Description
All businesses go through natural stages of development and evolution. Businesses are dynamic entities with somewhat predictable courses of action derivedfrom their natural product/industry growth cycle and their specific current business situation.
Entrepreneur’s Toolbox
July 2011
ET-11
Published by the College of Tropical Agriculture and Human Resources (CTAHR) and issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914, in co-
operation with the U.S. Department of Agriculture, under the Director/Dean, Cooperative Extension Service/CTAHR, University of Hawai i at M?noa, Honolulu, Hawai i 96822.
Copyright 2011, University of Hawai‘i. For reproduction and use permission, contact the CTAHR Offce of Communication Services, [email protected], 808-956-7036. The university is
an equal opportunity/affrmative action institution providing programs and services to the people of Hawai‘i without regard to race, sex, gender identity and expression, age, religion, color,
national origin, ancestry, disability, marital status, arrest and court record, sexual orientation, or status as a covered veteran. Find CTAHR publications at www.ctahr.hawaii.edu/freepubs.
A
ll businesses go through natural stages of develop-
ment and evolution. Businesses are dynamic entities
with somewhat predictable courses of action derived
from their natural product/industry growth cycle and
their specifc current business situation. The STARS
model (Watkins 2003, 2009) in Figure 1 provides a
perspective on business evolution and development that
identifes the most common business situations:
• Startup
• Turnaround
• Accelerating growth
• Realignment
• Sustaining success.
The ability to navigate successfully in each situation is
crucial to the success of individual businesses. These
basic concepts were developed by Michael Watkins,
professor at Harvard Business School, and have been
Practical Business Transition Strategies
Kheng T. Cheah
Department of Tropical Plant and Soil Sciences
applied to business analysis and development, group
management, leadership transitions, and career planning.
This paper summarizes strategies and actions that
can be used for each business situation. This information
is meant to stimulate new perspectives and thinking in
agribusiness owners and managers. The STARS model
is used as a frame of reference, but the suggested strate-
gies have been compiled from a variety of sources in the
business literature. Some of the references relate to well-
known large organizations, but the business concepts
introduced are for the most part applicable to both large
companies and small businesses.
Your business situation and the STARS model
Look at Figure 1 and try to identify your current busi-
ness situation. Then read about your options, which are
covered in the sections below.
Figure 1. STARS model (drawn from Watkins 2003 and 2009).
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
2
Decisiveness: The power of focusing
The success of your business will depend on your ability
to identify its major problems and to focus on appropriate
strategies to resolve these issues. It takes a combination
of courage, clear thinking, and an overall perspective on
your goal to make the critical changes to your business
required by your business situation.
Startup
When starting a business,
your focus should be on
generating cash, gathering
skilled labor for your busi-
ness, product and market-
ing development, securing
adequate inventory, and
acquiring production technology. If you are not entering
into a conventional business, managing your new busi-
ness will require strategic thinking and action within an
uncertain environment where key information may be
missing. This is true of agribusinesses based on innova-
tive products or services that stand to create new markets
or change traditional products. Block and MacMillan
(1985) recognized that starting a business is essentially
an experiment to test the assumptions made in its plan-
ning. To emphasize the importance of incorporating new
information in the modifcation of ongoing business plans
they proposed 10 milestones to guide the startup phase
of innovative businesses:
1. Completion of concept and product testing
2. Completion of prototype
3. Initial fnancing
4. Completion of initial plant test
5. Market testing
6. Production startup
7. Bellwether sale
8. First competitive action
9. First redesign or redirection
10. First signifcant price change
Large corporations such as Sony followed a milestone
approach from their origins. Variations of milestone
planning have emerged, and the Block and MacMil-
lan approach evolved into discovery-driven planning, a
process that successively transforms assumptions into
knowledge by testing business models against emerg-
ing data (McGrath & MacMillan 1995). Terra Nova
Nurseries (www.terranovanurseries.com), a producer of
ornamental plants in Oregon specializing in new plant
introduction, has followed a similar approach over the last
20 years, successfully introducing over 500 new varieties.
The challenges are in designing new production
systems and business structures, selecting business
strategies, recruiting, and building teams, all with limited
resources. These are some of the most important aspects
during the startup phase:
Assemble a talented business team.
• Recruit the right partners or employees with the right
skills appropriate for your business.
• Create a team aimed at achieving high performance
in management, marketing, and production.
• Keep in mind that the lack of skilled employees is
the frst obstacle to successful implementation of a
business strategy.
Gather suffcient capital and operating cash.
• Your startup budget may need to cover one or two
years of operating expenses before your business is
able to generate any signifcant revenues.
• Try to make your fnancial projections realistic, es-
pecially in regards to timing.
Work to remove kinks in your production system.
• Ensure availability of starting materials, skilled staff,
agricultural inputs, production targets, and markets.
• It is helpful to dry-run your production techniques
to iron out glitches and identify technical problems.
