By Graeme K. Deans;Fritz Kroeger
Easy methods to in achieving sustained company progress even within the hardest fiscal times. Author A.T. Kearney surveyed a few 29,000 international businesses over fourteen years and studied greater than 80 businesses extensive, with the intention to verify how the easiest businesses keep growing in sturdy instances and undesirable. in accordance with this large study and at the most sensible practices of the main winning companies, Stretch! provides a pragmatic, step by step plan for confident natural progress.
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2 Revenue Growth versus Share Price for Coca-Cola 20% $80 Revenue growth $70 Share price 15% $50 10% $40 5% $30 Share price (US$) Revenue growth $60 $20 0% $10 –5% $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Source: The Coca-Cola Company 2002 Annual Report. levels, EVA, and profit margins. For the first few years, the strategy paid off. In fact, 1997 proved to be a record year for Coca-Cola’s ROE, which topped 61 percent. Also in that year, its economic profit reached US$3,325 million, and its share price rose to US$67.
Finally, in Part IV, we describe some approaches to execution— making the stretch model of growth work. We recommend how to leverage the Value-Building Growth Matrix and look at various implementation considerations. In the final chapter of the book, we summarize our conclusions and walk out on some limbs to predict the future of corporate growth. Part I THE GROWTH LANDSCAPE Chapter 1 Mapping the Challenges and Hurdles to Growth G rowth is a universal mandate for business leaders. Every CEO talks about it.
Let’s look at a macro view of the state of growth among today’s top companies. In terms of value creation, the situation is grim. S. companies, has declined more than 5 percent in total for three consecutive years. The S&P 500 suffered a similar disappointing streak, with total declines of more than 11 percent over the same period. Indexes around the world—CAC in France, DAX 15 16 The Growth Landscape in Germany, and FTSE in the United Kingdom—echoed with their own disappointing numbers. This loss of shareholder value, in part, is the result of a confluence of factors.
