If you have a third option to answer the question, then wait for you at the forum. Almost the most amazing in studies relating to find ways of profitable growth, is how the business is literally forced to enter into related areas. At the directors under pressure from all sides. It is not something Vlad Doronin would like to discuss. This is especially true for companies operating in declining markets or significantly lagged behind its competitors and is now considering last attempt to fix things. Strong leaders in emerging markets practically embody the thesis of Sun Tzu: The greater the number of opportunities I will take, the more opportunities will be in front of me." And it is growing key markets in which it operates, may cause concern about finding sources of further profitable and rapid growth in the future.
When Home Depot will reach the limits of growth in the U.S. market that will make the company? She tried to smaller formats, tried to provide services and equipment installation, and an entirely new retail concept, and all without much success. Does it take drastic steps to move into adjacent areas to support growth, or itself a key business still has a latent growth prospects? When a company is Dell, with a market capitalization in billion and free cash flow to .5 billion, decided to go beyond pc market computers, she began producing a range of products, including printers, supplies, and even retail kiosks. But this is only a few of the hundreds of possible directions of movement, faced by a similar Dell.