• Resolve any signifcant remaining technical issues.
• Make a better estimation of the costs of production.
Turnaround
A turnaround is critical
when there is a need to
save a failing business. It is
similar to radical surgery to
save the life of the business.
The focus should be on
business restructuring and
obtaining external advice as needed. It is a period when
employees may be demoralized and facing layoffs, when
decisions have to be made under time and fnancial pres-
sures. A turnaround may still fail, due to poor handling of
3
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
required changes by either the previous or the new man-
agement in the form of wrong decisions, inappropriate
timing, no sense of urgency, or complacency. Reevaluate
your business plan and make the necessary changes to
the strategies, markets, products, or technologies that are
not working. For observations and leadership ideas while
going through a turnaround in a large organization, see
Gerstner’s (2003) narratives of IBM. When bunchy top
virus hit Hawai‘i around 2004, Hamakua Springs Coun-
try Farm (www.hamakuasprings.com) in Hawai‘i Island
lost over 100 acres of banana. To turn their business
around they focused on diversifcation and sustainability
as business strategies. As a result, Hamakua Springs
has become a major producer of vegetables, specialty
vegetables, and fruits in the state of Hawai‘i.
Learn and understand what went wrong in the business
and communicate it to your employees.
• Evaluate your business strategies, structure, markets,
products, and technologies to determine and prioritize
the problem areas. This will bring awareness and
emphasize the need for change.
Remove any non-core business activities.
• Keep proft-making products or services.
• Eliminate those losing money.
Make faster and bolder moves.
• Revise your vision.
• Revise your strategies.
• Revise your action plans.
Clean house at the top.
• Make management changes.
• Seek external qualifed advice.
• Recruit new people with new ideas.
Secure early wins.
• Focus on achieving even small successes and im-
provements for morale and to sustain motivation.
• Make some proft.
• Shift mindset from despair to hope.
Create supporting alliances.
• Gain support from stakeholders to invest necessary
resources for the required changes.
• Generate additional investment capital if necessary.
• Consider strategic partnerships.
Accelerating growth
There are times when you have
to deal with the challenges and
opportunities of increasing
demand. Opportunities arise
from a demonstrated potential
for growth, which helps to
motivate stakeholders through
earnings, revenues, or bonuses. Your focus should be
on managing the pressures of scaling up production by
ensuring the resources required, improving the exist-
ing systems, and creating new business structures. Ball
Horticultural Company (www.ballhort.com), a major
producer and distributor of ornamental plants and seeds,
has been in business for over 100 years. After WWII,
the company started a major phase of expansion and
accelerating growth based on mergers and acquisitions
strategies, diversifcation, and the development of new
products and new markets. Currently Ball operates in
publishing, biomedical research, marketing, and plant
production in over 20 countries.
Modify your business model for quicker response to
market needs.
Organize to learn what is working.
• Identify your most proftable products.
• Identify your most productive resources and assets.
Build and expand on them if possible.
Improve production systems.
• Add production shifts if needed.
• Set up incentives to increase productivity at various
levels.
• Maintain quality control to ensure a consistent prod-
uct or service.
• Revamp product development.
Design new business structures as a way to ensure
fnancing for expansion.
• Explore joint ventures, partnerships, co-branding,
and/or acquisition of key suppliers and new retail
locations. Vertical integration upstream into the
manufacture of key production inputs or downstream
into expanded direct sales is possible.
• Sell franchises or explore licensing and collaboration
options.
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
4
• Develop new national or international markets.
Implement new technologies.
• Modernize or acquire more effcient technologies.
• Automate the production process to increase produc-
tivity, from inventory tracking to customer manage-
ment.
• Develop Web sites, blogs, and other social media to
build a connection with potential customers.
• Use online sales reach new customers.
Integrate new employees.
• Standardization of processes facilitates expansion,
including staff training.
• Hire skilled labor or train new employees.
• Consider hiring or contracting staff knowledgeable
in computer technology to evaluate and implement
technology solutions at all levels.
Realignment
This is perhaps the most
common business situa-
tion. Realignment is needed
when businesses fall into
stagnation or poor profit-
ability but are not in serious
fnancial trouble requiring a major turnaround. Realign-
ment is like a tune-up, utilizing in-house resources and
refocusing the business on making a proft in the short
run. The challenge is to re-energize the business while
facing internal resistance, restructuring management, and
refocusing the organization. Management opportunities
arise from staff that has experienced a certain level of
success previously and may have renewed motivation
for success and certain business strengths. Agri-Starts
(www.agristarts.com) is a company specializing in tissue
culture liners for ornamental businesses in Florida. After
more than 20 years of success, it realigned its business to
include the fruit industry (e.g., blueberries, banana) as a
strategy to manage the negative economic impact of the
recession over the last few years.
Organize to learn what works and what doesn’t.
• What areas are business strengths?
• Where are the bottlenecks (sales, marketing, products,
services, or customer experience)?
• What specifcally needs to change?
