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Ceo vision dave power
- 2. Gazelles Drive The Economy
All
Companies
Net New
Jobs
Global 2000
Gazelles
Mid-Market
Startups
4 years @ 20%
© Power Strategy Inc, 2014
- 3. The $30 Million Ceiling
>
$100
Annual
Revenue
When
Acquired
(millions)
6%
$60
-‐
$100
6%
~
$50
-‐
$60
4%
$40
-‐
$50
3%
$30
-‐
$40
11%
$20
-‐
$30
16%
$10
-‐
$20
70%
Acquired
With
<$30M
In
Revenues
18%
<
$10
36%
%
of
All
So(ware
Acquisi2ons
Source:
Shea
&
Company
© Power Strategy Inc, 2014
- 4. What’s The Problem?
“Not
growing
fast
enough”
“Not
developing
great
new
products
and
services”
“No
2me”
“No
process”
(No
vision)
© Power Strategy Inc, 2014
- 5. Five Messages For Growth Company Leaders
1. Every
business
model
follows
the
S-‐Curve
2. You
can
(and
must)
stretch
the
Curve…
but
not
forever
3. To
sustain
growth
you
need
to
find
the
next
S-‐Curve
4. To
sustain
growth
predictably
you
need
an
innovaMon
process
5. Leaders
make
innovaMon
possible
© Power Strategy Inc, 2014
- 6. Five Messages For Growth Company Leaders
1. Every
business
model
follows
the
S-‐Curve
2. You
can
(and
must)
stretch
the
Curve…
but
not
forever
3. To
sustain
growth
you
need
to
find
the
next
S-‐Curve
4. To
sustain
growth
predictably
you
need
an
innovaMon
process
5. Leaders
make
innovaMon
possible
© Power Strategy Inc, 2014
- 8. The Tyranny of the S Curve
Revenue
$30M
$10M
Time
© Power Strategy Inc, 2014
- 9. LoJack: 1992-2007
250000
Lojack
Revenues
200000
150000
Hot
Growth
Company
100000
InternaMonal
Expansion:
Boomerang
AcquisiMon
50000
0
Dealers
InstallaMon
Plan
1
1992 2
© Power Strategy Inc, 2014
3
4
5
6
7
8
9
10
11
12
13
14
15
2007
16
- 10. Lojack:
1992
-‐
2007
250000
Lojack
Revenues
200000
Hot
Growth
Company
150000
100000
InternaMonal
Expansion:
Boomerang
AcquisiMon
50000
0
Dealers
InstallaMon
Plan
1
1992 2
3
4
40.0%
5
6
7
8
9
10
11
12
13
14
15
2007
16
Lojack
Annual
Growth
Rates
35.0%
30.0%
25.0%
Gazelle
20.0%
15.0%
10.0%
5.0%
0.0%
1
© Power Strategy Inc, 2014
2
3
4
5
6
7
8
9
10
11
12
13
14
15
- 11. LoJack: 1992-2012
Lojack:
1992
-‐
2012
250000
Lojack
Revenues
200000
Market
SaturaMon
Declining
Car
The^s
GPS
CompeMtors
(OnStar)
150000
100000
50000
0
1992 2
1
3
4
5
6
50.0%
7
8
9
10
11
12
13
14
15
16
17
18
19
20
2012
21
15
16
17
18
19
20
Lojack
Annual
Growth
Rates
40.0%
30.0%
20.0%
10.0%
0.0%
-‐10.0%
1
-‐20.0%
-‐30.0%
-‐40.0%
© Power Strategy Inc, 2014
2
3
4
5
6
7
8
9
10
11
12
13
14
- 12. $30
LoJack
Stock
Price
$25
$20
$15
$10
$5
$0
1
4
7
10
13
16
19
22
25
28
31
34
37
40
43
46
49
52
55
58
61
64
67
70
73
76
79
82
1995
2000
2005
2010
© Power Strategy Inc, 2014
- 14. Five Messages For Growth Company Leaders
1. Every
business
model
follows
the
S-‐Curve
2. You
can
(and
must)
stretch
the
Curve…
but
not
forever
3. To
sustain
growth
you
need
to
find
the
next
S-‐Curve
4. To
sustain
growth
predictably
you
need
an
innovaMon
process
5. Leaders
make
innovaMon
possible
© Power Strategy Inc, 2014
- 17. Ways To Stretch The S-Curve
Market Penetration
New Geographies
New Segments
Pricing and Packaging
Rollup
© Power Strategy Inc, 2014
- 18. Five Messages For Growth Company Leaders
1. Every
business
model
follows
the
S-‐Curve
2. You
can
(and
must)
stretch
the
Curve…
but
not
forever
3. To
sustain
growth
you
need
to
find
the
next
S-‐Curve
4. To
sustain
growth
predictably
you
need
an
innovaMon
process
5. Leaders
make
innovaMon
possible
© Power Strategy Inc, 2014
- 22. Phones and Tablets
$160.0
$140.0
$120.0
$100.0
$80.0
$60.0
$40.0
$20.0
$-‐
2001
2002
© Power Strategy Inc, 2014
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
- 24. Five Messages For Growth Company Leaders
1. Every
business
model
follows
the
S-‐Curve
2. You
can
(and
must)
stretch
the
Curve…
but
not
forever
3. To
sustain
growth
you
need
to
find
the
next
S-‐Curve
4. To
sustain
growth
predictably
you
need
an
innova^on
process
5. Leaders
make
innova^on
possible
© Power Strategy Inc, 2014
- 28. Listening to Customers
•
•
•
•
What are your top priorities these days?
What are you most worried about?
How could you improve things?
What if….?
Your Job: Listen with empathy
§ What would it be like to be your customer?
§ What problems are worth solving?
© Power Strategy Inc, 2014
- 37. Five Messages For Growth Company Leaders
1. Every
business
model
follows
the
S-‐Curve
2. You
can
(and
must)
stretch
the
Curve…
but
not
forever
3. To
sustain
growth
you
need
to
find
the
next
S-‐Curve
4. To
sustain
growth
predictably
you
need
an
innova^on
process
5. Leaders
make
innova^on
possible
© Power Strategy Inc, 2014
- 43. Five Messages For Growth Company Leaders
1. Every
business
model
follows
the
S-‐Curve
2. You
can
(and
must)
stretch
the
Curve…
but
you
can’t
forever
3. To
sustain
growth
you
need
to
find
the
next
S-‐Curve
4. To
sustain
growth
predictably
you
need
an
innova^on
process
5. Leaders
make
innova^on
possible
© Power Strategy Inc, 2014
- 45. Continue the Dialogue
Email:
dave@powerstrategy.com
Website:
www.powerstrategy.com
Twiber:
@WDavidPower
© Power Strategy Inc, 2014