Matthew Riley, Chief executive, Daisy Group
Stephen should be applauded for its forward-looking nature in what must be a very testing time for the company. too often hosts company who are riding high on the successes of the plan for tomorrow, which is where they cannot fall.
Granby has recognised changes in the market is to diversify the future needs of its customers, as well as looking for ways in new markets.
A few years ago, my company had bid very simple but effective in its traditional voice products, but we recognized that the future business had tied to converged voice and data.
Over the last 18 months we have made enormous efforts in expanding our business through takeovers that would complement our existing offering and we are not finished yet.
This makes me believe that Stephen is doing the right thing in finding new ways to diversification, he just needs to be careful not to try to be all things to all men, as the proposal customers can become too diluted and confused.
I would certainly he looks other companies that could diversify its offer – but it is important to take some advice from someone well versed in the field of acquisition.
Brian Davidson, Chief executive, Crown paints
If Stephen wants to move away from conducting business tactician then has set out its stall to do it.
He should start by bringing in a good facilitator strategic for a couple days. This should flush out business success factors, which may be developed a plan of action. it will also Stefano to formulate a more strategic approach to business development, addressing key issues, such as vendors that would make a customer wants to collaborate with Granby, and if the nature of business tactic is due to its convenience or because it is an economic option for outsourcing tactical support.
For Turkey, my first reaction is that Stephen is correct to postpone the decision until a business strategy is to place considered. There is much to do some homework first. There is also a risk that management would be stretched beyond their capacity to move abroad.
After avoiding redundancies, despite the changes, Stefano clearly has terrific values its employees, but it is essential that capacity corresponds to actual demand, or cutting through alternatives such as annualised hours or short-term work. ultimately, empathy must be accompanied by difficult decisions to ensure growth and long-term survival.
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