The document discusses identifying and supporting "gazelle companies", which are defined as small, fast-growing firms that experience over 60% growth in employment over 3 years. It suggests gazelles will be key to leading the UK out of recession and creating many new jobs. However, gazelles are difficult to identify, especially during an economic downturn. The document explores tools like the Commercial Mosaic business classification system that can help public agencies spot gazelles and determine how best to support their continued growth.
A Presentation delivered to Cumbria Vision at an Event in Penrith exploring whether High Growth Businesses are an Urban or Rural Phenomenon in Cumbria. In fact they are both
Tfm&A Presentation Business Links Case Study Final Ged Amends Wed 19t...Ged Mirfin
An Award Winning Presentation which received one of the highest number of views ever from the conference on the Building of the Business Performance Index and how it was used to respond to the Economic Downturn
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The document discusses identifying and supporting "gazelle companies", which are defined as small, fast-growing firms that experience over 60% growth in employment over 3 years. It suggests gazelles will be key to leading the UK out of recession and creating many new jobs. However, gazelles are difficult to identify, especially during an economic downturn. The document explores tools like the Commercial Mosaic business classification system that can help public agencies spot gazelles and determine how best to support their continued growth.
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An Award Winning Presentation which received one of the highest number of views ever from the conference on the Building of the Business Performance Index and how it was used to respond to the Economic Downturn
A presentation originally delivered at the International Enterprise Promotion Conference showing ho Business Link North West used Data to deliver an Award Winning Multi-Channel Marketing Strategy
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An Overview of the Business Performance Index with reference to Data Stewardship and Communities of Practice Strategies based on Etienne Wenger and Malcolm Gladwell
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What Does The Future Hold For Economic Development And Regeneration V2Ged Mirfin
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PeruEduca ofrece capacitación gratuita en habilidades técnicas y blandas a jóvenes de bajos recursos en Perú. El programa busca mejorar el acceso a educación de calidad para promover el desarrollo profesional y personal. La capacitación incluye cursos de inglés, informática, liderazgo y emprendimiento.
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High growth businesses it's a life stage problem not a journey to shangri-laDaveWaller
This document summarizes a paper examining the notion that high growth is a function of the life-stage of a business's development, not just its journey. It critiques the public sector's focus on "gazelle" companies and obsession with hunting only the fastest growing firms. While growth is not always linear, some sectors and companies will inevitably face more barriers during an economic downturn. High growth is better defined by a business's life-stage and capacity. The document also introduces Project EV, a private initiative to provide accelerated support to select high-growth companies in Liverpool through mentoring and collaborative office space.
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This document summarizes a paper examining the notion that high growth is a function of the life-stage of a business's development. It discusses previous public sector approaches that focused on hunting "gazelles" - fast growing small companies. However, it notes that gazelles are difficult to track as they develop. It also argues that high growth is determined by a business's life-stage and sector, not just age, and that the definition of high growth needs to account for economic conditions. The document aims to critically re-examine assumptions about high growth companies and identify sectors in the Liverpool area of Merseyside that could benefit most from accelerated business support.
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Internal Diseconomies of Scale occur when a firm expands beyond its optimal scale of production. This can lead to rising average costs as variable costs outweigh falling fixed costs. There are also management diseconomies that can occur in large firms, including communication difficulties, slow decision-making, bureaucracy, and information overload for managers. Small firms are able to survive despite potential economies of scale for large firms by focusing on niche markets, providing personalized service, flexibility to changing markets, and through collective marketing and buying arrangements that provide scale advantages. Franchising also allows small operators to benefit from size advantages through support from larger franchisers.
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Data Marketing Show Presentation Final VersionGed Mirfin
This document discusses using data and customer insights to engage stakeholders through demand-pull marketing. It advocates moving from supply-push marketing approaches to identifying latent customer demands. Segmenting data on commercial risk levels in regions allows for highly targeted messaging that increases relevance and engagement. The document provides an example of how drilling down to specific high-risk business segments in Sefton enabled crafting marketing messages addressing their key concerns.
