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Ansoff matrix

A marketing tool which shows the various options available to a marketing manager in an organization when all opportunities for sales growth are considered. It helps in developing growth strategies which sets the direction for the organization. It considers existing/new products and market for finding out the required market-product combination.

New

Market development (Try to increase the market share of existing products)

Diversification (Target new markets with new products)

Markets
Market penetration (Pump in more products in the existing market)

Existing

Product development (Sell new products)

Existing

Products & services

New

Mckinsey growth pyramid

The McKinsey model states that organizations should develop their growth strategies based on: Oerational skills Privilged assets Groth skills Spcial relationships

Mckinseys three horizons of growth

H1:core businesses most readily identified with the company name and those that provide the greatest profits and cash flow

H2:emerging opportunities

H3:contains ideas for profitable growth down the road

H1 target: focus is on improving performance to maximize the remaining value H2 target: Focus is mainly on ways to generate substantial profits in the future which would require considerable investment.

Porters five forces

Competition within the industry Bargaining power of suppliers Threat of substitutes Bargaining power of buyers Threat of new entrants
According to Michael porter, an industry is influenced by five forces as shown. It helps in understanding both the status of our current position and the environment in which we are trying to move. It helps in knowing whether a new product, service or business is profitable or not. These are the forces which shape competition and help us to reveal the roots of an industrys current profitability while providing a framework to influence the competition

Bowmans Strategy clock


Given the level of competition, how can a company prove itself to be more valuable to its customers as compared to its of competitive advantage. This framework considers competitive advantage in relation to cost advantage or differentiation advantage.

Low Price/Low Added-Value. It is appropriate only on a segment-by-segment basis. Low Price. The company works with the price and margin to position itself as a low cost leader in the market Hybrid of Low Price/Differentiation. The company tries to differentiate its products and at the same time tries to keep prices low Differentiation.. A company may try to differentiate by adding a price premium to justify its relatively high price or it may just try to differentiate the product based on value present in the product in hopes of gaining market share Focused Differentiation. In this, a company makes sure to add enough value to the product for a specific customer segment to justify a price premium.

Increased Price/Standard Product. With this strategy, the company raises prices without adding value to the product in hopes of higher margins. Increased Price/Low Values. This strategy is meant only for monopoly situations. Low Value/Standard Price. This strategy invariably means loss of market share.

Differentiation

High
Hybrid Focused differentiation

Perceived value

Low price

Risky margin

Low Low

Low added value Loss of market share

Monopoly pricing

High

Price

The IF4IT Enterprise Capability Modelling Framework

What enterprises do and why such functions are performed ? Impact of work or changes on and throughout an enterprise

Who is involved in the execution or consumption of such functions ? Knowledge capture and organizational developement

How such functions are enabled or implemented ? Solutions for mergers and acquistions

The framework helps the IT professionals to understand the solution to various questions like as given below

Capability Models are organized based on functional structure