FRT - 110530 - BED - Why are some companies luckier than others - Arjen Brussé
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FRT - 110530 - BED - Why are some companies luckier than others - Arjen Brussé



FRT - 110530 - BED - Why are some companies luckier than others - Arjen Brussé

FRT - 110530 - BED - Why are some companies luckier than others - Arjen Brussé



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  • Our point of view is based on our extensive experience of working with dynamic, fast growth businesses for more than 30 years and from the unique insight gained from our Entrepreneur of the Year program – now running for over 20 years and operating in over 40 countries It is our belief that only exceptional companies will grow to become market leaders. To be exceptional, companies need to successfully address the 6 key business challenges – regardless of their stage of growth. Our experience shows us that exceptional companies are those that successfully utilize their key attributes to successfully address these challenges. The key challenges and the most important attributes are illustrated on Exceptional Enterprise Wheel over the page
  • To become a market leader, companies go through 3 stages of growth – Emerging Enterprise, Rapid Growth Enterprise and Next Generation Market Leader To be exceptional we believe companies need to utilize their most important attributes (shown on the outer circle) to help them successfully address the 6 key business challenges Regardless of the stage of growth, the challenges remain the same. However, the nature and importance of the challenge will change with growth. For example Managing Risk is likely to be more important to a Next Generation Market Leader than it will be to an Emerging Enterprise Ernst & Young can help ambitious companies to address these challenges. Not only do we have the knowledge and expertise to do so, but we also share many of the attributes that make companies exceptional. This is why integrity, quality, team work and leadership are part of our own DNA. Lets take a closer look at how these key challenge change as a company grows Questions Do you recognise that these are the most important challenges? Which of the attributes do you think are most important?
  • 30 May 2011 Page

FRT - 110530 - BED - Why are some companies luckier than others - Arjen Brussé Presentation Transcript

  • 1. It’s not luck that makes a market leader ‘ The exceptional enterprise model’ Flevum Business Executive Dinner
    • Arjen Brussé, 30 mei 2011
  • 2. Page Entrepreneur of the Year
  • 3. Snel groeiende bedrijven in NL
        • Europe’s Top 500:
          • NL is nr. 3 met de meeste snel groeiende bedrijven
          • Jumbo supermarkten, Centric, Meltwater, Mediq, Das Rechtsbijstand,
          • Sterke sectoren: bouw, transport, biotech en dienstverlening
        • Gazellen Limburg:
          • Otto Workforce, Dynagroup, Reinaert Kliniek, Taxi Nelissen
        • Aantal gazellen in NL in 1999 – 2009:
          • Industrie 633 446
          • Bouw/groothandel 837 613
          • Dienstverlening 900 1500
    Exceptional Enterprise model Page
  • 4. What is the Exceptional Enterprise model? Exceptional Enterprise model Page
    • Ernst & Young’s collective insight gained through working with dynamic, fast growth enterprises, combined with the viewpoints of 250 market leading businesses
    • A thought-provoking framework of the six key business challenges companies must address and the actions that they need to take to become a next generation market leader
    • Relevant to all Companies
    • To share the unique experiences of these market leading businesses and to better understand the comparative challenges and opportunities you face
    Why we bring it to you?
  • 5. The Exceptional Enterprise model - What the market leaders say Exceptional Enterprise model Page Execution Market leader Transactions and Alliances Managing Risk Managing Finance People Recruitment and Retention Growth Company Operational Effectiveness Customer Recruitment and Management
  • 6. Fast growth company life cycle Complexity of finance function, size, scalability, role of technology, management competence Top Index entry Time Revenue/ Gross Profit Emerging Rapid Growth Public/Market Leader
    • Emerging
    • Identifying market opportunities
    • Identifying sources of funding
    • Recruiting the right people to kickstart the business.
    • Mostly funded by savings and debt
    • Rapid Growth
    • Focus their energies on becoming a supplier of choice for their most valuable customers,
    • Managing expansion
    • Securing additional capital
    • MBO
    • Venture Capital and Private Equity besides Founders
    • Privately Funded
    • Public/Market Leader
    • Working effectively across global networks,
    • Balancing entrepreneurial spirit with corporate culture
    • Optimizing their capital structure
    • Mostly Public Companies
  • 7. Exceptional Enterprise model Page Emerging Enterprise Rapid Growth Enterprise Next Generation Market Leader Key Challenge Customer Recruitment & Management Operational Effectiveness Transaction & Alliances People Recruitment & Retention Managing Finance Managing Risk Build Solution to Meet Customer Need Become Supplier of Choice for Key Customers Provide Seamless, Global Solutions Establish Core Competencies Develop Scaleable, Cost Effective Infrastructure Manage Global Operations Partner for Customer Value Evaluate Strategic Acquisitions Build Corporate Development Agenda Secure & Manage Risk Capital Obtain & Manage Sufficient Expansion Capital Optimize Capital Structure Build Leadership Team Manage Turnover & Expansion Balance Entrepreneurial Spirit & Corporate Culture Address Short Term Risks Adapt to Changing Risk Profile Manage Global Enterprise Risks What are your strengths ?
  • 8. Contact list Exceptional Enterprise model Page 13 Area/Sub-area BE/NE Arjen Brussé +31 (0)88 407 38 62 [email_address] Eugene Heijnen +31 (0)77 321 3444 [email_address] Ernst & Young Assurance | Tax | Transactions | Advisory About Ernst & Young Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 130,000 people are united by our shared values and an unwavering commitment to quality. We make a difference by helping our people, our clients and our wider communities achieve potential. For more information, please visit Ernst & Young refers to the global organization of member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. © 2010 EYGM Limited. All Rights Reserved. EYG no. This publication contains information in summary form and is therefore intended for general guidance only. It is not intended to be a substitute for detailed research or the exercise of professional judgment. Neither EYGM Limited nor any other member of the global Ernst & Young organization can accept any responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication. On any specific matter, reference should be made to the appropriate advisor.