Generate innovative ideas.
• Identify opportunities to innovate arising from struc-
tural industry changes, including changes in direct
rivals, threats of substitutes and newcomers, and the
power of suppliers and buyers; and from changes in
the external economic environment, such as fuel cost
changes, new international markets, etc.
• Ideas should be market focused and market driven.
Establish priorities and focus on a few vital goals.
• How to increase sales?
• How to increase marketing efforts?
• How to improve quality of product or service?
Build team leadership.
• Carefully implement shifts in business direction.
• Create a sense of urgency for positive change.
• Promote leaders from within your business.
• Improve team morale and communication.
• Ensure business changes are implemented.
Secure early wins.
• Shift organizational mindset from denial to aware-
ness.
• Develop smaller goals with achievable targets to
measure incremental progress.
Create supporting alliances.
• Build support from within to ensure better execution.
• Obtain outside alliances to help diversify your busi-
ness.
Sustaining success
Some businesses reach their
desired level of success but
struggle to sustain it. Sales are
adequate, and the business is
performing well, with a strong
and experienced team or teams
and production lines. The positive impact is that employ-
ees and staff are motivated to continue their history of
success. The challenge is moving to the next level while
facing internal resistance to change due to past successes.
The focus should be on business-model innovation –
developing a persistent competitive advantage through
continuous improvement of your business model. See the
research by Collins (2001), which highlights the role of
5
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
business culture in achieving sustained performance over
time. The following recommendations for developing a
more proftable business model are summarized from the
work of Mitchell and Coles (2003). Hawaiian Sunshine
Nursery (www.hawaiinursery.com) has been recognized
as a leader in tropical plant production in Hawai‘i by
growers and local trade associations. An emphasis on
innovative new products and plant quality has helped
the company to sustain its success.
Focus on your most productive areas for innovation.
• Increase value without raising prices, perhaps by pro-
viding online access, sales, and services or offering
extended shopping hours.
• Increase sales proft by adjusting prices. At higher
prices you may sell less, but this may also decrease
your total production cost.
• Eliminate costs without reducing customer benefts.
Provide sustained benefts for all stakeholders.
• Prepare for lean times, but also provide fair and ap-
propriate rewards.
• Strengthen foundation by delivering on promises
and keeping the product/service quality. Continually
improve ways of serving customers to outperform
competitors.
• Build right organizational focus and strong and stra-
tegic marketing.
• Share profts fairly with all who created them.
Expand business-model innovation.
• Be the frst to capture early gains. Quickly adapt to
changing market conditions by making your business
model appropriate, innovative, and effective. This
step includes becoming more aware of potential com-
petitive challenges and of legal, social, and economic
environmental changes that may affect the business.
• Focus on customers’ needs.
• Enhance business innovative capability – master the
skill of redesigning your business model.
Pursue higher potential business-model improve-
ments.
• Keep looking for larger, more attractive future mar-
kets and opportunities.
• Identify areas of highest growth and proftability and
expand them.
• Expand benefts to stakeholders as a way to motivate
further innovation.
The key to success: Continuous business-plan
innovation
Once you have determined the problems in your business
and found some appropriate solutions, implementation is
the next step. A number of business-planning guides are
available from extension programs that present a variety
of strategies to achieve business success (see for example
Holcomb & Johnson 2006, and Bennett & Bevers 2003).
A solid business foundation covers the following aspects:
Business mission, vision, goal, or expected success-
ful outcome
• Research on visionary companies by Collins and Por-
ras (1997) deals with mission and purpose, vision and
values, and shows that a lasting business must be built
to embrace change and adapt.
• Clarify what business success means to you. What is
the purpose of your business?
• What market needs can you fll?
• Where will your business be in fve years?
• Find a balance between your core competencies, what
you like to do, and the market needs you want to meet.
A proftable business model
• To develop and understand the elements of a suc-
cessful business model, see Entrepreneur Press and
Debelak (2006).
• What are your specifc business strategies and plans
for implementation?
• Use this simple GEL test to evaluate the three critical
factors of a business model.
Great customers
Will your business generate repeat customers will-
ing to pay for your products? Think about your
target numbers, whether they are easy or diffcult
to fnd, as well as your spending patterns, the value
of each sale, and repeat sales.
Easy sales
Is your product important or useful to cus-
tomers? Think about price/value perceptions, com-
parative competitive advantage, and requirements
for sales support or promotions.
Long life
Can a long future be built around your product?
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
6
This relates to your production costs, costs of
entering the market by newcomers, costs of hold-
ing your market share, and costs of maintaining
your competitive leadership.
Business strategies
• These are the general approaches and alternatives
that businesses directly or indirectly adopt to achieve
success. They help defne the attitude and general de-
meanor of your business in the marketplace and may
be adopted to balance the nature of the business with
the personal preferences of the owner or manager.
• Be one of a kind – by being remarkable (e.g., Godin
2002a), or by building your brand (e.g., Calloway 2003).
