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Chapter 11 Growth: take-off. Entrepreneurship and Small Business Paul Burns. Back to Contents. The Ansoff matrix product–market strategy. Markets. Existing. New. 1 Do nothing Consolidate Increase market penetration Withdraw. Existing. Product or service. New.

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slide1
Chapter 11

Growth: take-off

Entrepreneurship and Small Business

Paul Burns

Back to Contents

slide2

The Ansoff matrixproduct–market strategy

Markets

Existing

New

1

Do nothing

Consolidate

Increase market penetration

Withdraw

Existing

Product or

service

New

slide3

The Ansoff matrixproduct–market strategy

Markets

Existing

New

1

Do nothing

Consolidate

Increase market penetration

Withdraw

Existing

Product or

service

2

Product/service

development

New

slide4

The Ansoff matrixproduct–market strategy

Markets

Existing

New

3

Market development

1

Do nothing

Consolidate

Increase market penetration

Withdraw

Existing

Product or

service

2

Product/service

development

New

slide5

Barriers, profitability and risk

Exit barriers

Low

High

Low, stable returns

Low, risky returns

High

Entry barriers

High, risky returns

High, stable returns

Low

slide6

The Ansoff matrixproduct–market strategy

Markets

Existing

New

1

Do nothing

Consolidate

Increase market penetration

Withdraw

3

Market development

Existing

Product or

service

2

Product/service

development

4

Diversification

– related    

– unrelated

New

types of diversification
Types of diversification
  • RELATED DIVERSIFICATION
  • Backward, vertical diversification
  • Forward, vertical diversification
  • Horizontal diversification
  • UNRELATED DIVERSIFICATION
slide8

Growth and risk

Newness of product

Same

Extended range

Incremental changes

Totally new

Same

Better coverage

Increasing risk

Newness of market

Increasing risk

Related

Totally new

slide9

Management expectations

Resources and strategic capability

The environment

1Strategic

analysis

The process of strategic management

slide10

The process of strategic management

Management expectations

Resources and strategic capability

The environment

1Strategic

analysis

Identifying strategic options

2Strategic

choice

Evaluation options

Selecting strategy

slide11

The process of strategic management

Management expectations

Resources and strategic capability

The environment

1Strategic

analysis

Planning and allocating resources

Identifying strategic options

2Strategic

choice

3Strategy implementation

Organisation structure and design

Evaluation options

Managing strategic change

Selecting strategy

strategy development
Strategy development

SWOT analysis

Strategic analysis

Owner’s aims

Identify options

Select options

Evaluate options

Implement options

Plan and implement organisational structure

Plan and allocate resources

Plan and implement organisational culture

Manage growth

the growth process
Growth

Crisis

Consolidation

The growth process
how do small firms develop strategy
How do small firms develop strategy?

CRISIS

Emergent

strategy

Strategic

planning

CHANGE

Strategic intent

strategic intent
Using a common vision

Aligning staff behaviour with a common purpose

Decentralising in response to turbulence

Strategic intent
beware overtrading
Plan cash flow

Manage debtors

Manage stocks

Manage creditors

Manage the banking relationship

Beware overtrading