Michael Treacy

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Double-Digit Growth. Your organization can achieve it, even if others can't. Michael Treacy demonstrates, through fresh and compelling case examples, that the foundation of steady double-digit growth is a discipline that can be developed by any management team. With a structured growth discipline, firms are more likely to achieve high growth by "grinding it out" than they are by "betting the farm" on risky strategies. Based on his book of the same title, Michael Treacy presents four key insights about the management discipline of double-digit growth firms:

Manage customer value as a foundation of your growth plan
-Recognize the need for steady improvement -year after year- in customer value, to meet rising customer expectations and competitive standards.
Focus on five (and only five) sources of revenue growth
-There are only five sources of new revenues, margins, and profits: improving base retention, gaining market share, positions in growing markets, adjacent market growth, and new lines of business. Start by focusing on sources where strength already exists.
Manage growth as a portfolio problem
-Growth should be managed as a portfolio of initiatives that is diversified across various sources of revenue over time. Consider both organic and acquired growth options.
Grow management capacity as you grow revenue, margin and profits
-Focus on talent development and improving actionable revenue accounting. Talent-not market demand, strategy nor competition-is the binding constraint on growth.
Benefits
-Fact-based insights drawn from a five-year research effort
-Fresh case examples of growth successes and failures, selected for relevance to the particular audience
-Powerful, innovative, and practical framework for tackling the challenge of growth.

Customer Loyalty - Myths and Realities. Customers aren't loyal to suppliers. They're loyal to only one thing - best value. This topic focuses on the myth of customer loyalty and the realities of customer retention. While many corporations have invested in expensive loyalty reward programs, complicated customer relationship management schemes, and lots of loyalty consulting advice to attract and retain customers, the results have been marginal at best. To keep your customers and gain new ones, you must understand the advantages that incumbency bestows and how to use those advantages to create powerful value that wins the customers' business again and again.
-Hear fresh case examples of successes and failures in customer retention - Harrah's Entertainment, Washington Mutual, GE Medical, etc.
-Gain practical advice on how to grow by improving the retention of your customer base.

Value Leadership: The Discipline of Market Leaders. Do you want to be the leader in your industry? Do you want to provide the best offering for your customers whether that is the best products, the best solution or the best total cost? Do you want to have the capability to offer your customers better value year after year? This session uses the principles of Treacy's co-authored best seller, The Discipline of Market Leaders. Translated into 18 languages, with about one million copies in print, this book revolutionized thinking about markets and competition.

Customized to your audience, Treacy will share:
- Choosing a value discipline
- Moving from threshold to leadership in customer value
- Leading-edge operating model design for Product Leadership, Operational Excellence, and Customer Intimacy
- Predicting your competitor's next customer value improvement
- Tackling the challenges of switching from one value discipline to another
- Leading in two value disciplines: is it possible?
Benefits
- Learn what it takes to become a category killer in your market
- Develop a powerful language for linking strategy to organizational design
- Hear fresh case examples of successes and failures in customer value leadership-selected for relevance to the particular audience
- Gain practical insight on how to grow market share in head-to-head competition

Growth Beyond the Core Business. Every company eventually looks to expand its growth horizons beyond its core market. Whether it's simply targeting faster growing market segments or acquiring a business in an entirely separate market, these moves bring new competition, added complexities, and unknown risks.
Michael Treacy examines what it takes to grow successfully beyond a company's core market. Through case examples, you'll gain practical insight into the challenges of growth in related markets. He dispels several myths about competitive advantage and humorously describes some of the all-time worst attempts to grow beyond core businesses
Benefits:
- Learn how to assess the need for growth beyond the core market.
- Gain a powerful understanding of the distinct challenges of growing in a new segment, an adjacent market, or an entirely new line of business.
- Hear fresh case examples of successes and failures in growth beyond the core market - selected for relevance to the particular audience.
- Gain practical, implementable advice on how to grow your business outside its core market.

Sales Excellence: Building a System for Growth. It takes a system to create a sale. Not just an energetic sales force, not just a valued product but an entire system - sales processes, performance information, roles and controls - is needed to create sales excellence. Michael Treacy discusses leading edge examples of sales effectiveness and draws out important implications for change within your sales system.
Benefits:
- Learn how to create a Growth Reconciliation Statement to track and diagnose your company's selling effectiveness.
- Gain a powerful understanding of how to make sales processes structured, disciplined, and streamlined
- Develop a broader set of options for how to organize, staff, train, and lead a selling organization
- Gain practical advice on how to improve sales force effectiveness

Successful Cross Selling. Many a company has set out to build growth by selling products and services from one division into the customer base of another division, only to be stymied by passive sales resistance and customer indifference. This session examines what it takes to grow and successfully implement a cross selling program. Through case examples of successes and failures you'll explore the four essential ingredients of a successful cross-sale program:
Understanding of the needs of account managers and clients
Account managers and clients need clear and compelling answers to the question, "What's in it for me?" if they are to actively participate in cross-selling.
Create a cross-sales push system
Cross-selling requires a distinct management system comprised of shared information, unique incentives, distinct planning and control routines, and perhaps even separate reporting structures. The design of this system, for "pushing" additional products onto existing accounts, helps determine the overall success of the program.
Create a cross-purchase pull value proposition
Why should a customer buy from multiple divisions of a supplier? The answer has to be better value. What are the options for creating special value in a bundle of products and services?
Develop a management system for identifying and tracking cross-sales opportunities
Identify the full potential of every client if they bought the complete range of services from your firm.
Benefits:
- Gain a powerful understanding of the distinct challenges of growing through cross-selling
- Learn how to design a cross-selling program that can really work
- Hear fresh case examples of successes and failures in cross-selling activities selected for relevance to the particular audience
- Gain practical, implementable advice on how to grow through cross-selling.

