The document outlines strategies for business growth and efficiency in response to market conditions, urging companies to shift from reactive to proactive practices. It identifies five key growth opportunities, including product innovation and channels to market, while emphasizing the importance of a suitable functional structure. Recommendations include regularly reviewing business strategies, dedicating time to strategic functions, and innovating product offerings.

2. Social Media
Follow: @TheBusJourney
Hashtag: #SMEJourney

4. Insight Inspiration Growth
2020 Vision for your Business
“Ensuring Your Business is Response-able”
The Business Journey
17th September 2019

5. GDP Growth

6. FTSE 100 (2016 to present)
Brexit Vote
23rd June 2016
Today

7. FTSE 100 (1985 to present)
Depression
October 2007
Today

8. Future Growth
Whether a recession appears or not, it’s response-able
practice for businesses to look ahead, re-evaluate, re-align
their resources and re-jig their product / service lines - this
creates a streamlining, which leads to better efficiency of
product and production.

9. React v Respond in Business: Which to Choose?
Reacting is…
o Emotional
o Aggressive
o Defensive
o Tense
o Fast and sub-conscious
o Unaware of the long-term
consequences.
Responding is…
 Soothing
 non-threatening
 Constructive
 Conscious and self-aware
 Considerate of everyone’s well-being
When it comes to the “react v respond”
debate, responding is clearly better.
Your choices aren’t neutral – they’ll
either improve a situation or make it
worse.
Reactions lead to more reactions, while
responses lead to discussions and
solutions.

10. 5 Growth Opportunities
Opportunity no.1: Product Innovation (pricing & packaging)
Opportunity no.2: Channels to Market
Opportunity no.3: Functional Structure
Opportunity no.4: Capability
Opportunity no.5: Succession Planning

11. 5 Growth Opportunities
Opportunity no.1: Product Innovation (repricing & repackaging)
Opportunity no.2: Channels to Market
Opportunity no.3: Functional Structure
Opportunity no.4: Capability
Opportunity no.5: Succession Planning

12. Innovation and Channels

13. Functional Structure
Business
Infrastructure
(Costs ££)
Business Strategy
(Growth & Equity Value)
Business
Operations
(Cash ££)
 Accounting and Finance  Vision
 Daily Operations
Management
 Administration
 Capacity Planning &
Strategy
 Sales
 Secretarial
 New Products / Pricing
& Packaging
 Marketing
 Human Resources  Positioning
 Product / Service
Design
 Information Technology  Channels to Market
 Product / Service
Delivery
 Legal  Client Management  Client Service
 Compliance  Joint Ventures / M&A  Training
 Premise Management  Culture

14. Functional Structure
Business
Infrastructure
(Costs ££)
Business Strategy
(Growth & Equity Value)
Business
Operations
(Cash ££)
 Accounting and Finance  Vision
 Daily Operations
Management
 Administration
 Capacity Planning &
Strategy
 Sales
 Secretarial
 New Products / Pricing
& Packaging
 Marketing
 Human Resources  Positioning
 Product / Service
Design
 Information Technology  Channels to Market
 Product / Service
Delivery
 Legal  Client Management  Client Service
 Compliance  Joint Ventures / M&A  Training
 Premise Management  Culture

15. Recommendations
 Acknowledge you need to get your head up or you will potentially miss
growth opportunity
 Review your current business functional structure – is it fit for purpose?
 Plan and spend 1 day per month on more valuable strategic functions
 Innovate / reprice & repackage your product / service
 Identify new channels for your new products / services

16. Insight Inspiration Growth
Jim Henderson – Founder & Director
E: jimhenderson@harrisonjamespartnership.com
M: 07817 745958
W: https://www.harrisonjamespartnership.com

17. Questions for Jim

18. Date for the diary
The next Business Journey
event
November 12