Transcript Managing the Risks of Business Growth
SCY Welcomes You To
#GuforGrowth
Managing the Risks of Business Growth
Paul Kelley Phill McTaggart
SCY Business Mentors
3 Minute Exercise
What are the chief risks your business faces for growth?
Market Segmentation and Customer Profiling
Paul Kelley
Major Risks to Growth
Two ways to go out of business fast: Running out of cash
Trying to be all things to all people
What is Segmentation?
A market segment is a cluster of individuals or businesses that share similar characteristics which make them have relatively similar product/ service needs
What is Profiling?
A customer profile is a way of describing individual customers/clients by using a set of characteristics that can be linked to their predicted buying behaviour.
Benefits from both
Provides business focus Develops your products/services Informs pricing Directs marketing activities Clarifies true competition Increases sales
Market example: websites
Blue chips to SME start-ups £99 to £250,000 + Private sector/public sector E-commerce International Design and functionality
Market segments should be… Large enough to be profitable Too large = too imprecise Accessible Measurable Stable
Methods of profiling : consumers
Demographics – age, gender, family Socio economic – income, occupation Geographic – address, region Behavioural – purchase occasion, benefits sought, brand loyalty
Methods of profiling : businesses
Size – employees, turnover ….
Sectors – healthcare, retail, IT ….
Geographic – local, regional, national, global Budget size Buying complexity
Alchemy - data into gold
Data you already hold on customers and their markets Data you could readily capture normal business processes (via orders, contracts, deliveries, etc) Extra data easily captured via normal business processes Additional insights - ask, surveys
Learn from the Professionals
‘people who bought this also bought these’ corporate/conferences/breaks/weddings convenience/no frills
Exercise
List your current top 3-5 market segments Describe your top 3-5 clients by key characteristics
…back at the ranch…
Dig for gold nuggets – check your own data afresh Think segments, think customer characteristics Identify and target the most attractive.
Using Ansoff Matrix To manage risk
Phill McTaggart
Background
Ansoff Matrix represents the different options open to a manager when considering new opportunities for sales growth.
Variables in the matrix
In terms of the market, managers have two options:
Remain in the existing market Enter new ones
In terms of the product, the two options are:
Selling existing products
Developing new ones
Exercise
On the sheet of paper provided make a list of your existing services/products and which markets you sell these in. Example: An Accountant - Year End Accounts for SMEs - Payroll Services for IT Contractors - Monthly Management Accounts for social enterprises - Companies House Filings for SMEs
Exercise
List of existing Products/Services & Markets
Products/Services to Market Sector
New Existing
INCREASING RISK PRODUCTS
New
MARKETS
Existing
1. MARKET PENETRATION
Sell more in existing markets
Market Penetration
This is the objective of higher market share in existing markets Selling more of the same to the same people Difficult to grow if market is saturated In flat market have to grow by taking business from competition Risks are low but so are prospects of success unless there's strong market growth
Market Penetration Strategies
Increase usage by existing customers Attract customers away from rivals Encourage greater frequency in transactions by customers Encourage non buyers to buy
When to use Market Penetration Strategies
When the market is not saturated When there is growth in the market When competitors share is falling When increased volumes can lead to economies of scale When there is scope for selling more to customers
New Existing
INCREASING RISK PRODUCTS 2. MARKET DEVELOPMENT
Sell existing products in new markets
MARKETS
Existing
1. MARKET PENETRATION
Sell more in existing markets New
Market Development
This is the strategy of selling an existing product to new markets. This could involve selling to an overseas market or a new market segment Market development will need changes to distribution channels, pricing and promotion strategy
When to use Market Development Strategies
When an untapped market has been identified When you have excess capacity When there are attractive channels to access new markets (This is a moderate risk strategy as you already know the product but are unfamiliar with the customers)
New Existing
INCREASING RISK PRODUCTS 2. MARKET DEVELOPMENT
Sell existing products in new markets
MARKETS
Existing
1. MARKET PENETRATION
Sell more in existing markets New
3. PRODUCT DEVELOPMENT
Sell new products in existing markets
Product Development
This involves developing new products or services for existing markets This can: Be time consuming Involve an amount of research Require a degree of trialling and testing to ensure the new products/services deliver the expected outcomes or functionality Need revisiting after the initial process (iterative)
Product Development Strategies
New, innovative products Product improvements (fixes or customer feedback) Product line extensions New products to complement existing products Introduce different quality levels to existing products
When to use Product Development Strategies
When you have good R&D capabilities When the market is growing When there is rapid change in the market When you can build on existing brands When competitors have better products (New product development can be costly and involves moderate risks for the business)
New Existing
INCREASING RISK PRODUCTS 2. MARKET DEVELOPMENT
Sell existing products in new markets New
4. DIVERSIFICATION
Sell new products in new markets
MARKETS
Existing
1. MARKET PENETRATION
Sell more in existing markets
3. PRODUCT DEVELOPMENT
Sell new products in existing markets
Diversification
This is the process of selling new products to new customers or new products to new markets. Because there two unknowns this is the most risky of all four strategies.
Related Diversification
This is where the development remains within the confines of the sector, often harnessing existing product knowledge. This closeness to an existing product/service reduces the risk.
(i.e. banks developing insurance products – it is still a financial product)
Summary
Growth risks can differ substantially The matrix identifies different strategic areas in which your business COULD expand Managers need to then asses the costs, potential gains and risks associated with the other options
Using Ansoff
You can adopt more than one strategy – perhaps by segment?
Keep a balance between the strategies Don't overcommit and try and do all!
Exercise
Complete an Ansoff Matrix for your organisation
New Existing
INCREASING RISK PRODUCTS 2. MARKET DEVELOPMENT
New
4. DIVERSIFICATION MARKETS 1. MARKET PENETRATION
Existing
3. PRODUCT DEVELOPMENT
Q & A
An opportunity to put your questions to the Business Mentors
Next Session - 5pm Keynote Speech James Averdieck
Founder G
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Puds Lakehouse, Ron Cooke Hub