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Where to next?

Where to next?

Using Ansoff's Matrix to clarify and prioritize your growth strategies puts you in a better position to choose what actions to take. You can use this map to communicate the thinking behind your strategy and to help plan out your course of action.

Once you finished filling out the template, you can Print this mind map or Download it as PDF, Word, etc.

Pepper of Ohio

Enter your organization name


Begin by typing in your organization's name, and pressing Enter.

Client Focus

Market development strategies aim for growth with existing products in new markets.

Add an action that you can take towards a Client Focus strategy.

Think about:

• How could your product be used in a different way in different markets?
• What new segments can you identify?
• Can you restructure and refine current segments to identify gaps?

Add an indicator that a Client Focus strategy may not be appropriate.

Typical negative indicators can include:

• Low tolerance to medium risk investment (opening up new markets)
• Strengths are based in your market or segment experience rather than the product
• Product is in decline, regardless of market

Add an indicator that a Client Focus strategy could be appropriate.

Typical indicators include:

• Products could be applied in different markets with different targetting
• Strengths are based on the product rather than a specific market
• Low capacity for new product development

Culture

Market penetration


Market penetration strategies aim for growth with existing products in existing markets.

Add an action you can take towards a Culture strategy.

Think about:

• What special offers, pricing offers or promotions could work?
• How could the sales efforts be strengthened?
• How can you position your product better against competitors?

Add an indicator that a Culture strategy may not be appropriate.

Typical negative indicators can include:

• Current market is saturated or not growing
• Product cannot be made competitive
• A big change on the horizon could disrupt the market

Add an indicator that a Culture strategy could be appropriate.

Typical indicators include:

• Opportunities on current markets to increase market share by displacing competitors
• Current market is still growing and products are competitive
• No major threats are on the horizon (new competitors, new technology, trends)

Additional info

Market Mix

Diversification strategies aim for growth with new products in new markets.

In general, the indicators for and against diversification strategies are a combination of indicators for both market development and product development strategies.

Add an action that you can take towards a Market Mix strategy.

Think about:

• What products or markets could you expand into?
• What capabilities do you have that could be applied in new areas?
• Who could you partner with or acquire?

Add an indicator that a Market Mix strategy may not be appropriate.

Typical negative indicators can include:

• Low tolerance to high risk (investment in new markets, new product)
• Better opportunities remain in the easier quadrants (market development or product development)
• Obstacles to changing or extending skills

Add an indicator that a Market Mix strategy could be appropriate.

Typical indicators include:

• Saturation, dominance or leveling of existing markets
• Established products at risk of becoming obsolete (e.g. displacement by new technology)
• Opportunity to leverage core competence in new products or markets

Operational Excellence

Product development strategies


Product development strategies aim for growth through the development of new products in existing markets.

Timeframes

Idea

Add an action you can take towards a Operational Excellence strategy. Think about:

• How can you make the most out of your customer base?
• What improvements can you make to existing products?
• How can you stand out from your competitors?

Actions

Indicator against

Add an indicator that a Operational Excellence strategy may not be appropriate.

Typical negative indicators can include:

• Low tolerance to medium risk (investment in new products)
• Already well-differentiated from competition
• Feedback from other analyses

Desired State

Description

Add an indicator that a Operational Excellence strategy could be appropriate.

Typical indicators include:

• The need to increase differentiation from your competition
• Your products are in decline
• Strengths are based on customers, not product