Texas Marketplace Health Insurance

Texas Marketplace Health Insurance

Hamel and Prahalad make this argument strongly in a number of their writings, positing that, without a growth focus, executives lack a compelling and engaging vision of the future. The growth imperative has been further documented in research by Gertz and Baptists, who interviewed 180 U.S. – based chief executives and found that 94 percent were dedicated to Texas Marketplace Health Insurance growth, by far the dominant agenda acknowledge by these CEO’s.

Each of the three main paths to growth have HR implications. First, growth through leveraging customers involves efforts by a firm to induce current customers to buy more Texas Marketplace Health Insurance products. Almost every financial service firm, for example, identifies a number of potential financial transactions with customers, including checking accounts, savings accounts, stock funds, pensions, mortgages, credit cards, insurance, mutual funds, CDs, and so on.

Organizations seeking to leverage customers must create processes and train people to connect quickly and easily with those customers’ Texas Marketplace Health Insurance needs. Employees must be dedicated to and intimate with key accounts.

The second major path to growth, leveraging core competencies, that is, creating new products, raises the fundamental challenge if turning research knowledge into customer products. The organizational actions required for product introduction often revolve around forming competence or product introduction teams. Cross-functional product teams identify core competencies and then turn those competencies into new Texas Marketplace Health Insurance product. New products often mean new revenue.

The third main path to growth involves mergers, acquisitions, or joint ventures. Almost anyone who has been involved with the post-merger integration process has witnessed the extent of the organizational response required by this business challenge. Financial and strategic compatibility is more easily assessed than cultural compatibility. As a result, many mergers fail because the Texas Marketplace Health Insurance organizational attributes of the merged companies were vastly different; the new company may achieve remarkable financial and strategic fit, but cultural fit may be dismal.