• Create your own market space – eliminate or
greatly reduce competition by focusing on untapped
markets or creating demand through innovative prod-
ucts or expansion of existing industry boundaries (e.g.,
Kim & Mauborgne 2005).
• Learn from customers – undertake an organized,
systematic, rational study of customers’ preferences in
order to design, create, market, and sell new products
(e.g., Moskowitz & Gofman 2007).
• Aim at becoming a market leader – develop a cor-
porate culture of learning, value quality frst, and
embrace change (e.g., Slater 2002).
Marketing plan and marketing strategies
• These provide timeline, budget, and strategies to get
the right message to the right people through the
right method.
• Do you have a well-defned target market? Consider
demographics, income groups.
• Are your marketing strategies appropriate to the busi-
ness model, target market, and stage of business/prod-
uct cycle? For instance, the strategies “made to stick”
(Heath & Heath 2007) and “customer experience
management” (Schmitt 2003) are useful for product
introduction, while the “momentum effect” (Larreche
2008) is more applicable to the growth phase. At a
mature stage, “survival is not enough” (Godin 2002b)
can be helpful in developing a corporate culture of
change and adaptation to reinvigorate the business.
• What marketing deployment options have you tried?
To minimize the use of resources and maximize mar-
keting impact, “guerrilla marketing” (Levinson 2007)
suggests alternative marketing deployment options.
Financial planning
• Financial management focuses on costs and benefts,
and fnancial planning and strategies help reach es-
tablished milestones.
• How much money to invest? What do you need to
spend money on?
• When can you reach a break-even point?
• Are you making a proft or losing money? How much
proft can be made?
• Consider these operational decisions: budget alloca-
tion, revenue forecasting and tracking, setting a level
of sales needed, monitoring of business plan execu-
tion, business valuation before sale.
• What part of your business is effcient and what part
needs to trim down?
• When would be a time to shut down?
Production plan
• Careful planning, strategizing, and step-by-step
execution can help to achieve desired production
in a cost-effective way. Convert fnancial goals into
production targets, and develop a critical perspective
of your production capability, production technology
gaps, and diffculties in achieving product quality.
• Create a one-year plan, a three-year plan, and long-
term production strategy. Assign milestones for major
steps. If this is a new business or idea, then these
plans may represent pre-feasibility, feasibility, and
full production phases of your business.
• Consider these operational decisions: anticipate prob-
lems, set up information-fow systems, communicate,
manage time and set priorities, and review and revise
routinely.
• Build competency through employee training.
• Create high-performance teams.
• Think of product quality in terms of appeal, function,
experience.
Business plan
• For a simple approach to creating focus, accountabil-
ity, and results for small businesses, see Horan (2004).
There are many online sources that offer guidance in
developing more detailed business plans (see www.
bplans.com for popular sample business plans).
• Gather all the information above into a simple busi-
ness plan that can be a point of reference and help you
track your progress and plan business modifcations as
7
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
needed. It may also serve as a way to document your
business potential to gather funding from prospective
investors or fnancing offcers.
Acknowledgments
The author would like to thank Steven Chiang, Norman
Nagata, and Roy Yamakawa for their review of and com-
ments on this work and Dr. G. Pacheco for his help in
the preparation of this manuscript.
References
Bennett, B.K., & Bevers, S. (2003). Developing a compre-
hensive business planning extension program. Journal of
Extension [Online], 41(6) Article 6IAW4. www.joe.org/
joe/2003december/iw4.php
Block, Z., & MacMillan, I.C. (1985). Milestones for
successful venture planning. Harvard Business Review,
63(5): 84–90.
Calloway, J. (2003). Becoming a category of one: How
extraordinary companies transcend commodity and defy
comparison. Hoboken, NJ: John Wiley.
Collins, J. (2001). Good to great: Why some companies
make the leap…and others don’t. New York, NY: Harp-
erCollins.
Collins, J. C., & Porras, J.I. (1997). Built to last: Suc-
cessful habits of visionary companies. New York, NY:
HarperBusiness.
Entrepreneur Press, & Debelak, D. (2006). Business
models made easy. Madison, WI: Entrepreneur Press.
Gerstner, L.V., Jr. (2003). Who says elephants can’t
dance? Inside IBM’s historic turnaround. New York,
NY: HarperCollins.
Godin, S. (2002a). Purple cow: Transform your business
by being remarkable. New York, NY: Portfolio.
Godin, S. (2002b). Survival is not enough: Why smart
companies abandon worry and embrace change. New
York, NY: Free Press.
Heath, C., & Heath, D. (2007). Made to stick: Why some
ideas survive and others die. New York, NY: Random
House.
Holcomb, R.B., & Johnson, A. (2006). Launch rules for
small businesses. Journal of Extension [Online], 44(2)
Article 2IAW3.http://www.joe.org/joe/2006april/iw3.
php
Horan, J. (2004). The one page business plan for the
creative entrepreneur. Berkeley, CA: The One Page Busi-
ness Plan Company.
