创业管理成功创建新企业31277 barringer.pptx

14-1Chapter14StrategiesforFirmGrowthBruceR.BarringerR.DuaneIreland

14-2ChapterObjectives

1of2Explainthedifferencebetweeninternalgrowthstrategiesandexternalgrowthstrategies.Identifythekeystoeffectivenewproductdevelopment.Explainthecommonreasonsnewproductsfail.Discussamarketpenetrationstrategy.Explain“internationalnewventure”anddescribeitsimportancetoentrepreneurialfirms.Discusstheobjectivesacompanycanachievebyacquiringanotherbusiness.

14-3ChapterObjectives

2of2Identifyapromisingacquisitioncandidate’scharacteristics.Explain“licensing”andhowitcanbeusedasagrowthstrategy.Explain“strategicalliances”anddescribethedifferencebetweentechnologicalalliancesandmarketingalliances.Explain“jointventures,”anddescribethedifferencebetweenascalejointventureandalinkjointventure.

14-4InternalandExternalGrowthStrategies

1of2Involveeffortstakenwithinthefirmitself,suchasnewproductdevelopment,otherproductrelatedstrategies,andinternationalexpansion.InternalGrowthStrategiesRelyonestablishingrelationshipswiththirdparties,suchasmergers,acquisitions,strategicalliances,jointventures,licensing,andfranchising.ExternalGrowthStrategies

14-5InternalandExternalGrowthStrategies

2of2

14-6InternalGrowthStrategiesNewproductdevelopmentOtherproduct-relatedstrategiesInternationalexpansion

14-7AdvantagesandDisadvantagesofInternalGrowthStrategiesAdvantagesDisadvantagesIncremental,even-pacedgrowth.Providesmaximumcontrol.Preservesorganizationalculture.Encouragesinternalentrepreneurship.Allowsfirmstopromotefromwithin.Slowformofgrowth.Needtodevelopnewresources.Investmentinafailedinternalgrowthstrategycanbedifficulttorecoup.Addstoindustrycapacity.

14-8NewProductDevelopment

1of3NewProductDevelopmentInvolvesthecreationandsaleofnewproducts(orservices)asameansofincreasingfirmrevenues.Inmany