Supported by:

German British Forum

Speaker

Professor Stephen Roper, Warwick Business School

  • Speaker Role: Representative of GE Capital, Expert on Finance
  • Speaker Details: Professor of Enterprise and Director of ERC Stephen Roper will discuss growth strategies in the UK and continental market firms

Professor Stephen Roper is Professor of Enterprise at Warwick Business School and Director of the Enterprise Research Centre. He is an economist with degrees from the University of Durham, Oxford University and LSE. Stephen joined Warwick in 2008 having previously been Professor of Business Innovation at Aston Business School, Birmingham.

Stephen Roper’s research interests include small business development and policy, innovation and regional development and the mid-market. He regularly acts as a consultant on small business and innovation policy development and evaluation for OECD. During 2014 he worked on projects in 2014 in Abu Dhabi, Mexico and Israel. Stephen has worked with GE Capital on their European mid-market analysis for the last three years helping GE Capital to develop the most authoritative research on mid-market firms in Europe. He is a Fellow of the Academy of Social Sciences and a Fellow of the RSA.

 

The British way of growth: Growth strategies in UK and continental mid-market firms

Mid-market firms across Europe face very similar challenges in terms of international markets. Mid-market performance also varies between economies, reflecting and driving national growth. Among the most successful mid-market firms, growth strategies differ considerably, however, between the UK and elsewhere.

This presentation will explore some of these contrasts drawing on a GE Capital survey of over 4,000 mid-market firms conducted in mid-2014. This survey of board room executives provides perhaps the most detailed information on the strategies and perspectives of the EU’s mid-market leaders.

Key areas considered are: investment, R&D and innovation, export market strategies and objectives and human resource use and development. What drives these contrasts? Are they simply a reaction to contrasting business eco-systems or do they reflect different strategic ‘recipes’ for success? What are the key lessons we can learn from Europe’s fastest growing mid-market firms?