Kim, W.C., & Mauborgne, R. (2005). Blue ocean strategy:
How to create uncontested market space and make the
competition irrelevant. Boston, MA: Harvard Business
School Press.
Larreche, J.C. (2008). The momentum effect: How to
ignite exceptional growth. Upper Saddle River, NJ:
Wharton School Publishing.
Levinson, J.C. (2007). Guerrilla marketing: Easy and
inexpensive strategies for making big profts from your
small business. New York, NY: Houghton Miffin.
McGrath, R.G., & MacMillan, I. C. (1995). Discovery
driven planning. Harvard Business Review, 73(4): 44–54.
Mitchell, D., & Coles, C. (2003). The ultimate competi-
tive advantage. San Francisco, CA: Berrett-Koehler.
Moskowitz, H.R., & Gofman, A. (2007). Selling blue
elephants: How to make great products that people want
before they even know they want them. Upper Saddle
River, NJ: Wharton School Publishing.
Schmitt, B.H. (2003). Customer experience management:
A revolutionary approach to connecting with your cus-
tomers. Hoboken, NJ: Wiley.
Slater, R. (2002). 29 leadership secrets from Jack Welch.
New York, NY: McGraw Hill.
Watkins, M. (2003). The frst 90 days: Critical success
strategies for new leaders at all levels. Boston, MA:
Harvard Business School Press.
Watkins, M. (2009). Picking the right transition strategy.
Harvard Business Review, January, 47–53.
doc_446718950.pdf
All businesses go through natural stages of development and evolution. Businesses are dynamic entities with somewhat predictable courses of action derivedfrom their natural product/industry growth cycle and their specific current business situation.
Entrepreneur’s Toolbox
July 2011
ET-11
Published by the College of Tropical Agriculture and Human Resources (CTAHR) and issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914, in co-
operation with the U.S. Department of Agriculture, under the Director/Dean, Cooperative Extension Service/CTAHR, University of Hawai i at M?noa, Honolulu, Hawai i 96822.
Copyright 2011, University of Hawai‘i. For reproduction and use permission, contact the CTAHR Offce of Communication Services, [email protected], 808-956-7036. The university is
an equal opportunity/affrmative action institution providing programs and services to the people of Hawai‘i without regard to race, sex, gender identity and expression, age, religion, color,
national origin, ancestry, disability, marital status, arrest and court record, sexual orientation, or status as a covered veteran. Find CTAHR publications at www.ctahr.hawaii.edu/freepubs.
A
ll businesses go through natural stages of develop-
ment and evolution. Businesses are dynamic entities
with somewhat predictable courses of action derived
from their natural product/industry growth cycle and
their specifc current business situation. The STARS
model (Watkins 2003, 2009) in Figure 1 provides a
perspective on business evolution and development that
identifes the most common business situations:
• Startup
• Turnaround
• Accelerating growth
• Realignment
• Sustaining success.
The ability to navigate successfully in each situation is
crucial to the success of individual businesses. These
basic concepts were developed by Michael Watkins,
professor at Harvard Business School, and have been
Practical Business Transition Strategies
Kheng T. Cheah
Department of Tropical Plant and Soil Sciences
applied to business analysis and development, group
management, leadership transitions, and career planning.
This paper summarizes strategies and actions that
can be used for each business situation. This information
is meant to stimulate new perspectives and thinking in
agribusiness owners and managers. The STARS model
is used as a frame of reference, but the suggested strate-
gies have been compiled from a variety of sources in the
business literature. Some of the references relate to well-
known large organizations, but the business concepts
introduced are for the most part applicable to both large
companies and small businesses.
Your business situation and the STARS model
Look at Figure 1 and try to identify your current busi-
ness situation. Then read about your options, which are
covered in the sections below.
Figure 1. STARS model (drawn from Watkins 2003 and 2009).
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
2
Decisiveness: The power of focusing
The success of your business will depend on your ability
to identify its major problems and to focus on appropriate
strategies to resolve these issues. It takes a combination
of courage, clear thinking, and an overall perspective on
your goal to make the critical changes to your business
required by your business situation.
Startup
When starting a business,
your focus should be on
generating cash, gathering
skilled labor for your busi-
ness, product and market-
ing development, securing
adequate inventory, and
acquiring production technology. If you are not entering
into a conventional business, managing your new busi-
ness will require strategic thinking and action within an
uncertain environment where key information may be
missing. This is true of agribusinesses based on innova-
tive products or services that stand to create new markets
or change traditional products. Block and MacMillan
(1985) recognized that starting a business is essentially
an experiment to test the assumptions made in its plan-
ning. To emphasize the importance of incorporating new
information in the modifcation of ongoing business plans
they proposed 10 milestones to guide the startup phase
of innovative businesses:
1. Completion of concept and product testing
2. Completion of prototype
3. Initial fnancing
4. Completion of initial plant test
5. Market testing
6. Production startup
7. Bellwether sale
8. First competitive action
9. First redesign or redirection
10. First signifcant price change
Large corporations such as Sony followed a milestone
approach from their origins. Variations of milestone
planning have emerged, and the Block and MacMil-
lan approach evolved into discovery-driven planning, a
process that successively transforms assumptions into
knowledge by testing business models against emerg-
ing data (McGrath & MacMillan 1995). Terra Nova
Nurseries (www.terranovanurseries.com), a producer of
ornamental plants in Oregon specializing in new plant
introduction, has followed a similar approach over the last
20 years, successfully introducing over 500 new varieties.
