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企业要想超速增长,必须利用这三个要素

企业要想超速增长,必须利用这三个要素

Brian Gregg, Ari Libarikian 2021年09月12日
要想获得这种能力,企业领导者必须依靠实现突破性增长的三个关键要素:创造力、分析能力和目的

这场旷世疫情打破了“常态”的概念,并让我们提前10年进入数字未来,从而永久性地重塑了消费行为。现在,随着世界上一些地区开始走出危机,商业领袖们开始考虑下一步应该怎么做,有一点是明确的:企业已经准备好再次专注于增长。

但是,企业究竟应该如何重新点燃增长引擎,以实现高于市场的业绩呢?当领导者寻求重置和充电时,他们开始关注一块全新的增长肌肉——创建新业务。要想获得这种能力,企业领导者必须依靠实现突破性增长的三个关键要素:创造力、分析能力和目的。

创建业务是首要战略任务

尽管新冠疫情带来了前所未有的破坏,但作为一个增长动力,创建新业务迅速成为企业议程的首要任务。早在疫情爆发初期,一些有远见的领导者就采取了果断行动,充分利用初创企业的敏捷性,将核心规模和资产结合起来创建新业务,以谋求内生增长。比如,总部位于纽约的房地产持有和管理机构RXR Realty迅速扩展其能力,开发了一个新平台,以促进旗下物业居住者的安全和健康,从而为未来创建新业务开辟了一条道路。

这不是昙花一现的风潮:现有企业正在以前所未有的频率和速度推出新业务。初创企业、风险资本和私募股权公司正在大举投资新市场,并创建更多以生态系统为导向的机构。此外,更多的公司正在携手追寻更大的新机会,力求创造一个更快、更令人兴奋的世界。

尽管大多数公司在新冠疫情期间遇到了困难,但根据我们对800名身处不同行业的高管的调查,哪怕遭遇挫折,仍然有52%的高管将创建业务列为他们的三大优先事项之一。这比前疫情时代跃升了20个百分点。这种专注合乎情理:在那些选择将创建业务作为主要战略的公司中,有74%的增长速度高于平均水平。

这些公司不仅可以实现高于市场平均水平的增速,还能够以更强的弹性应对波动和经济冲击,并迅速贯彻变革可以成为价值创造催化剂的理念。银行业巨头高盛(Goldman Sachs)就是一个很好的例子。该公司在2016年推出了首个数字消费者业务——马库斯银行(Marcus by Goldman Sachs),允许客户利用手机办理银行业务。在短短四年时间里,这项数字优先业务就通过内生增长、收购,以及与苹果(Apple)和亚马逊(Amazon)的合作,吸引了数百万客户,吸收了高达920亿美元的存款,并发放了70亿美元的贷款。

增长三重奏

在一个业已改变的世界中,通过创建业务来推动超规模增长,需要增长的三要素协同发力。也就是说,企业不仅要运用创造力和分析能力,还需要一个明确而坚定的目的来支撑这一切。就那些利用所有这三个要素来创建业务的公司而言,其平均营收增长率是同行的2.3倍,在新冠疫情期间更是高达2.7倍。然而,做到这一点并不容易。我们对全球约900名首席体验官的调查显示,目前只有7%的公司能做到这一点。以下这几种策略将助力你的公司收获成功。

为分析能力注入创造力。这意味着要更加开放地接受新想法和新方法来取悦客户,并全方位地了解他们的需求和期望。除此之外,企业还需要收集和分析关于客户行为和偏好的精细数据,并通过深度个性化的客户互动和更快的决策来更有效地释放创造力。例如,营销传感器有助于显示客户正在发生怎样的变化,从而让你更有效地调整投资决策。

带着目的部署分析能力。首席执行官需要专注于打造以体验为导向的客户互动,并寻求在每个接触点上创造有意义的时刻。这需要利用分析能力和精确度来揭示客户的意图、兴趣和未满足的需求。此处的关键是带着目的部署分析能力,从而让领导者将注意力集中在对客户最重要的洞察上,而不会被正在生成的数据海洋搞得心神不宁,无所适从。

根据我们的新研究,如果一家公司成功践行“带着目的部署分析能力”这一理念,其表现往往优于同行。它们也更有可能将数据和见解非常便捷地提供给整个组织的所有团队,以驱动快速决策和加速创新——这种可能性是同行的3.7倍。而这些表现优异者全方位了解客户的可能性,则是同行的1.4倍。

