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1) Introduction to Hypergrowth Strategies This chapter considers how hypergrowth: is the rapid expansion of an organization; is not restricted to the

private, commercial sector but can be seen in governmental and voluntary organizations; can be ephemeral; often occurs at times of rapid technological change; has been a feature of organizational life since the eighteenth century. 2) What Is Meant by Hypergrowth? This chapter examines the following concepts relating to hypergrowth: Hypergrowth occurs when an organization is growing at a much faster rate than other similar organizations. Hypergrowth may be successful or unsuccessful. The latter often leads to the demise of the organization. A rapidly increasing market share is an indicator of hypergrowth. Cashflow and the input of resources need very careful control during a period of hypergrowth. Hypergrowth organizations are most likely to be found at the adolescence stage of the organizational life cycle. The adolescence stage is also when companies are most vulnerable to takeovers. A succession of high market share in a growing market (stars) are a feature of successful hypergrowth companies. Governments etc. may step in to limit hypergrowth if they feel that the stability of the market is threatened or that a monopoly is developing. 3) The Evolution of Hypergrowth This chapter examines how hypergrowth has evolved. It explains how: Hypergrowth began with new ways of financing ventures in the eighteenth century as more and more of the general population in developed countries had an opportunity to invest. The Industrial Revolution brought about a transformation in both communication and the size of organizations laying the foundations for even greater hypergrowth. Henceforth growth occurred in industry rather than as a result of land ownership. Both world wars, devastating as they were, gave companies opportunities to expand and brought forth technological developments. Since 1945 the ICT, finance and leisure sectors have experienced hypergrowth. Growth in dot-com companies was initially very rapid but many investors pulled out as it became apparent that quick returns were not to be had. 4) The E-Dimension This chapter explores how: The development of the Internet has allowed all kinds of companies to expand their customer base. The vast majority of organizations whether in the private or public sector now have a presence on the Web. Suppliers of Internetrelated products have been best placed to take advantage of the growth in the Internet and e-commerce. Some of these companies, e.g. Cisco, have experienced hypergrowth. There is still a reluctance among some consumers to purchase online. 5) The Global Dimension of Hypergrowth This chapter discusses how: Hypergrowth will often involve organizations moving into global markets. The globalization aspects of hypergrowth are political and social issues, in addition to economic ones. Inducements are often offered by governments in order to attract expanding foreign companies. As Nike discovered, consumers in the developed world are increasingly concerned about human rights. Growing





globally involves taking on board new methods of doing business that are in tune with local culture reasons for going global Hypergrowth Strategies: The State of the Art This chapter explores the following current trends: Strategy can be a plan, a ploy, a pattern, a position or a perspective. Improperly managed hypergrowth can be destructive. Hypergrowth leads to increased profits and power. Hypergrowth provides the company with considerable bargaining power with both its suppliers and customers power that should be used fairly. The survival of suppliers is important to the hypergrowth company. Wage costs can be cut by relocation. Joint ventures, franchises, mergers, and acquisitions are means of entering new markets. Cashflow can easily become a problem during rapid expansion as exposure increases. Customers, their gaining and retention are the ultimate factor in hypergrowth. Hypergrowth Success Stories What are the secrets of hypergrowth? This chapter explains the phenomenon of hypergrowth by case studies on: Carnival Group; Airbus Industrie; and Samsung Key Concepts and Thinkers Get to grips with the lexicon of hypergrowth through the ExpressExec hypergrowth glossary in this chapter, which also covers: key concepts; key thinkers. Ten Steps to Hypergrowth This final chapter provides some key insights into managing hypergrowth, covering the following steps: know the customer; understand the market; sort out the money; be at the cutting edge; control costs; remember the value chain; be the best; forge alliances; have and communicate a vision; control the growth