The challenges are in designing new production
systems and business structures, selecting business
strategies, recruiting, and building teams, all with limited
resources. These are some of the most important aspects
during the startup phase:
Assemble a talented business team.
• Recruit the right partners or employees with the right
skills appropriate for your business.
• Create a team aimed at achieving high performance
in management, marketing, and production.
• Keep in mind that the lack of skilled employees is
the frst obstacle to successful implementation of a
business strategy.
Gather suffcient capital and operating cash.
• Your startup budget may need to cover one or two
years of operating expenses before your business is
able to generate any signifcant revenues.
• Try to make your fnancial projections realistic, es-
pecially in regards to timing.
Work to remove kinks in your production system.
• Ensure availability of starting materials, skilled staff,
agricultural inputs, production targets, and markets.
• It is helpful to dry-run your production techniques
to iron out glitches and identify technical problems.
• Resolve any signifcant remaining technical issues.
• Make a better estimation of the costs of production.
Turnaround
A turnaround is critical
when there is a need to
save a failing business. It is
similar to radical surgery to
save the life of the business.
The focus should be on
business restructuring and
obtaining external advice as needed. It is a period when
employees may be demoralized and facing layoffs, when
decisions have to be made under time and fnancial pres-
sures. A turnaround may still fail, due to poor handling of
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UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
required changes by either the previous or the new man-
agement in the form of wrong decisions, inappropriate
timing, no sense of urgency, or complacency. Reevaluate
your business plan and make the necessary changes to
the strategies, markets, products, or technologies that are
not working. For observations and leadership ideas while
going through a turnaround in a large organization, see
Gerstner’s (2003) narratives of IBM. When bunchy top
virus hit Hawai‘i around 2004, Hamakua Springs Coun-
try Farm (www.hamakuasprings.com) in Hawai‘i Island
lost over 100 acres of banana. To turn their business
around they focused on diversifcation and sustainability
as business strategies. As a result, Hamakua Springs
has become a major producer of vegetables, specialty
vegetables, and fruits in the state of Hawai‘i.
Learn and understand what went wrong in the business
and communicate it to your employees.
• Evaluate your business strategies, structure, markets,
products, and technologies to determine and prioritize
the problem areas. This will bring awareness and
emphasize the need for change.
Remove any non-core business activities.
• Keep proft-making products or services.
• Eliminate those losing money.
Make faster and bolder moves.
• Revise your vision.
• Revise your strategies.
• Revise your action plans.
Clean house at the top.
• Make management changes.
• Seek external qualifed advice.
• Recruit new people with new ideas.
Secure early wins.
• Focus on achieving even small successes and im-
provements for morale and to sustain motivation.
• Make some proft.
• Shift mindset from despair to hope.
Create supporting alliances.
• Gain support from stakeholders to invest necessary
resources for the required changes.
• Generate additional investment capital if necessary.
• Consider strategic partnerships.
Accelerating growth
There are times when you have
to deal with the challenges and
opportunities of increasing
demand. Opportunities arise
from a demonstrated potential
for growth, which helps to
motivate stakeholders through
earnings, revenues, or bonuses. Your focus should be
on managing the pressures of scaling up production by
ensuring the resources required, improving the exist-
ing systems, and creating new business structures. Ball
Horticultural Company (www.ballhort.com), a major
producer and distributor of ornamental plants and seeds,
has been in business for over 100 years. After WWII,
the company started a major phase of expansion and
accelerating growth based on mergers and acquisitions
strategies, diversifcation, and the development of new
products and new markets. Currently Ball operates in
publishing, biomedical research, marketing, and plant
production in over 20 countries.
Modify your business model for quicker response to
market needs.
Organize to learn what is working.
• Identify your most proftable products.
• Identify your most productive resources and assets.
Build and expand on them if possible.
Improve production systems.
• Add production shifts if needed.
• Set up incentives to increase productivity at various
levels.
• Maintain quality control to ensure a consistent prod-
uct or service.
• Revamp product development.
Design new business structures as a way to ensure
fnancing for expansion.
• Explore joint ventures, partnerships, co-branding,
and/or acquisition of key suppliers and new retail
locations. Vertical integration upstream into the
manufacture of key production inputs or downstream
into expanded direct sales is possible.