Salesforce公司的全球创新专员布莱恩·索利斯指出,没有分析能力加持,没有对客户坚定不移的关注,就不可能满足新消费者的期望。“我们的目标是创建相互连通、发自直觉、极具个性化的‘点燃时刻’。如果你吸引了某人的注意力,了解他们的意图,并尽可能地提供最好、最个性化的‘惊叹’体验,这一时刻就会降临。”

让目的成为你的北极星。随着世界面临更多的破坏和危机——无论是社会挑战还是气候变化——目的对于打造一家伟大的公司变得愈来愈重要。但是,目的不只是一份温暖和煦,含义模糊的使命宣言,它还要表明成功和失败的区别。我们的研究显示,那些深谙目的与商业活动的结合之道、让消费者觉得真实可信的公司,才是最有发展前景的公司。这并不容易,但它是唯一的出路。

玛氏公司(Mars Inc.)旗下猫粮品牌Sheba最近推出了一项名为“希望礁”(Hope Reef)的珊瑚礁修复计划,以彰显该公司对于在其猫粮产品中使用可持续采购的鱼类的庄严承诺。首席营销官简·韦克利解释说,该项目根植于玛氏的目的,同时充分运用科学和创造力。“此举的神奇之处在于,它不仅可以拓展人们的思维,还能够打开人们的心扉,让他们参与到这场运动中来,最终为这个世界带来有意义且可衡量的改变。”

那些综合利用创造力、分析能力和目的来创建业务的公司,正在斩获两倍于业界同行的增长率,而新冠疫情危机的爆发更是进一步拉大了这种差距。对大多数公司来说,所有这三个要素都是可资利用的,尽管很少有公司将它们成功地结合起来。对首席执行官们来说,这是一个重要的时刻,他们不仅需要汲取过去的教训,还要着手创建新业务。唯如此,他们才有望引领企业实现长期的可持续增长。(财富中文网)

本文作者布莱恩·格雷格是麦肯锡公司(McKinsey & Company)的高级合伙人、北美市场营销和销售实践的领导者。阿里·利巴里肯是麦肯锡公司的高级合伙人、业务创建实践项目Leap by McKinsey的全球领导者。

译者:任文科

这场旷世疫情打破了“常态”的概念,并让我们提前10年进入数字未来,从而永久性地重塑了消费行为。现在,随着世界上一些地区开始走出危机,商业领袖们开始考虑下一步应该怎么做,有一点是明确的:企业已经准备好再次专注于增长。

但是,企业究竟应该如何重新点燃增长引擎,以实现高于市场的业绩呢?当领导者寻求重置和充电时,他们开始关注一块全新的增长肌肉——创建新业务。要想获得这种能力,企业领导者必须依靠实现突破性增长的三个关键要素:创造力、分析能力和目的。

创建业务是首要战略任务

尽管新冠疫情带来了前所未有的破坏,但作为一个增长动力,创建新业务迅速成为企业议程的首要任务。早在疫情爆发初期,一些有远见的领导者就采取了果断行动,充分利用初创企业的敏捷性,将核心规模和资产结合起来创建新业务,以谋求内生增长。比如,总部位于纽约的房地产持有和管理机构RXR Realty迅速扩展其能力,开发了一个新平台,以促进旗下物业居住者的安全和健康,从而为未来创建新业务开辟了一条道路。

这不是昙花一现的风潮:现有企业正在以前所未有的频率和速度推出新业务。初创企业、风险资本和私募股权公司正在大举投资新市场,并创建更多以生态系统为导向的机构。此外,更多的公司正在携手追寻更大的新机会,力求创造一个更快、更令人兴奋的世界。

尽管大多数公司在新冠疫情期间遇到了困难,但根据我们对800名身处不同行业的高管的调查,哪怕遭遇挫折,仍然有52%的高管将创建业务列为他们的三大优先事项之一。这比前疫情时代跃升了20个百分点。这种专注合乎情理:在那些选择将创建业务作为主要战略的公司中,有74%的增长速度高于平均水平。

这些公司不仅可以实现高于市场平均水平的增速,还能够以更强的弹性应对波动和经济冲击,并迅速贯彻变革可以成为价值创造催化剂的理念。银行业巨头高盛(Goldman Sachs)就是一个很好的例子。该公司在2016年推出了首个数字消费者业务——马库斯银行(Marcus by Goldman Sachs),允许客户利用手机办理银行业务。在短短四年时间里,这项数字优先业务就通过内生增长、收购,以及与苹果(Apple)和亚马逊(Amazon)的合作,吸引了数百万客户,吸收了高达920亿美元的存款,并发放了70亿美元的贷款。

