{"id":903,"date":"2014-12-15T07:30:47","date_gmt":"2014-12-15T07:30:47","guid":{"rendered":"https:\/\/dhp.co.uk\/?p=903"},"modified":"2019-04-02T09:00:14","modified_gmt":"2019-04-02T09:00:14","slug":"ensure-viability-long-term-growth","status":"publish","type":"post","link":"https:\/\/dhp.co.uk\/ensure-viability-long-term-growth\/","title":{"rendered":"Supporting the viability of long-term growth"},"content":{"rendered":"\n\t

As CEO, one of your many responsibilities is likely to be leading the development and execution of your company\u2019s long-term strategy in order to maximise shareholder value. And maximising shareholder value usually means growing the business \u2013 growing sales, growing revenues, growing margins and growing profits. So it\u2019s no surprise that for most CEOs, the bulk of their time is devoted to product development, marketing, sales and their people. This is the essence of a profitable business \u2013 designing and developing high-quality products, engaging with your target markets, and acquiring large volumes of profitable new business. Yet all of this is restricted unless the business also achieves operational excellence, as this delivers competitive advantage \u2013 at the heart of any successful business is an effective operation.<\/p>\n

Operations \u2013 a facilitator of growth<\/h2>\n

Operations may not be viewed as a direct driver of growth, but it is most definitely a critically important facilitator of growth.<\/strong>\u00a0Intelligently-engineered products, a bold and compelling marketing strategy and a confident and capable sales force are all key components. But will all your effort in these areas deliver competitive advantage and the rate of growth you forecasted if they\u2019re not supported by efficient and effective operations?<\/p>\n

In my experience when I\u2019ve seen a business attempt to drive additional volume through an operations team that\u2019s not geared up to manage the workflows, they inevitably erode the whole customer sales experience, resulting in high attrition rates in your sales pipeline. This impacts both new and existing customers, damaging service levels and weakening customer satisfaction.<\/p>\n

Do you know if your existing operations in both front and back office have the capability and capacity to take on new business?<\/p>\n\t

Growth is never by mere chance; it is the result of forces working together.<\/p>\n