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point is Microsoft From 1990, when Microsoft introduced its Windows 30 operating system, to 1999, its revenues grew 17 times, from $118 billion to $198 billion During the same time period, its net income grew an astounding 28 times, from $279 million to $779 billion! On a larger scale, the Fortune 500 demonstrated this concept in historic fashion between 2000 and 2006 Aided by strong productivity gains and a growing economy, the largest American companies grew earnings an astonishing 80 percent while revenue growth grew 38 percent During this period, posttax profit margins hit 79 percent, a 27 percent increase over the already impressive 62 percent margins in 200018 But if revenues are growing because prices have been lowered, then that means that the company is probably growing at the expense of margins Therefore, the growth may not in fact be profitable For example, during the period from 1991 to 1997, Hewlett-Packard s revenue from personal computers increased dramatically to approximately $9 billion in annual revenues Also during this period, its market share increased from 1 to 4 percent In 1998, with the support of price cuts, sales increased 13 percent Despite all this good news, HP s personal computer business experienced a loss of in excess of $100 million19 Another issue with regard to revenue growth that you should be aware of is that the growth may be occurring because competitors are conceding the market Competitors may be leaving the market because the product will soon be obsolete; or perhaps they are leaving because the ever-increasing cost of doing business things such as liability insurance is driving them out of the market Thus, it is just as important for the entrepreneur to know why he is experiencing excellent growth as it is to know the reasons for low or no growth The successful entrepreneur knows that revenues should be grown strategically It is well-managed growth that ultimately improves the profitability of the company Sometimes growing too fast can be just as damaging as no growth at all A few problems common to rapid growth are poor quality, late deliveries, an overworked labor force, cash shortages, and brand dilution Unmanaged growth is usually not profitable For example, Michael Dell, the founder of Dell Computers, which grew 87 percent per year for the first eight years and 34 percent annually since 1992, said, I ve learned from experience that
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a company can grow too fast You have to be careful about expanding too quickly because you won t have the experience or the infrastructure to succeed 20 This comment was made after he experienced a $94 million charge against earnings in 1993 for, among other things, the failure of a line of poor-quality laptops The story of 180s, a sports apparel company, further demonstrates the dangers of growing too fast At one point, the company was ranked number 32 on the prestigious Inc 500 list of fastestgrowing companies The firm grew revenues from $1 million in 1999 to $50 million in 2004 However, by 2005, 180s was suffocating under too much debt and was taken over by a private equity firm Lamenting its impending sale, Bernie Tenenbaum, a venture capitalist who had considered investing in 180s at one point, said, I d say they d be lucky to get 10 cents on the dollar Actually, he was optimistic it turned out to be 8 cents on the dollar Bill Besselman, a one-time partner with the co-owners of the firm, explains their failure: In the end, they grew the top line, but they didn t manage the bottom line They got sucked into the vortex 21 Even Starbucks, one of the greatest entrepreneurial stories of all time, has suffered unmanageable growth that has diluted its brand and caused it to fall behind Dunkin Donuts in customer loyalty Starbucks founder and chairman Howard Schultz explains how growing too fast caused this problem: Over the past ten years, in order to achieve the growth, development, and scale necessary to go from less than 1,000 stores to 13,000 stores and beyond, we have had to make a series of decisions that, in retrospect, have led to the watering down of the Starbucks experience, and, what some might call the commoditization of our brand 22 In 2008 Starbucks took steps to correct this problem by announcing the closing of 600 underperforming stores across the United States The Largest Customer Inherent in the growth issue is a key question: how large is the company s largest customer Ideally, an entrepreneur s largest customer should account for no more than 10 to 15 percent of the company s total revenues The reasoning is that a company should be able to lose its largest customer and still remain in business Of course, the ideal is often not the reality One survey of 300
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