A slow growth in the market causes plenty of uncertainty for leaders in business. One thing you can count on is the necessity to discover improvement in the earning line of your company. In the time period 2013 to 2015 the subject was topline growth. Our economy had been slow for a long time, so we all wanted to get back to growth and a few critical industries began to expand with a brisk pace. Demand for housing was an important positive sign. Housing, one of the largest engines for overall economic growth, was growing at rates of 15-20%. The automotive sector was also recovering well, and businesses were doubling down on their growth on their top line after several decades of stagnation. Being afloat in the rising tides is a great start but growth only when the economy offers it to you is not the recipe for long-term success. You are a genius growing and many blame external factors for the decline. Being well-positioned for economic lifts and lulls is essential, but outperforming the market is where your business is distinct. What is the rate of growth in a flat market? Yes. Actually, there are opportunities available in the current environment that make it very achievable. The simple fact that competition could limit their investments provide opportunities however you need to think differently in comparison to those who compete. One of the companies we will discuss had suffered a decrease in revenue for three years in a row, with a total decline of 37 percent. The timing was right that the news about economics covered the actual events shares were being lost in the core of the business. Utilizing the strategies in this series of articles this company was able to return to growth-oriented operations with an increase of 19% annually and the growth in EBIT of five times. The increase in revenue was so rapid, the company achieved 100% market share with its top and third customers, while achieving 60% market share with its second largest from an initial 7.7% of the customer. The growth in the economics of the group during this time... was 4%. The top competitor was removed as a business from a highly successful privately traded business. This is how winning looks like with the right goals process, structure, and organizational processes as well as development and... the right leadership. Investors could have been content by a growth rate of 4%, according to economic conditions, but the best firms take their share from competitors. There are a handful of winners right this moment, and it's all down to the investments or lack thereof that were made in order to make companies more capable of successful today. The seeds are planted 18-24 months prior to the start of the year. If you aren't taking share today, you probably weren't making the right decisions a few years ago. While we're not able to hop into the back of a DeLorean and travel back in time, we can start 18-24 months from today. Some leaders feel boxed in because of the lack of growth. It limits the amount which can be used in the direction of growth plans, and several companies are reducing their the amount of growth investment as we speak. Are they likely to gain market share in the next 18-24 months or do they lose out to their rivals? If they all behave the same manner, the stagnation of shares will continue in their field. Butwhat happens if one does make a few smart investments? What happens when a business from the competitive set begins to take market share? Two things are happening, first, at least one of the group are losing market share. Additionally, they're gaining momentum. Momentum that takes an enormous amount of energy to keep up with those who decide to compete with them for market share. In a holding pattern or waiting for another budget cycle etc. means you are positioned to be vulnerable as being one of the largest market share contributors to a growth oriented competitor. for more detail please visit:- https://ads-tracking.de/ get video tool sac en belgique London Exhibition Displays Does growth seem possible in a slow economy? I was appointed as President of a business that had experienced a decline in sales of 37% over the span of three years. The strategic direction change resulted in an increase of 75% over the three years following. Although the leadership change was a crucial element, the focus was on making a change in the direction of the company instead of just changes in the leaders of the business. How did a small firm with sales of $180 million take $60m in business from the biggest company in their field, with a multi-billion dollar budget? They certainly didn't surpass their rival. In fact, this boost was made without an acquisition, without adding facilities, and adding only 3 additional employees. The first revenue came in only 12 months after the concept was created, and grew to $60m within three years. For the leader in scale in the industry, the $60m loss represented approximately 2% of sales. It may seem insignificant, but what happens would happen if the economic outlook is growing by 3-4 percent and you are losing 2percent, it means you underperform expectations. Consider the reverse of the $180m business that has earned 33% growth? They truly create value for their investors. There is no one formula for this kind of performance. It is imperative to make use of every tool you have. You must focus on all aspects the business. This series will discuss each of these areas and strategies that are results-oriented to reach. The optimism about the future of demand for which there is a lot has started to wane in 2016. Businesses I speak with are currently in a state of transition and overwhelmed in many instances. There is an evident shift to indecisiveness as well as reduction in costs. The truth is, it shouldn't be the case that you have to choose between growth or cost. This is the point where "And" comes in. We need to increase high yield revenue and better efficiency in our business consistently. Too often we limit our businesses by believing there is one or other. Insisting that one or the other is more significant, puts half your staff off the field. If you are focusing on cost is the sales team working as hard as they could for new revenue? If revenue is the primary goal of the business Are operations truly making costs as low as possible? Are SG&A getting out of hand If revenues decrease? Perhaps. Growing in a slow economy is feasible, but usually only for a single rival in the set. The one who is positioned to expand. You must be able to discern