Outsourcing and Offshoring. Outsourcing (when a firm contracts with an outside supplier for work) and offshoring (when a company moves domestic work overseas) are controversial and complex innovation strategies that are, nevertheless, gaining in appeal in order to meet the needs of an increasingly demanding global market.
In this session, Michael Treacy explores the competitive factors that are driving the adoption of outsourcing and offshoring initiatives and reviews the industries, processes, and functions that are affected by these strategies. He looks at the actual impact of outsourcing and offshoring on jobs, company performance, and competitiveness. This presentation will, in part, draw on Mr. Treacy's personal experiences with offshoring. Treacy has built a firm that creates new product innovations for large American firms using science and technology sourced from Russia and Eastern Europe. So the debate is this: is this a company outsourcing and offshoring R&D jobs - or onshoring intellectual property that ultimately creates a multitude of new jobs? And which workers and firms are harmed and helped in the process? Many a myth will be shattered in this session with common sense analysis and straight talk.
Find out why:
- outsourcing and offshoring are a struggle between consumers' and employees, not corporations and employees
- steady, year-after-year productivity improvement, not offshoring, is the main source of job losses in industrial America
- foreign companies bringing their jobs to America is almost as large as offshoring
- the real global battle of the next twenty years will be fought in the arena of education, and there are dangerous signs that America's leadership is slipping rapidly
Benefits:
Learn whether your firm must consider outsourcing and offshoring and gain a powerful understanding of the impact that these strategies can have on company performance, employment, and competitiveness. Hear fresh case examples of successes and failures in outsourcing and offshoring and gain practical advice on whether and how to implement these strategies in your firm.

Revolutionizing Product Innovation. In markets crowded with "me-too" products it is more important than ever that product leaders aim higher, for truly breakthrough products. Yet, only one in seven early stage product developments ever make it to market.
How can a company grow product research and development while simultaneously lowering the time and risk of innovation? What is the best method to determine the lifecycle of your current products? How do you predict the technology that will launch your products into their next lifespan?
This remarkable session will answer these questions and discuss case examples of companies that have revolutionized their product innovation efforts. Mr. Treacy will draw on his experiences as a co-founder of GEN3 Partners, a product innovation firm based in Russia and the United States that works with a wide range of companies around the world on some of their most important product innovation challenges. Of GEN3's many innovations, perhaps the best-known was their work for Proctor and Gamble that yielded the creation of Crest Whitestrips, the most successful new product launch P&G has ever had.
This session will discuss the following topics:
- Fresh approaches for identifying new product opportunities
- put aside brainstorming and customer research and embrace functional analysis
- The strengths and limitations of the stage gate process in product development
- How to upgrade the quality and impact of incremental innovations to respond to unmet customer needs
- The timing and the placement of "next generation" products
- being too early can be as fatal as being too late to market
- Rethinking the mix of resources required for effective product innovation-do you need to outsource more of your R&D activities?
- How to break through internal barriers that hamper new product development.
Benefits:
- Gain a powerful understanding of the role and impact of product innovation on corporate performance and growth
- Develop a deeper understanding of the Product Leadership value discipline
- Learn about new and creative methodologies for systematic innovation and technical creativity
- Gain practical advice on how to bend the risk-reward curve for product innovation

Sustaining Growth in a Changing Health Care Marketplace. Whether a provider of health care services, an insurer of health care costs, a manufacturer of health care products, or a service provider to those firms, expanding health care costs has provided plenty of growth in revenue and profits for everyone. But medical inflation has also laid the seeds for significant changes in the health care marketplace.
Whether the health care marketplace ever becomes truly consumer-driven, whether employers completely shift health insurance from a defined benefit to a defined contribution, and whether the government is prepared to fully allow market forces to reshape health care delivery, are all open to debate. What is not debatable, though, is that this marketplace will continue to transform, in reaction to spiraling costs, at an accelerating rate.
Michael Treacy explores the challenges health care organizations face in order to sustain and improve their growth performance:
- They must proactively and effectively adapt their operating model to changing market conditions. As the basis of competition changes in a market, too often market leaders are stranded by their own historical competencies
- They must prepare to grow in flatter revenue markets. This will require a more disciplined approach to growth, akin to a disciplined approach to cost containment, which few health care organizations have mastered.
This presentation will explore these twin challenges of proactive change and disciplined growth. It will use examples from health care organizations and beyond to illustrate effective strategies for thriving in a changing market.

Travels From
Massachusetts

Local Fee Range
$25,001.00 to $50,000.00

West Cost Fee Range
$25,001.00 to $50,000.00

East Cost Fee Range
$25,001.00 to $50,000.00

This specific fee falls within this range. Ranges are presented as a guideline only. Speaker fees are subject to change without notice. For an exact quote, please contact your Leading Authorities representative.