增长三重奏

在一个业已改变的世界中,通过创建业务来推动超规模增长,需要增长的三要素协同发力。也就是说,企业不仅要运用创造力和分析能力,还需要一个明确而坚定的目的来支撑这一切。就那些利用所有这三个要素来创建业务的公司而言,其平均营收增长率是同行的2.3倍,在新冠疫情期间更是高达2.7倍。然而,做到这一点并不容易。我们对全球约900名首席体验官的调查显示,目前只有7%的公司能做到这一点。以下这几种策略将助力你的公司收获成功。

为分析能力注入创造力。这意味着要更加开放地接受新想法和新方法来取悦客户,并全方位地了解他们的需求和期望。除此之外,企业还需要收集和分析关于客户行为和偏好的精细数据,并通过深度个性化的客户互动和更快的决策来更有效地释放创造力。例如,营销传感器有助于显示客户正在发生怎样的变化,从而让你更有效地调整投资决策。

带着目的部署分析能力。首席执行官需要专注于打造以体验为导向的客户互动,并寻求在每个接触点上创造有意义的时刻。这需要利用分析能力和精确度来揭示客户的意图、兴趣和未满足的需求。此处的关键是带着目的部署分析能力,从而让领导者将注意力集中在对客户最重要的洞察上,而不会被正在生成的数据海洋搞得心神不宁,无所适从。

根据我们的新研究,如果一家公司成功践行“带着目的部署分析能力”这一理念,其表现往往优于同行。它们也更有可能将数据和见解非常便捷地提供给整个组织的所有团队,以驱动快速决策和加速创新——这种可能性是同行的3.7倍。而这些表现优异者全方位了解客户的可能性,则是同行的1.4倍。

Salesforce公司的全球创新专员布莱恩·索利斯指出,没有分析能力加持,没有对客户坚定不移的关注,就不可能满足新消费者的期望。“我们的目标是创建相互连通、发自直觉、极具个性化的‘点燃时刻’。如果你吸引了某人的注意力,了解他们的意图,并尽可能地提供最好、最个性化的‘惊叹’体验,这一时刻就会降临。”

让目的成为你的北极星。随着世界面临更多的破坏和危机——无论是社会挑战还是气候变化——目的对于打造一家伟大的公司变得愈来愈重要。但是,目的不只是一份温暖和煦,含义模糊的使命宣言,它还要表明成功和失败的区别。我们的研究显示,那些深谙目的与商业活动的结合之道、让消费者觉得真实可信的公司,才是最有发展前景的公司。这并不容易,但它是唯一的出路。

玛氏公司(Mars Inc.)旗下猫粮品牌Sheba最近推出了一项名为“希望礁”(Hope Reef)的珊瑚礁修复计划,以彰显该公司对于在其猫粮产品中使用可持续采购的鱼类的庄严承诺。首席营销官简·韦克利解释说,该项目根植于玛氏的目的,同时充分运用科学和创造力。“此举的神奇之处在于,它不仅可以拓展人们的思维,还能够打开人们的心扉,让他们参与到这场运动中来,最终为这个世界带来有意义且可衡量的改变。”

那些综合利用创造力、分析能力和目的来创建业务的公司,正在斩获两倍于业界同行的增长率,而新冠疫情危机的爆发更是进一步拉大了这种差距。对大多数公司来说,所有这三个要素都是可资利用的,尽管很少有公司将它们成功地结合起来。对首席执行官们来说,这是一个重要的时刻,他们不仅需要汲取过去的教训,还要着手创建新业务。唯如此,他们才有望引领企业实现长期的可持续增长。(财富中文网)

本文作者布莱恩·格雷格是麦肯锡公司(McKinsey & Company)的高级合伙人、北美市场营销和销售实践的领导者。阿里·利巴里肯是麦肯锡公司的高级合伙人、业务创建实践项目Leap by McKinsey的全球领导者。

译者:任文科

The pandemic shattered the concept of “normal” and permanently reshaped consumer behavior by fast-forwarding us 10 years into the digital future. Now, as some parts of the world begin to emerge from the crisis and business leaders contemplate what’s next, one thing is clear: Companies are ready to focus on growth again.

But how do you reignite the growth engine to achieve above-market results? As leaders look to reset and recharge, they’re focusing on a new growth muscle—building new businesses. And their ability to do so is enabled by three key elements of the growth triple play: creativity, analytics, and purpose.

