Documente Academic
Documente Profesional
Documente Cultură
July 2011
ET-11
Published by the College of Tropical Agriculture and Human Resources (CTAHR) and issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914, in co-
operation with the U.S. Department of Agriculture, under the Director/Dean, Cooperative Extension Service/CTAHR, University of Hawai‘i at Mānoa, Honolulu, Hawai‘i 96822.
Copyright 2011, University of Hawai‘i. For reproduction and use permission, contact the CTAHR Office of Communication Services, ocs@ctahr.hawaii.edu, 808-956-7036. The university is
an equal opportunity/affirmative action institution providing programs and services to the people of Hawai‘i without regard to race, sex, gender identity and expression, age, religion, color,
national origin, ancestry, disability, marital status, arrest and court record, sexual orientation, or status as a covered veteran. Find CTAHR publications at www.ctahr.hawaii.edu/freepubs.
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
Decisiveness: The power of focusing ing data (McGrath & MacMillan 1995). Terra Nova
The success of your business will depend on your ability Nurseries (www.terranovanurseries.com), a producer of
to identify its major problems and to focus on appropriate ornamental plants in Oregon specializing in new plant
strategies to resolve these issues. It takes a combination introduction, has followed a similar approach over the last
of courage, clear thinking, and an overall perspective on 20 years, successfully introducing over 500 new varieties.
your goal to make the critical changes to your business The challenges are in designing new production
required by your business situation. systems and business structures, selecting business
strategies, recruiting, and building teams, all with limited
Startup resources. These are some of the most important aspects
during the startup phase:
When starting a business,
your focus should be on Assemble a talented business team.
generating cash, gathering • Recruit the right partners or employees with the right
skilled labor for your busi- skills appropriate for your business.
ness, product and market- • Create a team aimed at achieving high performance
ing development, securing in management, marketing, and production.
adequate inventory, and • Keep in mind that the lack of skilled employees is
acquiring production technology. If you are not entering the first obstacle to successful implementation of a
into a conventional business, managing your new busi- business strategy.
ness will require strategic thinking and action within an
uncertain environment where key information may be Gather sufficient capital and operating cash.
missing. This is true of agribusinesses based on innova- • Your startup budget may need to cover one or two
tive products or services that stand to create new markets years of operating expenses before your business is
or change traditional products. Block and MacMillan able to generate any significant revenues.
(1985) recognized that starting a business is essentially • Try to make your financial projections realistic, es-
an experiment to test the assumptions made in its plan- pecially in regards to timing.
ning. To emphasize the importance of incorporating new
Work to remove kinks in your production system.
information in the modification of ongoing business plans
• Ensure availability of starting materials, skilled staff,
they proposed 10 milestones to guide the startup phase
agricultural inputs, production targets, and markets.
of innovative businesses:
• It is helpful to dry-run your production techniques
1. Completion of concept and product testing to iron out glitches and identify technical problems.
2. Completion of prototype • Resolve any significant remaining technical issues.
3. Initial financing • Make a better estimation of the costs of production.
4. Completion of initial plant test
5.
6.
Market testing
Production startup
Turnaround
A turnaround is critical
7. Bellwether sale when there is a need to
8. First competitive action save a failing business. It is
9. First redesign or redirection similar to radical surgery to
10. First significant price change save the life of the business.
Large corporations such as Sony followed a milestone The focus should be on
approach from their origins. Variations of milestone business restructuring and
planning have emerged, and the Block and MacMil- obtaining external advice as needed. It is a period when
lan approach evolved into discovery-driven planning, a employees may be demoralized and facing layoffs, when
process that successively transforms assumptions into decisions have to be made under time and financial pres-
knowledge by testing business models against emerg- sures. A turnaround may still fail, due to poor handling of
2
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
Remove any non-core business activities. Modify your business model for quicker response to
• Keep profit-making products or services. market needs.
• Eliminate those losing money.
Organize to learn what is working.
Make faster and bolder moves. • Identify your most profitable products.
• Revise your vision. • Identify your most productive resources and assets.
• Revise your strategies. Build and expand on them if possible.
• Revise your action plans.
Improve production systems.