• Sell franchises or explore licensing and collaboration
options.
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
4
• Develop new national or international markets.
Implement new technologies.
• Modernize or acquire more effcient technologies.
• Automate the production process to increase produc-
tivity, from inventory tracking to customer manage-
ment.
• Develop Web sites, blogs, and other social media to
build a connection with potential customers.
• Use online sales reach new customers.
Integrate new employees.
• Standardization of processes facilitates expansion,
including staff training.
• Hire skilled labor or train new employees.
• Consider hiring or contracting staff knowledgeable
in computer technology to evaluate and implement
technology solutions at all levels.
Realignment
This is perhaps the most
common business situa-
tion. Realignment is needed
when businesses fall into
stagnation or poor profit-
ability but are not in serious
fnancial trouble requiring a major turnaround. Realign-
ment is like a tune-up, utilizing in-house resources and
refocusing the business on making a proft in the short
run. The challenge is to re-energize the business while
facing internal resistance, restructuring management, and
refocusing the organization. Management opportunities
arise from staff that has experienced a certain level of
success previously and may have renewed motivation
for success and certain business strengths. Agri-Starts
(www.agristarts.com) is a company specializing in tissue
culture liners for ornamental businesses in Florida. After
more than 20 years of success, it realigned its business to
include the fruit industry (e.g., blueberries, banana) as a
strategy to manage the negative economic impact of the
recession over the last few years.
Organize to learn what works and what doesn’t.
• What areas are business strengths?
• Where are the bottlenecks (sales, marketing, products,
services, or customer experience)?
• What specifcally needs to change?
Generate innovative ideas.
• Identify opportunities to innovate arising from struc-
tural industry changes, including changes in direct
rivals, threats of substitutes and newcomers, and the
power of suppliers and buyers; and from changes in
the external economic environment, such as fuel cost
changes, new international markets, etc.
• Ideas should be market focused and market driven.
Establish priorities and focus on a few vital goals.
• How to increase sales?
• How to increase marketing efforts?
• How to improve quality of product or service?
Build team leadership.
• Carefully implement shifts in business direction.
• Create a sense of urgency for positive change.
• Promote leaders from within your business.
• Improve team morale and communication.
• Ensure business changes are implemented.
Secure early wins.
• Shift organizational mindset from denial to aware-
ness.
• Develop smaller goals with achievable targets to
measure incremental progress.
Create supporting alliances.
• Build support from within to ensure better execution.
• Obtain outside alliances to help diversify your busi-
ness.
Sustaining success
Some businesses reach their
desired level of success but
struggle to sustain it. Sales are
adequate, and the business is
performing well, with a strong
and experienced team or teams
and production lines. The positive impact is that employ-
ees and staff are motivated to continue their history of
success. The challenge is moving to the next level while
facing internal resistance to change due to past successes.
The focus should be on business-model innovation –
developing a persistent competitive advantage through
continuous improvement of your business model. See the
research by Collins (2001), which highlights the role of
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UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
business culture in achieving sustained performance over
time. The following recommendations for developing a
more proftable business model are summarized from the
work of Mitchell and Coles (2003). Hawaiian Sunshine
Nursery (www.hawaiinursery.com) has been recognized
as a leader in tropical plant production in Hawai‘i by
growers and local trade associations. An emphasis on
innovative new products and plant quality has helped
the company to sustain its success.
Focus on your most productive areas for innovation.
• Increase value without raising prices, perhaps by pro-
viding online access, sales, and services or offering
extended shopping hours.
• Increase sales proft by adjusting prices. At higher
prices you may sell less, but this may also decrease
your total production cost.
• Eliminate costs without reducing customer benefts.
Provide sustained benefts for all stakeholders.
• Prepare for lean times, but also provide fair and ap-
propriate rewards.
• Strengthen foundation by delivering on promises
and keeping the product/service quality. Continually
improve ways of serving customers to outperform
competitors.
• Build right organizational focus and strong and stra-
tegic marketing.
• Share profts fairly with all who created them.
Expand business-model innovation.
• Be the frst to capture early gains. Quickly adapt to
changing market conditions by making your business
model appropriate, innovative, and effective. This
step includes becoming more aware of potential com-
petitive challenges and of legal, social, and economic
environmental changes that may affect the business.
• Focus on customers’ needs.
• Enhance business innovative capability – master the
skill of redesigning your business model.
Pursue higher potential business-model improve-
ments.
• Keep looking for larger, more attractive future mar-
kets and opportunities.
• Identify areas of highest growth and proftability and
expand them.
• Expand benefts to stakeholders as a way to motivate
further innovation.
The key to success: Continuous business-plan
innovation
Once you have determined the problems in your business
and found some appropriate solutions, implementation is
the next step. A number of business-planning guides are
available from extension programs that present a variety
of strategies to achieve business success (see for example
Holcomb & Johnson 2006, and Bennett & Bevers 2003).