Business building is a top strategic priority

Despite unprecedented disruptions brought on by COVID-19, new business building has rapidly moved to the top of the corporate agenda as a growth driver. Some forward-thinking leaders acted decisively early on in the pandemic, moving with startup agility as they combined their core scale and assets to build new businesses in the pursuit of organic growth. For instance, the New York–based real estate owner and manager RXR Realty quickly extended its capabilities and developed a new platform to help facilitate safety and wellness for occupants of its buildings, and thereby opened a path to future new business-building opportunity.

This is no passing fad: Incumbents are launching new businesses with greater frequency and speed than ever before. Startups, venture capital, and private equity firms are making substantial investments into new markets and creating more ecosystem-oriented institutions. Also, more companies are partnering to pursue new and bigger opportunities, creating a faster and more furious world.

Although most companies encountered difficulties during the pandemic, our survey of 800 executives across industries showed that 52% of them still ranked business building among their top three priorities, despite the setbacks they have faced. That’s a 20-point jump from the pre-COVID-19 era. They are justified in their focus—74% of companies that chose business building as their main strategy grew at above-average rates.

These companies not only tend to outgrow the market but can also respond with greater resilience to volatility and economic shocks, rapidly executing on the idea that change can be a catalyst of value creation. One great example of this is banking titan Goldman Sachs. It launched its first digital consumer business in 2016, Marcus by Goldman Sachs, which allows customers to bank from their phones. In just four years, this digital-first business attracted millions of customers, accumulating deposits of $92 billion and making loans of $7 billion via a combination of organic growth, acquisitions, and partnerships with Apple and Amazon.

The growth triple play

In a changed world, driving outsize growth through business building will require all three elements of the growth triple play: creativity and analytics, all underpinned by a distinct, unwavering purpose. Companies that use all three to fuel business building are able to drive average revenue growth at 2.3 times the rate of their peers, and up to 2.7 times during the pandemic. However, pulling it off is not easy. Our survey of approximately 900 global chief experience officers shows that only 7% of companies are currently getting it right. Several tactics can help ensure success.

Infuse creativity with analytics. This means being even more open to new ideas and approaches to delighting customers and having a 360-degree understanding of their needs and wants. The addition of granular data and analytics on their behavior and preferences can unleash creativity more effectively, by allowing deeply personalized customer interactions and faster decision making. For example, marketing sensors can help show how your customers are changing and allow you to align investment decisions more effectively.

Deploy analytics with purpose. CEOs need to build organizations that are focused on experience-led customer interactions, creating meaningful moments across every touchpoint. This requires analytical horsepower and precision to uncover customer intentions, interests, and unmet needs. The key here is to anchor analytics in purpose, allowing leaders to zero in on insights that matter most to their customers, without getting distracted by the sea of data being generated.

Companies that successfully deploy analytics with purpose outperform their peers, according to our new research. They’re also 3.7 times more likely to make data and insights easily and quickly available to all teams across their organization to drive rapid decision making and speed innovation. And these outperformers are 1.4 times more likely to have a 360-degree view of customers.

According to Brian Solis, global innovation evangelist at Salesforce, meeting the expectation of the new consumer isn’t possible without analytics and an unwavering focus on the customer. “The goal is to create connected, intuitive, and personal ‘ignite moments,’ when you have someone’s attention, know their intention, and can deliver the best, most personalized, ‘wow’ experience possible.”

Make purpose your North Star. As the world faces more disruption and crisis, whether it’s social challenges or climate change, purpose has become even more important to building a great company. But purpose must be more than just a warm, fuzzy mission statement and can spell the difference between success and failure. Our research shows the companies best positioned to grow are those that know how to combine purpose with their commercial activities in a way the consumer finds authentic and genuine. It’s not easy, but it’s the only path forward.

Jane Wakely, lead CMO of Mars Inc., shared how the Sheba Hope Reef project—which helps restore coral reefs to underscore the company’s commitment to using sustainably sourced fish in its cat food— builds on Mars’ purpose while embracing science and creativity. “It’s a magical way to open people’s minds, but also their hearts and get them on board to drive a movement that makes a meaningful and measurable difference.”

Companies that unify creativity, analytics, and purpose to build their businesses are logging double the growth of their industry peers, a margin that only increased once the COVID-19 crisis hit. All three elements of this triple play are available to most companies, though few use them successfully in combination. This is a big moment for CEOs to evolve from the hardwired lessons of the past and embrace business building to create long-term sustainable growth.

Brian Gregg is a senior partner of McKinsey & Company and a leader in the marketing & sales practice in North America. Ari Libarikian is a senior partner of McKinsey & Company and is the global leader of the business-building practice Leap by McKinsey.

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