one or more specific initiatives which are driving growth for your company. It's best to make a real connection, not a speculation. If you introduce new products, and the sales go up you may think that it's from the launch, but I would suggest looking into the data and understanding what the gains in sales are actually coming from. If you're able to attract new customers and you can observe the increase in new customers and the sales to these customers, you're on the right path. As long as you aren't compensating losses in another place it is likely that you are growing your shares at the expense of others. If you are unable to tie the business's growth to any specific project or initiative it's likely that you're doing what you can to keep up with the trends. Rising when the market rises decreasing when the market falls. It's possible that you'll benefit if your competitors fail, but it is as likely you'll be disadvantaged if the competition you are competing with steps into the game. This article is not solely focused on the growth of revenue. They are focused more on earning growth. Earnings growth is the metric of achievement. The reduction in costs, the increase in revenue and new customers, brand new products as well as the list of positive topics we frequently discuss are good indicators however how often do we get great signs, yet a disappointing fall through to below the EBIT line? This is all too often. So, step one to be taken by the COO, CEO President, or COO is to establish the proper goals. A singular goal of that is the EBIT line. Everything else is an indicator of Key Process (KPI). KPIs are great tools, and are they are extensively discussed in this series. KPIs, however, are not currencies. Also, ratios aren't currency. Ratios like return on sales, return on invested capital, return on assets, gross margin, etc. are measures of the company's effectiveness in producing... EBIT dollars. Dollars are fuel, currency, and appeal for your investors. Too often we get distracted from the single purpose and the drive to meet the KPIs, ratios, and other goals. While important, if we achieve 6/10, do we have the best EBIT production? Maybe. Even respected managers and Vice Presidents can be misled by the ratios we use. I've had to deal with resistance to business initiatives when I was CEO of these firms because initiatives appeared "dilutive" to the business as a whole. This comes from living the ratios rather than living the EBIT. A company with 15 percent operating profit contemplating adding sales to yield 12% operating earnings would see these new sales as being diluted to the overall business operating earnings. Perhaps , it falls to 13.5 percent. There are however more EBIT dollars total. Imagine turning down lucrative sales just because they are slightly less profitable units as your current units. That is what we do each day while we follow the numbers. It happens frequently at all levels of organizations when they're not focusing correctly. This causes available business for our competition to acquire and impedes some of our growth. The measures that your investors are interested in which is why EBIT is the basis. Earnings per share are not affected by revenue, but by production of EBIT dollars. If you're a privately-owned business, it will not be valued as EPS but rather as the multiple used to evaluate the business. A higher number of EBIT dollars divided by the multiple leads to a better value for their investment in the business. If management is focused on the ratio, not EBIT we have them focused on something that is not in alignment with the investors. When I listen to a business unit's President or CEO describe a business as a 15% company I can tell that it is passed on to the management team as a company guided by ratios and not the earnings. My advice is to employ KPIs for measuring the accomplishment of goals cascaded across the organization, and also ratios to measure the effectiveness of your work. Keep the ratios within the boardroom and with investors. Keep the KPIs in your management team , and then cascading as much as possible within the organization where there are control points to control the KPI. We'll cover in this series more details about setting objectives, cascading the goals, setting and measuring KPIs and coordinating responsibilities in subsequent sections. Companies can get distracted by their KPIs and charts , and lose sight of the real outcomes. It is imperative we not become distracted by activities and charts and do not see how much impact on the bottom line. Some good... concepts KPIs by themselves do not bring gain or improvement in profit. You require ideas. It is possible to set a goal for growth for a specific client and track it on a monthly basis with no idea of how to achieve it, but without an approach it may be an ineffective way to measure it. Perhaps your team has been sitting by and not putting forth all of their effort. Setting an objective and keeping track of it could spur extra effort and generate some movement. It is my belief that this isn't often the case and I don't think it's sustainable growth strategies. Remember, you need to continue to build on the growth of the past. It is a good idea to remember that the "work harder" strategy is only one-timer. You need an idea that is preferably a couple of good ones. They can come from anywhere however if the company is not used to them or aren't accustomed to working with them it will fall on the CEO or President, COO, senior VP, etc. to initiate the process. There are naturally-minded people. It is likely that you know one or two, but likely don't know who they are. Most likely , they're those who make suggestions in meetings which are then rejected. That thing that was dismissed... is probably the idea that started that you'll need. They could have been onto something that other people were not aware of. Listening is the start of an idea that is followed closely by looking. The senior leadership of your business must be open to ideas, promote their development, and make them more effective. Listening can start with listening to colleagues, customers, competitors, the people who work in your plant and those around your company. The ideas often aren't fully developed and must be put together. It is rare that an idea is conceived out of the blue. It usually starts with the description of a problem that has no solution. The answer is in how your idea can be integrated. In the process of accepting problems, you can embrace ideas for growth.