“Ansoff Matrix”的意思、由来-开放百科全书

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Ansoff Matrix

释义

Growth strategies
Market penetration Market development Product development Diversification
Criticisms
Logical consistency challenges
See also
References

The Ansoff Matrix is a strategic planning tool that provides a framework to help executives, senior managers, and marketers devise strategies for future growth.^[1]^[2] It is named after Russian American Igor Ansoff, who created the concept.

Growth strategies

Ansoff, in his 1957 paper, provided a definition for product-market strategy as “a joint statement of a product line and the corresponding set of missions which the products are designed to fulfil”.^[3] He describes four growth alternatives:

Market penetration

In market penetration strategy, the organization tries to grow using its existing offerings (products and services) in existing markets. In other words, it tries to increase its market share in current market scenario. This involves increasing market share within existing market segments. This can be achieved by selling more products or services to established customers or by finding new customers within existing markets. Here, the company seeks increased sales for its present products in its present markets through more aggressive promotion and distribution.{{cn|date=January 2019}}

This can be accomplished by:

Price decrease
Increase in promotion and distribution support
Acquisition of a rival in the same market
Modest product refinements

Market development

In market development strategy, a firm tries to expand into new markets (geographies, countries etc.) using its existing offerings and also, with minimal product/services development.

This can be accomplished by:

Different customer segments
Industrial buyers for a good that was previously sold only to the households;
New areas or regions of the country
Foreign markets.

This strategy is more likely to be successful where:

The firm has a unique product technology it can leverage in the new market
It benefits from economies of scale if it increases output
The new market is not too different from the one it has experience of
The buyers in the market are intrinsically profitable.

Product development

In product development strategy, a company tries to create new products and services targeted at its existing markets to achieve growth.

This involves extending the product range available to the firm's existing markets.

These products may be obtained by:

Investment in research and development of additional products;
Acquisition of rights to produce someone else's product;
Buying in the product and “badging” it as one’s own brand;
Joint development with ownership of another company who need access to the firm's distribution channels or brands.

Diversification

In diversification an organization tries to grow its market share by introducing new offerings in new markets. It is the most risky strategy because both product and market development is required.

Related Diversification— there is relationship and, therefore, potential synergy, between the firms in existing business and the new product/market

space. {{clarify |date=November 2018|reason=Not a proper sentence, and (b) has no corresponding (a) part.|text=Concentric diversification, and (b) Vertical integration.}}

Unrelated Diversification: This is otherwise termed conglomerate growth because the resulting corporation is a conglomerate, i.e. a collection of businesses without any relationship to one another. A strategy for company growth through starting up or acquiring businesses outside the company’s current products and markets.

Criticisms

Logical consistency challenges

The logic of the Ansoff matrix has been questioned. The logical issues pertain to interpretations about newness. If one assumes a new product really is new to the firm, in many cases a new product will simultaneously take the firm into a new, unfamiliar market. In that case, one of the Ansoff quadrants, diversification, is redundant. Alternatively, if a new product does not necessarily take the firm into a new market, then the combination of new products into new markets does not always equate to diversification, in the sense of venturing into a completely unknown business.^[4]

References

1. ^{{cite web |url= http://www.spencertom.com/2013/10/09/ansoff-matrix/#.U60YwZSSz3Q|title=Quick MBA: Ansoff Matrix| publisher=quickmba.com|accessdate = 27 June 2014}}
2. ^{{cite web |url= http://www.mbaskool.com/business-concepts/marketing-and-strategy-terms/2550-ansoff-matrix.html|title=MBASkool: Ansoff Matrix| publisher=mbaskool.com|accessdate = 27 June 2014}}
3. ^Ansoff, I.: Strategies for Diversification, Harvard Business Review, Vol. 35 Issue 5,Sep-Oct 1957, pp. 113-124
4. ^{{Cite web|url=https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3130530|title=The Ansoff Matrix: a legendary tool, but with two logical problems|last=Dawes|first=John|date=2018|website=Social Science Research Network|archive-url=|archive-date=|dead-url=|access-date=}}

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