What Does The Future Hold For Economic Development And Regeneration V2Ged Mirfin
The document discusses different models of local economic partnerships and how they balance local government influence and local business influence. It also examines issues around public sector vulnerability, start-up activity, and achieving significant growth. Spatial geography is discussed, noting how competition between local enterprise partnerships could accelerate performance gaps between high and low growth local economies.
PeruEduca ofrece capacitación gratuita en habilidades técnicas y blandas a jóvenes de bajos recursos en Perú. El programa busca mejorar el acceso a educación de calidad para promover el desarrollo profesional y personal. La capacitación incluye cursos de inglés, informática, liderazgo y emprendimiento.
The summary introduces the key events and characters in the document:
The document is a transcript of an Absolutely Crazy Christmas Special involving the Simselves of several Sims players. The Simselves are given significant others as Christmas presents and attend a chaotic Christmas dinner together. The narrative also checks in on the Chandler legacy family as they celebrate Christmas with snowmen, presents, and a family photo.
CrXPRT reliably evaluates the performance and battery life of devices running the Google Chrome operating system (OS). The benchmark provides an intuitive user interface, a runtime allowing it to be completed within half of a typical work day, and easy-to-understand results.
This document provides an agenda and overview of a presentation on Business Link Northwest's Business Performance Index (BPI). The BPI is a data warehouse that combines various business data sources to provide decision support for planning interventions. The presentation discusses how the BPI can be used to identify high growth companies and struggling businesses through commercial segmentation and risk profiling. Identifying these companies early allows support to be targeted effectively and outcomes measured. Segmenting the data further by region increases the relevance for decision makers.
A Presentation delivered to the ISBE Institute of Small Business & Entrepreneurship in Liverpool to a Select Audience of Academics Specialising in Small Business Economics
High growth businesses it's a life stage problem not a journey to shangri-laDaveWaller
This document summarizes a paper examining the notion that high growth is a function of the life-stage of a business's development, not just its journey. It critiques the public sector's focus on "gazelle" companies and obsession with hunting only the fastest growing firms. While growth is not always linear, some sectors and companies will inevitably face more barriers during an economic downturn. High growth is better defined by a business's life-stage and capacity. The document also introduces Project EV, a private-sector funded initiative to provide support to 15 high-potential companies in Liverpool through mentoring and collaborative office space.
High growth businesses it's a life stage problem not a journey to shangri-laDaveWaller
This document summarizes a paper examining the notion that high growth is a function of the life-stage of a business's development, not just its journey. It critiques the public sector's focus on "gazelle" companies and obsession with hunting only the fastest growing firms. While growth is not always linear, some sectors and companies will inevitably face more barriers during an economic downturn. High growth is better defined by a business's life-stage and capacity. The document also introduces Project EV, a private initiative to provide accelerated support to select high-growth companies in Liverpool through mentoring and collaborative office space.
High Growth Businesses Its A Life Stage Problem Not A Journey To Shangri LaGed Mirfin
This document summarizes a paper examining the notion that high growth is a function of the life-stage of a business's development. It discusses previous public sector approaches that focused on hunting "gazelles" - fast growing small companies. However, it notes that gazelles are difficult to track as they develop. It also argues that high growth is determined by a business's life-stage and sector, not just age, and that the definition of high growth needs to account for economic conditions. The document aims to critically re-examine assumptions about high growth companies and identify sectors in the Liverpool area of Merseyside that could benefit most from accelerated business support.
Do successful companies think differently and act differently? Do they fear recession? How do they stay
at the helm as market or technology leaders? Do they pile on cash for future or invest now?
The document discusses different types of startups and lessons learned about building startup ecosystems. It outlines four main types of startups - lifestyle startups that allow owners to pursue a passion, social entrepreneurship startups that solve social problems, small businesses that support families, and scalable startups designed for growth. It also examines the factors that contributed to the success of Silicon Valley's ecosystem, including government investment, university research, a culture that embraces risk, and the necessary infrastructure, culture, tools, and motivations.