Clean house at the top. • Add production shifts if needed.
• Make management changes. • Set up incentives to increase productivity at various
• Seek external qualified advice. levels.
• Recruit new people with new ideas. • Maintain quality control to ensure a consistent prod-
uct or service.
Secure early wins. • Revamp product development.
• Focus on achieving even small successes and im-
provements for morale and to sustain motivation. Design new business structures as a way to ensure
• Make some profit. financing for expansion.
• Shift mindset from despair to hope. • Explore joint ventures, partnerships, co-branding,
and/or acquisition of key suppliers and new retail
Create supporting alliances. locations. Vertical integration upstream into the
• Gain support from stakeholders to invest necessary manufacture of key production inputs or downstream
resources for the required changes. into expanded direct sales is possible.
• Generate additional investment capital if necessary. • Sell franchises or explore licensing and collaboration
• Consider strategic partnerships. options.
3
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
4
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
5
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
6
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
needed. It may also serve as a way to document your small businesses. Journal of Extension [Online], 44(2)
business potential to gather funding from prospective Article 2IAW3. http://www.joe.org/joe/2006april/iw3.
investors or financing officers. php
Acknowledgments Horan, J. (2004). The one page business plan for the
The author would like to thank Steven Chiang, Norman creative entrepreneur. Berkeley, CA: The One Page Busi-
Nagata, and Roy Yamakawa for their review of and com- ness Plan Company.
ments on this work and Dr. G. Pacheco for his help in
the preparation of this manuscript. Kim, W.C., & Mauborgne, R. (2005). Blue ocean strategy:
How to create uncontested market space and make the
References competition irrelevant. Boston, MA: Harvard Business
Bennett, B.K., & Bevers, S. (2003). Developing a compre- School Press.
hensive business planning extension program. Journal of
Extension [Online], 41(6) Article 6IAW4. www.joe.org/ Larreche, J.C. (2008). The momentum effect: How to
joe/2003december/iw4.php ignite exceptional growth. Upper Saddle River, NJ:
Wharton School Publishing.
Block, Z., & MacMillan, I.C. (1985). Milestones for
successful venture planning. Harvard Business Review, Levinson, J.C. (2007). Guerrilla marketing: Easy and
63(5): 84–90. inexpensive strategies for making big profits from your
small business. New York, NY: Houghton Mifflin.
Calloway, J. (2003). Becoming a category of one: How
extraordinary companies transcend commodity and defy McGrath, R.G., & MacMillan, I. C. (1995). Discovery
comparison. Hoboken, NJ: John Wiley. driven planning. Harvard Business Review, 73(4): 44–54.
Collins, J. (2001). Good to great: Why some companies Mitchell, D., & Coles, C. (2003). The ultimate competi-
make the leap…and others don’t. New York, NY: Harp- tive advantage. San Francisco, CA: Berrett-Koehler.
erCollins. Moskowitz, H.R., & Gofman, A. (2007). Selling blue
Collins, J. C., & Porras, J.I. (1997). Built to last: Suc- elephants: How to make great products that people want
cessful habits of visionary companies. New York, NY: before they even know they want them. Upper Saddle
HarperBusiness. River, NJ: Wharton School Publishing.
Entrepreneur Press, & Debelak, D. (2006). Business Schmitt, B.H. (2003). Customer experience management:
models made easy. Madison, WI: Entrepreneur Press. A revolutionary approach to connecting with your cus-
tomers. Hoboken, NJ: Wiley.
Gerstner, L.V., Jr. (2003). Who says elephants can’t
dance? Inside IBM’s historic turnaround. New York, Slater, R. (2002). 29 leadership secrets from Jack Welch.
NY: HarperCollins. New York, NY: McGraw Hill.
Godin, S. (2002a). Purple cow: Transform your business Watkins, M. (2003). The first 90 days: Critical success
by being remarkable. New York, NY: Portfolio. strategies for new leaders at all levels. Boston, MA:
Harvard Business School Press.
Godin, S. (2002b). Survival is not enough: Why smart
companies abandon worry and embrace change. New Watkins, M. (2009). Picking the right transition strategy.
York, NY: Free Press. Harvard Business Review, January, 47–53.