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The Ansoff matrix is a strategic planning tool that provides a framework to help executives, senior managers, and marketers devise strategies for future business growth. [1] It is named after Russian American Igor Ansoff , an applied mathematician and business manager, who created the concept.
Ansoff developed the Product-Market Growth Matrix to help firms recognize if there is any advantage to entering a market. The other three growth strategies in the Product-Market Growth Matrix are: Product development (existing markets, new products): McDonald's is always within the fast-food industry but frequently markets new burgers.
Ansoff pointed out that a diversification strategy stands apart from the other three strategies. Whereas, the first three strategies are usually pursued with the same technical, financial, and merchandising resources used for the original product line, the diversification usually requires a company to acquire new skills and knowledge in product development as well as new insights into market ...
The Ansoff Product/market Growth Matrix Market penetration involves selling existing products to existing consumers. This is a conservative, low risk approach since the product is already on the established market. [65] Product development is the introduction of a new product to existing customers. This can include modifications to an already ...
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals.. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy.
For example, a local restaurant in a low rent location can attract price-sensitive customers if it offers a limited menu, rapid table turnover and employs staff on minimum wage. Innovation of products or processes may also enable a startup or small company to offer a cheaper product or service where incumbents' costs and prices have become too ...
Economies of scope make product diversification efficient, as part of the Ansoff Matrix, if they are based on the common and recurrent use of proprietary know-how or on an indivisible physical asset. [7] For example, as the number of products promoted is increased, more people can be reached per unit of money spent.
Examples: time to develop new generation of products, life cycle to product maturity, time to market versus competition. The idea was that managers used these perspective headings to prompt the selection of a small number of measures that informed on that aspect of the organization's strategic performance. [ 5 ]