Lars Dalgaard SuccessFactors Stanford May1109Burton Lee
Lars Dalgaard is the founder and CEO of SuccessFactors, an enterprise software company that provides cloud-based talent management solutions. In his presentation at Stanford Engineering School, he discusses his journey starting the company in 2001 and how it has grown significantly since its founding. He outlines SuccessFactors' strategy and culture of execution, transparency, and customer success that has led to strong growth and market leadership. The company now has over 4.7 million users across more than 2,700 customers globally.
The Edelman Privacy Risk Index reveals that privacy risks are at an all-time high for businesses. It identifies key drivers of privacy risk, such as a company's industry, geographic footprint, and the type of information collected. Fewer than half of surveyed companies effectively manage privacy practices around communications, business operations, and data protection. This leaves many businesses highly susceptible to privacy incidents with potential regulatory, financial, and reputational consequences. The report introduces the Edelman Privacy Risk Index tool to help companies assess and prioritize their privacy risks.
The document provides an overview of the key functions of a business. It discusses the nature of business activities and decision making as well as inputs such as goods, services, and customers, and outputs such as products. It then summarizes the main business functions of production, marketing, finance, and human resources which are responsible for converting materials into goods, identifying customer needs, managing finances, and overseeing personnel respectively.
George W. Buckley Chairman, President and Chief Executive Officerfinance10
George Buckley presents an emerging strategy for growth at 3M. He outlines 3M's core competencies in applying coatings to various backings using precision manufacturing. Buckley describes how 3M leverages its technology platforms across multiple markets through sharing technologies and an "adjacency lattice" approach. The strategy emphasizes growing 3M's core businesses, gaining scale in large markets, and increasing relative share in smaller markets through globalization and a focus on innovation.
This document summarizes different types of businesses and routes to starting a new business. It describes new businesses, startups, franchising, outright purchase, buy-in, and buy-out as different routes. The main types of business are described as manufacturing, retailing, and services. Each type is defined and its characteristics, examples, advantages, disadvantages, and required resources are outlined. The document also discusses non-profit companies, profit companies including public companies, private companies, personal liability companies and state-owned companies. It briefly covers closed corporations, partnerships, and sole traders.
Internal Diseconomies of Scale occur when a firm expands beyond its optimal scale of production. This can lead to rising average costs as variable costs outweigh falling fixed costs. There are also management diseconomies that can occur in large firms, including communication difficulties, slow decision-making, bureaucracy, and information overload for managers. Small firms are able to survive despite potential economies of scale for large firms by focusing on niche markets, providing personalized service, flexibility to changing markets, and through collective marketing and buying arrangements that provide scale advantages. Franchising also allows small operators to benefit from size advantages through support from larger franchisers.
This document discusses firms and their classification, growth, and economics of scale. It begins by classifying firms by industry, sector, ownership, and size. Small firms exist for several reasons like market size, consumer preferences, and flexibility. Firms can grow internally or externally through mergers. Mergers can be horizontal, vertical, or conglomerate, and are often done to achieve rationalization. Economics of scale refer to lower costs from increased production, while diseconomies refer to higher costs. Both internal and external scales can impact firms and industries.
This paper focuses on the retail sector in the South East, including the motor trade and wholesale. There are around 83,000 retail
SMEs (including sole traders) across the South East, employing around 567,000 people. More than half (56%) are in the "shops & stores" sub-sector.
Business disruption is a growing challenge for all industries. See how your industry could be affected by disruption with Accenture's disruptability index.
Gauging Business Disruption with the Disruptability Index | Accentureaccenture
Accenture research reports business disruption is a growing challenge for all industries. See how your industry could be affected by disruption with Accenture's disruptability index. Read more.
Der Edelman Privacy Risk Index℠ ist eine globale Studie zum Thema Datensicherheit und Datenschutz. Für die Studie wurden die Angaben von 6.400 Datenschutz- und Datensicherheitsverantwortlichen in Unternehmen aus 29 Ländern von der unabhängigen Forschungseinrichtung Ponemon Institute ausgewertet.
