Abstract
The boomtime periods of growth enjoyed by U.S. corporations during the 1950s and 1960s are not likely to return. Firms desiring to realize consistent and continuous sales volume growth in the years ahead will need new perspectives and tools to actively and systematically plan that growth. Traditional approaches to planning growth are too unsophisticated for today's complex and competitive marketplace. Computerized simulations and other advanced techniques available today are, on the other hand, a step too far into the future for most business planners. This article presents a new framework and new perspectives for viewing and considering alternative growth opportunities. The framework—the “Inverted Product Life Cycle”—takes something with which most managers are very familiar (the product life cycle concept) and expands it into an analytical yet intuitive and useful tool for planning future growth.
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