? © Power Strategy Inc, 2014
- 26. Innovation Power Tools © Power Strategy Inc, 2014
- 27. Technology In Search Of A Market “Ship It” “Build It” © Power Strategy Inc, 2014
- 28. Listening to Customers • • • • What are your top priorities these days? What are you most worried about? How could you improve things? What if….? Your Job: Listen with empathy § What would it be like to be your customer? § What problems are worth solving? © Power Strategy Inc, 2014
- 29. Design Apple Fidelity Starbucks Amazon Nordstrom Tesco Cesna Rackspace Virgin Atlantic Dyson Ritz Carlton Zappos © Power Strategy Inc, 2014
- 30. Design Customer Experience is the New IP © Power Strategy Inc, 2014
- 31. Design Customer Journey Planning © Power Strategy Inc, 2014 Shopping Purchasing Learning Using Support
- 32. Design Customer Journey Planning + Customer Experiences - © Power Strategy Inc, 2014 Shopping Purchasing Learning Using Support
- 33. Design Customer Journey Planning Shopping Purchasing + Customer Experiences Doing? Saying? Thinking? Feeling? © Power Strategy Inc, 2014 Learning Using Support
- 34. Design Customer Journey Planning Shopping Purchasing Learning Using Support + Customer Experiences -------------------------------------------------------------------------------------------------------------------------------------- Opportunities for Improvement © Power Strategy Inc, 2014 ?
- 35. MVP and Pivot MVP Pivot © Power Strategy Inc, 2014
- 36. Innovation Game Plan? © Power Strategy Inc, 2014
- 37. 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
- 38. 3-Year Vision 2017 Customers Geographies Products Services Partners People Results © Power Strategy Inc, 2014
- 39. 3-Year Vision 2014 Where We Are Today? © Power Strategy Inc, 2014 2017 Customers Geographies Products Services Partners People Results
- 40. 3-Year Vision 2017 2014 Where We Are Today? © Power Strategy Inc, 2014 ? Customers Geographies Products Services Partners People Results
- 41. Gap Analysis The Innovation Imperative $ 2013 © Power Strategy Inc, 2014 2014 2015 2016
- 42. Innovation Rhythm Quarterly Innovation Reviews Quarterly Operating Reviews © Power Strategy Inc, 2014
- 43. 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
- 44. The Book © Power Strategy Inc, 2014
- 45. Continue the Dialogue Email: dave@powerstrategy.com Website: www.powerstrategy.com Twiber: @WDavidPower © Power Strategy Inc, 2014