Edelman Privacy Risk Index Powered by PonemonEdelman
Privacy risks are at an all-time high according to the Edelman Privacy Risk Index. Businesses are struggling to manage privacy practices that contribute most to risk, such as operating globally, in highly regulated industries like financial services and health, and failing to prioritize privacy. The document discusses how lack of resources, expertise, transparency, employee engagement, and regulatory compliance leave companies highly vulnerable to privacy breaches and associated reputational and financial damages.
The document provides guidance for marketing in startups. It discusses the current economic environment which favors proven revenue streams and fast payback periods. It distinguishes strategic from tactical marketing and emphasizes the importance of understanding customers through conversations to develop and refine product concepts. The document advises marketing a solution to a well-defined customer problem and testing hypotheses directly with prospective customers.
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High Growth Lancashire Lcdl Presentation Anonymised
1. Growing Our Way Out of
Recession: Supporting Fast
Growing Companies
Friday 12th November 2009
Ged Mirfin – BLNW Chief Data Officer
Landes Land – Lead Data Warehouse Developer
Presentation to Lancashire County Developments Ltd.
2. What is the BPI
• Nationally Recognised “Business Objects” data
base covering businesses in the North West.
• An evidence based data warehouse.
• Used to inform decision makers about planning
interventions or policies.
• Compliant with Data Protection legislation
• Is the central repository for Business Link data
and Management Information
• A system that can map commercial business
classification systems to the language used in
Local Government and Business Support
• The first B2B profile driven database in the
public sector
4. Which companies will lead us out of
recession?
240
220
200
180
Percentage
UK Average
Gazelle Low
160
Gazelle High
140
120
100
80
Year 0 Year 1 Year 2 Year 3
5. Can public sector support
agencies identify these
companies…
... and should we?
6. Which Companies Will Lead Us Out Of The
Recession?
• Some Economists believe that 50% of new jobs will be
from less than 1% of a regions company base.
• High Growth companies (Gazelles) will increase
Turnover by between 25% and 30% in the next 4
years.*
• Although Employee Growth will lag behind it is likely to
be in the region of 20% per annum.*
• Can Public Sector agencies stimulate growth and
ensure that Gazelle Companies fulfil their maximum
potential?
• Can Public Sector support agencies engage effectively
with these companies and should we try?
*NESTA – “Measuring Business Growth: High-Growth Firms and Their
Contribution to employment in the UK” – Oct 09
7. Tracking Gazelles
• Route out of recession is to back gazelles
• A gazelles are defined as small, fast growing companies (in reference
to the fact they can jump higher and run faster than their peers),
• Gazelles according to one accepted definition are defined as
companies that have experienced at least 60% growth in employment
and additionally deflated turnover (turnover adjusted for inflation) over
a 3 year period.
• But…they are extremely difficult to spot
• In the current economic climate especially so….
• Many Gazelles caught in the cross-hairs as the economic recession
continues to find its mark wounding some, badly disabling others and
bringing an unfortunate minority to their knees
• 3 Years Growth is now more likely 2 Years Growth and 1 Year
of Decline
• Some Gazelles are now not able to run as fast or jump as high
• Even in more favourable Economic conditions trained
Business Hunters found Gazelles difficult to target:
8. Conserving Gazelles
Prominent Markings to
look for: Scientists and/
Young (Late or Academics
20s/Early 30s), Independent
Highly Educated Businesses
Business Owners
High Technology
Entrepreneurial Knowledge –Based
Businesses
Niche activities or
Specialised Advanced
Product Offerings Manufacturing Newer
within Older or using Precision Businesses do
Traditional Technology not have SIC
Industries Codes
Opposite Ends Risk
Based on Specialist Spectrum 75%
Industrial Parks & Low/25% Very High
Technology Centres Risk
9. What is Commercial Mosaic?
•Commercial MOSAIC is a business classification system
•Categorises UK businesses into 13 groups and 50 distinct types,
based on key variables that influence business behaviour
•It uses a descriptive naming convention
•Commercial MOSAIC segmentation system
includes:
•Demographics – Age of business, number
of employees, turnover, principals’
background
•Classification – Businesses with shared
demographics are grouped together
•Propensity – Broad description of the
classification that indicates a business’ likely
behaviour, for example, in its purchasing.
