Ask The Thought Leader

On Tuesday, April 2, 2013, the Growth Team MembershipTM will present a case-based best practice on how BP built an end-to-end process that used segment-based insights to drive marketing initiatives. The webcast will show how BP:
• Used stakeholders’ segmentation priorities to help shape the study
• Conducted a balance of qualitative and quantitative segmentation research
• Developed and prioritized consumer segments
• Embedded segment attributes with tailored study deliverables and global workshops
• Used segment-specific insights to shape marketing decisions

A company whose revenue increases more slowly than GDP is five times more likely to succumb, usually through acquisition, than a company that expands more rapidly than GDP. Furthermore, many companies with strong revenue and growth and high shareholder returns compete in "favorable" growth environments. In short, to outperform competitors and succeed in the long term, companies must achieve top-line growth by competing in the right places, and at the right times.

This Webcast explores this topic in greater detail and presents Frost & Sullivan’s approach to achieving growth through this critical activity.

Successful geographic expansion processes should be repeatable and built upon comprehensive due diligence of a country's attributes, market size, resident or potential competitors, and customer base. This knowledge dramatically raises the odds of a successful entry.

This Webcast explores this topic in greater detail and presents Frost & Sullivan’s approach to achieving growth through this critical activity.

An overwhelming number of executives point to innovation as the cornerstone of their companies’ future success. They point to breakthrough innovations as the way to reignite industries, reengage customers, and lead to long-term increases in sales. For those innovations to meet these high expectations, they must be supported by a well-executed introduction to the market.

This Webcast explores this topic in greater detail and presents Frost & Sullivan’s approach to achieving growth through this critical activity.

Companies looking to increase share of customer wallet, erode competitors' market share, and boost revenue must incorporate new product (and service) development into their growth strategies. It is for this reason that investment in new product development is considered such a strong predictor of a company's future value.

This Webcast explores this topic in greater detail and presents Frost & Sullivan’s approach to achieving growth through this critical activity.

As companies have cut expenses to the bone to contend with the recent recession, most CEOs have come to the basic realization that you can’t cut your way to growth. They have therefore returned to a focus on growing the top line. In fact, Frost & Sullivan’s recent annual CEO survey indicates just that: a vigorous re-centering on new sources of revenue. One path an organization might take to increase revenue is to expand vertically: to take an existing product or service into a new market with an untapped customer base.

This Webcast explores this topic in greater detail and presents Frost & Sullivan’s approach to achieving growth through this critical activity.

Successful companies understand where, and how, their customers want to buy, and they do everything they can to reach them through those preferred channels. Enduring, high-performing relationships with distributors are therefore critical to a company’s ability to differentiate from competitors and reach the greatest number of end users.

This Webcast explores this topic in greater detail and presents Frost & Sullivan’s approach to achieving growth through this critical activity.

On Wednesday, February 20th, 2013, the Growth Team Membership™ will present a case-based best practice on how HCL Technologies uses a three-step transformation process to invest in a collaborative, employee-focused, customer-centric business model.
The webcast shows how HCL Technologies:
• Realigns the organization to support the value zone*
• Establishes a culture of transparency and collaboration
• Develops tools and processes to support and empower employees operating in the value zone

*The value zone is where the essential work of the company occurs. HCL defines the value zone for the IT outsourcing industry as the interface between employees and customers.

Customers are the source of revenue for any company, and their preferences and behaviors largely determine an organization’s success or failure. Indeed, a company’s survival is dependent upon its ability to provide a customer with value, and for that value to translate into top-line growth. While an undeniably large tent, Frost & Sullivan defines “customer strategy” as the process of increasing revenue by better understanding, anticipating, and responding to customers’ changing needs.


This Webcast explores this topic in greater detail and presents Frost & Sullivan’s approach to achieving growth through this critical activity.

In spite of the risks associated with M&A, today’s competitive environment makes it nearly impossible for an organization to achieve its growth objectives through organic growth alone. Indeed, recent studies suggest companies that don’t complement internal growth with external activity, such as M&A, find it increasingly difficult to provide the top-line and bottom-line results that shareholders expect. Companies looking to expand into new markets, pursue new innovation opportunities, and hit aggressive targets must therefore build M&A into their growth strategies.

This Webcast explores this topic in greater detail and presents Frost & Sullivan’s approach to achieving growth through this critical activity.