free trial
Log in
Manageris logoManageris logo

When two forces unite, their efficiency double. Isaac Newton

you are here : home > publications > Books

The Growth Gamble

The Growth Gamble

How to rekindle growth once the core market reaches maturity? Diversification is one means, but it is still a risky choice. This book emphasizes the importance of validating the relevance of this solution on a case-by-case basis.

Author(s): Andrew Campbell, Robert Park

Publisher: Éditions Nicholas Brealey

Date of publication: 2005

buy this book [amazon.com]


How to rekindle growth once the core market reaches maturity? Diversification is one means, but this book emphasizes the importance of validating the relevance of this solution on a case-by-case basis. Despite rather blatant self-promotion in presenting their analysis tools, the authors propose a wealth of practical advice illustrated with numerous examples. Any company considering a diversification strategy could certainly benefit from these tips.
– Based on many real-life illustrations, including McDonald's and Intel, the authors show how difficult it is to find a new business that can create profitable growth, and describe the prerequisites needed to do this in chapters 1 and 2.
– Probably the most original aspect of the book is the authors’ plea in favor of a more moderate attitude toward the pursuit of growth, described in chapter 4. For Campbell and Park, a company is better off settling for moderate or even low growth, than taking a chance on the uncertainties of an unfamiliar market. The meaning of this remark certainly becomes clear after reading the list of the pitfalls of diversification described in chapter 3.
– The book derives a large part of its value from the analysis tool proposed by the authors in chapter 5 to assess the chances of success of a diversification project.
– In addition, the last chapters offer useful recommendations on establishing a more effective idea generation mechanism (chapter 7) and defining organizational structures and performance metrics to ensure that the new business can peacefully coexist with existing businesses (chapters 8 & 9).