10. The Family or Genus Gazelle
Commercial Mosaic Commercial Mosaic Features
Group Type
Directors under 30 & Well Educated
Highly productive and skilled work force
Mature businesses -64% Employ >100
Monumental Monoliths Farsighted High Flyers Large Range Business Activities inc. Food, Manufacturing, Textiles,
Recreation, Sport, Luxury Goods – Niche Business
Trade Specialist Industrial Centres or Retail Parks
Highly specialised type engaged manufacture specialist equipment and
precision instruments esp. telecomms & IT
Specialist Suppliers Hi Tech Highlights Medium Sized Businesses
Independent
Based Specialist Industrial & Technology Parks
Newer Independent Businesses
High Risk – 30% Chance Failure
Wide Range Activities: Specialist Wholesale, & Retail, Business Support
Independent Entrepreneurs Developing Dynamos Services & Recreation
Small Business but with Very High Amounts of Turnover from Highly Skilled
& Productive Staff
Especially Prevalent in North West
New Independent Businesses. One Third 2 to 3 Years Old
So New many not have SIC Codes assigned to them
High Risk – 346% Chance Failure
Independent Entrepreneurs Wide Range Activities: Specialist Wholesale, & Retail, Business Support
Fledgling High Fliers
Services & Recreation
One Third Grow to Employee Much Larger Nos. of Employees
As Specialist Suppliers first move is generally to specialist industrial parks
Independent Low Risk High-Tech Businesses
Engaged Diverse Range of Activities but esp. R&D and Chemical Processing,
Energetic Enterprises Professional Professors Especially Prevalent in Northwest Trading from Specialist Industrial &
Technology Centres near Universities & Hospitals
New “Knowledge-Based” Businesses
Especially Prevalent amongst Digital & Crossover Media, Support Services to
Energetic Enterprises Support Supremos Financial Industry – High Salaries
Low Risk Businesses in Areas of High Prosperity. Serviced Offices
11. Gazelles
A gazelle company is an American expression for small, fast growing companies (in reference to the fact they can
jump higher and run faster than their peers), that creates many job opportunities. Fast growing firms ("gazelles")
are defined as companies that have experienced at least 60% growth in employment and additionally deflated
turnover (turnover adjusted for inflation) over a 3 year period.
Baby Gazelles: Galloping Gazelles: Large Gazelles:
Young, and usually Fast-expanding “little Gazelles who turn into
small, high growth giants”. Dynamic SMEs major corporations.
enterprises often in new Grow very quickly
Young, start-up or spin- industries that generate from Start-Ups into
out firms. large numbers of new Large
“Adolescent” High-Tech jobs. Organisations
Companies. The subset of high-
growth enterprises Farsighted High Flyers
Developing Dynamos, which are 3 but typically
Fledgling High Flyers, 5 years or older.
Professional Professors
Hi-tech Highlights,
Support Supremos
“Early Start-up “Early Maturity “Late Maturity
phase: Phase: Phase:
Up to 3 Years” 3 to 7 Years” 7 to 10 Years”
12. The Power of the BPI: Identifying High Growth Potential Companies
How do you Identify a…
North West Actively Trading
Business Locations (425,770) …company that is in a
potential high growth
classification…
MOSAIC Gazelles (66,700) …that is mature…
…with a reasonable
turnover…
Age Over …employing 10+ people?
Three Years (18,491)
Turnover
Above £400k (1,465)
What do these look like?
Employing 10+ (440)
-This information is based on data provided by Experian. The data has been subject to further analysis by Business Link North West
13. The Power of the BPI: Identifying High Growth Potential Companies
North West Actively Trading
Business Locations (425,785)
MOSAIC Gazelles (66,702)
Age Over
Three Years (18,490)
Turnover
Above £400k (1,464)
Employing 10+ (440)
-This information is based on data provided by Experian. The data has been subject to further analysis by Business Link North West.
