This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
Explore a Capabilities-driven Growth Strategy (CDS) framework by ex-McKinsey & Big 4 consultants. Gain insights on sustainable growth, market opportunities, and capability development. Capabilities-driven Growth is a 27-slide PPT PowerPoint presentation slide deck (PPTX) available for immediate download upon purchase.
Sustainable growth necessitates a Capabilities-driven Strategy (CDS), instead of the conventional market-driven approaches, focusing on anything that customers want.
A coherent Capabilities-driven Growth Strategy demands from the organizations to establish 3 main factors prior to its execution:
• An assortment of product or service offerings
• A unique capabilities system, which competitors can't imitate
• A Value Proposition reverberating with what customers need
The Capabilities-driven Growth Strategy entails capitalizing on the organization's current strengths, utilizing all possible ways—e.g., existing or adjacent markets, organic channels (Marketing or Innovation), or inorganic methods (M&A). The Capabilities-driven Strategy allows the leaders to achieve growth by combining all means in an Agile way, as long as they are in alignment with the organization's existing competences and Competitive Advantages.
This presentation provides a detailed overview of 4 Growth Strategy approaches that can place organizations on the path to achieve profitable, long-term development:
1. In-market Opportunities – Before looking into other businesses and diversifying into new markets, senior leadership should review their strategies in the existing markets and contemplate ideas on how to explore further growth avenues.
2. Near-market Opportunities – It is typical for organizations to look into nearby markets when thinking of expansion. These adjacent markets although seem attractive, but are developed by other enterprises using their capabilities systems that aren't straightforward to emulate.
3. Disruptive Opportunities – Disruption has become an overused buzz word these days, suggesting its ubiquity. However, business leaders must differentiate between an innovative evolutionary industry change and true disruption.
4. Capability Development – Successful Growth Strategy takes into account both in-market and near-market growth supported by appropriate capabilities to enhance revenue and capital for informed investments. It perpetuates a culture of Transformation and Innovation, since the three approaches reinforce each other.
This PowerPoint presentation on Capabilities-driven Growth Strategy also includes some slide templates for you to use in your own business presentations.
The presentation includes practical examples and case studies that illustrate how leading companies have successfully implemented Capabilities-driven Growth Strategies. It also provides actionable insights and templates to help you customize and apply these strategies within your own organization.
This PPT slide presents a strategic framework for maximizing growth potential within existing markets by leveraging in-market opportunities before pursuing new markets. It highlights the common oversight of leaders who often overlook untapped potential within their current customer base and market dynamics. Senior leadership is encouraged to reassess market strategies to identify new business and revenue sources. Key actions include identifying gaps between customer needs and current offerings, influencing customer adoption of new or improved products through effective communication strategies, and enhancing organizational capabilities to bridge these gaps. Optimizing existing resources and understanding customer needs can lead to substantial growth without the risks of entering new markets.
This PPT slide illustrates how organizations navigate the technology landscape by crossing capability boundaries. Companies in IT, telecommunications, and entertainment are expanding their operational scope. Major players like Apple, AT&T, and Google are categorized across technology capabilities such as Connectivity and Transport, Hardware, Software, Support and Services, Content Aggregation and Distribution, and Content Production. Google and Netflix have ventured into digital content production, indicating a strategic pivot towards integrating content creation with existing services. In contrast, Microsoft and Apple have not yet entered content production, highlighting potential growth areas. Crossing capability boundaries requires significant investments and adaptation to market demands, making it critical for executives to assess competitive positioning and identify market gaps for future growth.
This PPT slide outlines the Capabilities-Driven Strategy (CDS), focusing on customer orientation and sustainable capabilities. A well-structured corporate strategy enhances an organization’s ability to attract and retain customers. The 3 core components driving a CDS are Value Creation, Product and Service Fit, and the Capabilities System.
Value Creation involves all organizational levels understanding how to generate customer value, aligning efforts towards satisfaction and loyalty. Product and Service Fit ensures offerings utilize the same capabilities system, meeting customer needs effectively. The Capabilities System, comprising 3 to 6 distinct capabilities, acts as the engine of Value Creation, enabling organizations to adapt to market changes and maintain relevance. This structured methodology supports strategic positioning and operational effectiveness for sustainable growth.
This PPT slide presents a capabilities-driven strategy framework for organizations expanding into new business segments. It outlines 4 growth approaches: "Capability Development," which enhances existing competencies for market positioning; "In-market Opportunities," focusing on capitalizing on current market dynamics for immediate growth; "Near-market Opportunities," exploring adjacent markets to leverage capabilities and create new revenue streams; and "Disruptive Opportunities," preparing for market disruptions that alter the competitive landscape. The interrelationship among these approaches is crucial for fostering continuous improvement and aligning with long-term growth objectives.
Capabilities development is essential for driving in-market and near-market growth. Its effectiveness depends on an organization’s market position, the distinctiveness of its capabilities, and their relevance to market opportunities. Organizations with weak capabilities should enhance growth strategies and improve service offerings, especially in low-growth markets. Firms in high-growth markets must proactively adapt to changes requiring new skills rather than diverting focus to less relevant markets. Companies stable in declining markets should reassess strategies, explore near-market opportunities, and revisit business models for expansion. Sustained profitable growth relies on continuous exploration of in-market opportunities, leveraging data, gaining insights, and optimizing human resources to achieve strategic adjacencies and refine capabilities. Aligning capabilities with market demands is crucial for effective growth.
Source: Best Practices in Growth Strategy, Distinctive Capabilities PowerPoint Slides: Capabilities-driven Growth Strategy PowerPoint (PPTX) Presentation Slide Deck, LearnPPT Consulting
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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