Tools for Business Survival and Growth

The University of Auckland Business School
Christchurch, New Zealand

Course Format: Classroom | E-learning | Virtual Class | Online/Live | On-site/In-house | Blended | Self-paced

Course Description:

'' - What keeps a business alive?
- How can an organisation mobilise ideas to remain competitive and thereby survive?
- What is corporate survival through venturing; how can it generate new ideas from within the organisation?
- How can these ideas gain an advantage and successfully be brought to market?

Organisations can only survive if they deliver competitive products or services. In order to deliver these outcomes, rather than downsizing as a knee-jerk reaction, the organisation has to build and mobilise the appropriate core competencies that enable the delivery of products or services. The real challenge to deliver outcomes that the market needs and values.

Corporate venturing as a survival strategy addresses the life cycle of successful ventures that originate from within existing businesses by providing an understanding of the driving forces for gaining advantage through innovation, the assessment of opportunities, the creation of solutions and the eventual adoption of these in the marketplace.

Corporate venturing is ’intrapreneurship’ - entrepreneurial behaviour within the established organisation, by taking into account the already established culture, systems and people and using these to build advantage to survive competitive and other forces impacting on the enterprise.

Who should attend?
This course is designed for CEOs, general managers, product managers, marketing managers and senior managers within the organisation who are tasked with sustaining growth or who are accountable for retaining the advantage of the organisation’s products or services.

Learning outcomes
By the end of this course, you will have a practical understanding of how to survive a turbulent business environment by leveraging the organisation’s existing capabilities to find and turn ideas into winners in the marketplace. You will have:
- a clear understanding of why the organisation has to build and leverage certain capabilities
- a tool to identify product or service opportunities
- a tool to generate new product or service ideas
- a framework to analyse opportunities in order to spot the potential successes
- a matrix tool to assist management with planning actions to convert ideas into new ventures
- tools to deal with a market that has to adopt a new product or service.

Content
Background to survival:
- The need for new products or services
- The need for competitive advantage and how to obtain it
- The corporate venturing process
- The importance of core competencies
- Corporate learning - how competencies are obtained
- An integrated business model; turning knowledge and ideas into products and services that provide value

Generating ideas within the organisation:
- Realising that the solution lies within the enterprise
- Innovation - change that adds value
- Structuring a process to discover new opportunities
- Product innovation tool
- Service innovation tool

Assessing possibilities and opportunities:
- So what? Where does the idea fit and what are the benefits?
- Who cares? Determining the path to market
- Why you? Building a competitive advantage to deliver the new ideas

What next? Corporate action:
- Areas to develop - using the Bell-Mason Diagnostic as a tool to define key result areas
- Business options; considering sale of the idea, licensing, internal development, new division, spin-out, joint venture, new venture
- Determining action areas; these are areas where the organisation has to develop capabilities in order to successfully develop, deliver and market the novel concept
- Determining action objectives that work
- Determining the action matrix - a tool to plan, initiate, monitor and drive venturing actions

Adoption of the results:
- Understanding your clients’ responses
- Novelty in the marketplace
- The adoption curve
- Different adoption patterns in the marketplace
- The chasm - different client groups have different needs and react differently to novel solutions
- Crossing the chasm - how to penetrate the mainstream market
- Growing the new venture

Closing out:
- Putting it all together as a cohesive survival approach
- Defining some key post-course action plans
...''

Elements of this syllabus are subject to change.

Phone:+64 3 364 2470

School Address/Venue(s):

Continuing & Bridging Education
University of Canterbury
Private Bag 4800
Christchurch 8140
New Zealand

Jobs & Resumes: Christchurch
Houses & Roommates: Christchurch
Travel Agencies: Christchurch

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