14. The power of the BPI: identifying potential high growth companies
-This information is based on data provided by Experian. The data has been subject to further analysis by Business Link North West
15. The size of the prize – economic impact
High Growth Companies
445
Average Headcount
Current Headcount
3 Year Headcount Growth
New Jobs Average Turnover
Current Turnover
3 Year Turnover Growth
New Turnover
Estimate Estimate
120%
25
11,125
13,350 £1.0m
100%
£445m
£445m
16. Action Plan Statistics
Action Plan Themes: Intensively Assisted Gazelles
Theme Occurances % Theme Occurances %
Sales & Marketing 18 12.68% Export 6 4.23%
Training, Skills & Workforce
Development 16 11.27% Staffing, Recruitment & HR 4 2.82%
Supply Chain Membership &
Network Access 15 10.56% Graduate Placement 3 2.11%
R&D, Innovation & NPD 12 8.45% Environmental Directives 3 2.11%
Business Diagnostics, Knowledge Transfer
Benchmarking & Planning 12 8.45% Programme 2 1.41%
Raising Finance, Capital
Expenditure & Debt
Refinancing 10 7.04% IPR 2 1.41%
Leadership, Management &
Business Coaching 8 5.63% Subsidiaries 1 0.70%
Process Improvement, Efficient
& Lean Manufacturing 8 5.63% Health & Safety 1 0.70%
CRM & Database Management 7 4.93% IT 1 0.70%
New Market Entry & Market
Research 6 4.23% Succession Planning 1 0.70%
New Premises, New Build &
Business Relocation 6 4.23% Total 142 100.00%
17. The difference with Gazelles is not the type of question
they ask it’s the complexity of the issue they face…
Category of Assistance Gazelle Specific Example
R&D, Innovation and NPD Collaborating with local Higher Education Institution
in Grant Funded R & D Knowledge Transfer Project
Sales & Marketing Market Scoping Research Project on Need for
Specialist Footwear for those who suffer general foot
discomfort in order to offer products into the
mainstream market
Training & Skills Training of Specialist Staff working in the
construction, manufacture and assembly of
equipment in the Nuclear Industry
New Machinery, Process Improvement, Improvement Production Processes in Specialist
Retooling Marine Manufacturing Company producing products
for the offshore oil extraction industry
Capital Expenditure Access to Finance for Relocation Precision
Manufacturing Plant
Relocation & New Premises Consolidation of Manufacturing Plant on Single Site
Location including relocation Welsh Manufacturing
Plant to North West
Export JV in Eastern Europe
Relationship Management, Networking, Obtaining Membership of and Maximising Network
Membership Cluster Organizations/Networks Opportunities through the Northwest Aerospace
Alliance
18. Locating Gazelles: Geography & Sector
• Key Segments (82.45% of Total) include: Developing Dynamos (29.1%) - Newer
Independent Businesses involved in Specialist Wholesale, & Retail, Business
Support Services & Recreation employing Highly Skilled & Productive Staff;
Support Supremos (28.64%) New “Knowledge-Based” Businesses Especially
Prevalent amongst Digital & Creative Sector - Crossover Media Businesses
and Hi-tech Highlights (24.71%) Highly specialised type engaged in the
manufacture of specialist equipment and precision instruments especially
telecommunications & IT, based on Specialist Industrial & Technology Parks.
19. Gazelles – Defining Features
• Gazelles concentrated in Strategic
Investment Areas - 62.36% in Objective 1
& 2 Zones
• 58.43% however are concentrated in
Wards exhibiting Average or Above
Prosperity
• SIC is virtually useless when it comes to
identifying Gazelles 25.17% of the
Gazelles we identified have SIC Codes
beginning with Other or Ending with the
phrase Not Elsewhere Classified!
• 65.13% of the Gazelles we identified had a
turnover less than £5M.
21. Issues
• Gazelles require complex kinds of
support placing much higher levels of
demand on Public Sector Agencies
• Gazelles are “Elite Businesses”.
• Supporting them is resource
intensive requiring prioritisation at
the expense of existing Business
Sectors!
• Should We Be Doing This?
22. How can we work together
to ensure that we combine
BLNW’s intelligence with
the experience we have in
the region?