A solid business foundation covers the following aspects:
Business mission, vision, goal, or expected success-
ful outcome
• Research on visionary companies by Collins and Por-
ras (1997) deals with mission and purpose, vision and
values, and shows that a lasting business must be built
to embrace change and adapt.
• Clarify what business success means to you. What is
the purpose of your business?
• What market needs can you fll?
• Where will your business be in fve years?
• Find a balance between your core competencies, what
you like to do, and the market needs you want to meet.
A proftable business model
• To develop and understand the elements of a suc-
cessful business model, see Entrepreneur Press and
Debelak (2006).
• What are your specifc business strategies and plans
for implementation?
• Use this simple GEL test to evaluate the three critical
factors of a business model.
Great customers
Will your business generate repeat customers will-
ing to pay for your products? Think about your
target numbers, whether they are easy or diffcult
to fnd, as well as your spending patterns, the value
of each sale, and repeat sales.
Easy sales
Is your product important or useful to cus-
tomers? Think about price/value perceptions, com-
parative competitive advantage, and requirements
for sales support or promotions.
Long life
Can a long future be built around your product?
UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
6
This relates to your production costs, costs of
entering the market by newcomers, costs of hold-
ing your market share, and costs of maintaining
your competitive leadership.
Business strategies
• These are the general approaches and alternatives
that businesses directly or indirectly adopt to achieve
success. They help defne the attitude and general de-
meanor of your business in the marketplace and may
be adopted to balance the nature of the business with
the personal preferences of the owner or manager.
• Be one of a kind – by being remarkable (e.g., Godin
2002a), or by building your brand (e.g., Calloway 2003).
• Create your own market space – eliminate or
greatly reduce competition by focusing on untapped
markets or creating demand through innovative prod-
ucts or expansion of existing industry boundaries (e.g.,
Kim & Mauborgne 2005).
• Learn from customers – undertake an organized,
systematic, rational study of customers’ preferences in
order to design, create, market, and sell new products
(e.g., Moskowitz & Gofman 2007).
• Aim at becoming a market leader – develop a cor-
porate culture of learning, value quality frst, and
embrace change (e.g., Slater 2002).
Marketing plan and marketing strategies
• These provide timeline, budget, and strategies to get
the right message to the right people through the
right method.
• Do you have a well-defned target market? Consider
demographics, income groups.
• Are your marketing strategies appropriate to the busi-
ness model, target market, and stage of business/prod-
uct cycle? For instance, the strategies “made to stick”
(Heath & Heath 2007) and “customer experience
management” (Schmitt 2003) are useful for product
introduction, while the “momentum effect” (Larreche
2008) is more applicable to the growth phase. At a
mature stage, “survival is not enough” (Godin 2002b)
can be helpful in developing a corporate culture of
change and adaptation to reinvigorate the business.
• What marketing deployment options have you tried?
To minimize the use of resources and maximize mar-
keting impact, “guerrilla marketing” (Levinson 2007)
suggests alternative marketing deployment options.
Financial planning
• Financial management focuses on costs and benefts,
and fnancial planning and strategies help reach es-
tablished milestones.
• How much money to invest? What do you need to
spend money on?
• When can you reach a break-even point?
• Are you making a proft or losing money? How much
proft can be made?
• Consider these operational decisions: budget alloca-
tion, revenue forecasting and tracking, setting a level
of sales needed, monitoring of business plan execu-
tion, business valuation before sale.
• What part of your business is effcient and what part
needs to trim down?
• When would be a time to shut down?
Production plan
• Careful planning, strategizing, and step-by-step
execution can help to achieve desired production
in a cost-effective way. Convert fnancial goals into
production targets, and develop a critical perspective
of your production capability, production technology
gaps, and diffculties in achieving product quality.
• Create a one-year plan, a three-year plan, and long-
term production strategy. Assign milestones for major
steps. If this is a new business or idea, then these
plans may represent pre-feasibility, feasibility, and
full production phases of your business.
• Consider these operational decisions: anticipate prob-
lems, set up information-fow systems, communicate,
manage time and set priorities, and review and revise
routinely.
• Build competency through employee training.
• Create high-performance teams.
• Think of product quality in terms of appeal, function,
experience.
Business plan
• For a simple approach to creating focus, accountabil-
ity, and results for small businesses, see Horan (2004).
There are many online sources that offer guidance in
developing more detailed business plans (see www.
bplans.com for popular sample business plans).
• Gather all the information above into a simple busi-
ness plan that can be a point of reference and help you
track your progress and plan business modifcations as
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UH–CTAHR Practical Business Transition Strategies ET-11 — July 2011
needed. It may also serve as a way to document your
business potential to gather funding from prospective
investors or fnancing offcers.
Acknowledgments
The author would like to thank Steven Chiang, Norman
Nagata, and Roy Yamakawa for their review of and com-
ments on this work and Dr. G. Pacheco for his help in
the preparation of this manuscript.
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