Archive for the ‘Unprecedented Business Growth Podcast Series’ Category

Life and Health Insurers Must Avoid Self Destructing to Grow Profitably

Thursday, May 15th, 2014


International life and health insurers need to adopt more sophisticated relationship management with agents/brokers and the end users. The industry is at crunch time, it needs to dramatically improves its’ customer experience, focusing on improved delivery if profitable growth goals are to achieved (reduced bureaucracy, faster claims settlement, increased authority and accountability give to frontline staff, smarter use of people and technology). James provides not just powerful ideas and insights but more importantly, approaches for practical implementation, irrespective of culture or geography.

Engaging More Clients Requires Brokers Disengaging More Clients

Thursday, May 8th, 2014


Insurance and Reinsurance Brokerage firms have fought like tigers to retain clients. Retention rates are in the high 90s. Yet many of them are caught in a “success trap”. Their future growth is inhibited by the demands of servicing a significant number of longstanding clients, who don’t fit their ideal future client profile. Learn how to escape the “success trap” in record time. Avoid conflict while increasing profitability. Manage effectively the change, externally with clients and internally with key account executives. Prepare clients assiduously for the “disengagement” conversation.

Converting Short-Term to Long-Term Growth in High Growth Markets – Closing Thoughts

Monday, May 5th, 2014


James provides a compendium to this series with a checklist of short and mid-term improvements, and “calls to action” for the time-pressed executive looking to “jump start” their organization’s success and generate immediate results.

Identifying the High Growth Markets of Tomorrow

Thursday, May 1st, 2014


The world recession, technological advancement, geographical shifts in wealth, and energy independency amongst other developments, are creating new high growth markets. Seeing them is one thing, exploiting them is another. Listen to James’s feedback from conversations with a diverse group of executives from the reinsurance, hospitality, restaurants, gaming, professional services, wealth management, private equity, luxury retail and premium art sectors amongst others.

Catapulting a Firms Success – Attracting the Best and Brightest

Monday, April 28th, 2014


Many organsiations have well established processes and procedures to attract great people in their core markets. An opportunity arises in a new high growth market and they are fortunate to lure that cornerstone client. Now the tough works start, the organisation can no longer rely solely on “fly-in” managers and client-facing people. There is a need to put boots on the ground. James distills his learning from over 60 organisations around the world into a small number of powerful approaches.

Enhancing Managements Focus on Growth and Expansion of Their Business

Thursday, April 24th, 2014


What do you need to do to take your success in your core market and become a winner in a new market? Stuffed with troubleshooting operational issues and keeping your best clients happy, many businesses overlook and omit to take advantage of opportunities for growth and expansion. James discusses those very “vulnerabilities” management teams face relating to growth and expansion and what they can do to remedy those issues.

Minimising Business Acquisition Expenses

Monday, April 21st, 2014


Standing out from the crowd and creating a siren call to your brand and your offerings is hard to sustain in a high growth market. The inquisitive eyes of your international competitors are often able to move quickly to set up a physical or even a virtual business in a very brief time period. Local competitors are equally able to sharply reduce prices to tempt your high-potential clients and prospects. James takes a tour through a small number of fundamental beliefs that should govern every business executive’s behaviour in keeping business acquisition costs to a minimum.

Dramatically Improving Operating Margins

Thursday, April 17th, 2014


In many high growth markets, traditional practice has been for brands to enter at a high price point and when the competition intensified to launch subsequent lower priced offerings to remain a significant player. For many businesses that approach isn’t open to them today. Drawing on the experiences of Zara, the Spanish clothing brand in China, Melco Crown in the hot Macanese gaming enclave, Ruby Tuesday in the glitzy shopping malls of Dubai and Kuwait City, and other examples, James discusses how to manage the transition while constantly improving operating margins and maintaining a focus on long-term growth goals.

Changing Customer Behavior and Propelling Top Line Revenue Growth

Monday, April 14th, 2014


With the facts about retail customer behaviour rarely fully known before entering a new market, James discusses how some of his best clients have adapted their assumptions and sort to change the behavior of big spenders in Kazakhstan, Indonesia, Turkey and Mexico and elsewhere, to propel top line revenue growth.

Introduction To Converting Short Term Growth to Long-Term Growth in High-Growth Markets

Saturday, April 12th, 2014


James introduces us to the series and poses two questions: what can and should management do now to balance the conflicting demands on business being made by the need for short-term and long-term results? He examines the key influences on those decisions: customers, shareholders (especially institutional investors and pension funds), key employees and the communities those businesses lead or participate in.