What options are open to a corporation when it “hits the wall” and its growth plateaus? One alternative is to revitalize and renew its core businesses (e.g. Waterman, 1987; Zook, 2001). Another is to acquire other companies, despite considerable evidence that the majority of acquisitions probably destroy economic value. A third alternative is to grow organically by extending today's businesses.

Along this third growth path, one choice is to extend an organization's geographic footprint. For example, after the fall of the Berlin Wall, HeidelbergCement was one of the first major cement manufacturers to enter the Polish market, which became a springboard for expansion into other Eastern European countries. From 1990 to 2004, HeidelbergCement built a network of plants covering every key geography in Central and Eastern Europe, and by 2004 it had the #1 market share in the region, although it is #4 in worldwide market share. Today, the key growth challenge for HeidelbergCement as for others in the industry is building market share in China.

Another possibility is expanding into new roles along existing value chains. For example, Apple Computer ignited a new wave of growth with its phenomenally successful iPod MP3 music player. To drive more sales of iPods, Apple launched its iTunes MP3-format music downloading service in April 2003. Apple's move into the distribution part of the music value chain created a new stream of revenues. Similarly, once manufacturers reach a certain size, they commonly establish financial services subsidiaries that start by financing equipment purchases.