1. Module 2--Growth Strategies
BEC Higher
Module 2--Growth Strategies

2. Company growth
subsidiary, headquarters, sales offices, warehouses, R&D division, main plant

3. Matching to acquire; to go public; to grow; to sell off; to create;
to be listed on
the Stock Exchange;
to go bankrupt;
to lay off;
to close;
to divest
to go public;
to sell off;
to set up;
to go out of business;
to expand;
to take over;
to make redundant;
to shut down

4. differences lay sb off—make redundant—dismiss—fire
grow—invest—divest—acquire—merge—take over—go public—diversify—get listed on the stock exchange—expand—set up a subsidiary
organic growth, non-organic growth

5. Retaining the voc in context(1)
The ______ (expand) of the market creates a need for enhanced and more regular supply, and this in turn impels(驱使) commercial capital to acquire control of production as well.

6. Retaining the voc in context(2)
The main part of intellectual education is not the ________ (acquire) of facts but learning how to make facts live.

7. SAP’s organic growth New words: to stay at the top of the heap
blockbuster acquisitions
core database business
SAP-dominated business applications market

8. distant number-two player to acquire an industry solution software license internal innovation midmarket

9. acquisition—the second best strategy for growth—non-organic
“buy body parts and make a body out of it”
Organic growth—by growth of sales; by developing additional services, the ecosystem of supportive technologies
Grow faster—15%-17% in sales through internal innovation and small-scale acquisitions

10. SAP’s growth strategies against Oracle’s
FE GB AC
Oracle’s growth strategies—expansion through acquisitions, sometimes very big companies with quite different skills
SAP’s growth strategies—organic by increasing sales and small acquisitions that are closely related to what they are doing.
SAP’s long-term strategy—to increase sales to medium-sized companies and to develop a platform for all its applications.

11. Mergers and acquisitions
employees, shareholders, customers, suppliers
opportunities, threats
reason: synergies—1+1>2
reducing central functions, finding complementary activities

12. threats confusion due to the changes in name, systems or management
contracts need to be re-negotiated
changes in working conditions, possible job loss
rise in value of shares? long-term perspective?

13. opportunities better efficiency, quality, services
new opportunities in other parts of the new whole
restructuring—new responsibilities and job opportunities
definite short-term rise in value of shares

14. Dave Duffield’s letter to his employees
purpose?
tone?

15. the news? What price?
the feeling? Why?
chief work over the next few weeks?
different outlooks for the employees?
What would be a different conclusion?
final request?
continue to work with our heads held high?
a company with class?

16. Company profile Number of employees? Business specialization?
Organizational structure?
Corporate structure?

17. Your ideal employer?(1) an organization that emphasizes:
Individual responsibility and empowerment of employees
Teamwork and consensus
Clear lines of reporting and areas of responsibility
Quick decision-taking and action

18. Your ideal employer?(2) Long-term, careful planning
Creativity, innovation and taking risks
Clear and consistent procedures
Job security
Customer satisfaction
Measureable results

19. Your ideal employer?(3) Employee welfare
Financial reward for employees
Non-financial rewards(training, career development)
Informal relationships between staff and management

20. Discuss your answers with your partner.
Taking into account your partner’s preferences, recommend a job and a type of company to him/her.

21. Presenting facts
Talk about your own company, its history and its status quo.
Refer to p22 for hints for delivering presentations.

22. Interview Talk about yourself and your work, focusing on:
Skills and training needed for the job
Career prospects
Rewards of the job (financial and non-financial)
Opinion of the prospects for this sector

23. Thank you!