Strategic Planning Tools

Strategic Planning Tools
Pre-designed Models for Presentations

Contents
01 – Boston Consulting Group Matrix

02 – General Electric / McKinsey Matrix
03 – SWOT / TOWS Analysis Matrix
04 – Porter’s Generic Competitive Strategies
05 – Porter’s Five Forces Model
06 – Ansoff Matrix

01
Boston Consulting Group Matrix
The Growth Share Matrix

BOSTON CONSULTING GROUP MATRIX
THE GROWTH SHARE MATRIX
Stars
Question
Marks “ To be successful, a
company should have a
GROWTH
portfolio of products with
different growth rates and
Cash different market shares.
Dogs
Cows
4
SHARE -- Bruce Henderson, BCG’s founder ”
GROWTH
5 SHARE
High Low
STARS QUESTION MARKS
High
GROWTH
CASH COW DOGS
Low
6 SHARE
High Low
STARS QUESTION MARKS
High
GROWTH
CASH COW DOGS
Low
7 SHARE
Question
Stars
Marks
GROWTH
Cash
Dogs
Cows
8 SHARE
Make further
investments, either
Continue doing the
to maintain the
same things to
maintain the status HOLD BUILD market share of
Star, or make a
quo
Question Mark into
a Star
Sell off or withdraw

Utilize the cash Dogs so that HR
flow from a Star or and financial
Cash Cow to capital can be
reduce the burden HARVEST DIVEST invested in Star
of investment and and Question Mark
products and
maximize profits business units
9
Insert any title here

• Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Question Eius forensibus usu cu impetus tamquam te cum, eu eam
Stars • Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Marks Eius forensibus usu cu impetus tamquam te cum, eu eam
GROWTH
Eius forensibus usu cu impetus tamquam te cum, eu eam

Cash Eius forensibus usu cu impetus tamquam te cum, eu eam
Dogs • Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Cows Eius forensibus usu cu impetus tamquam te cum, eu eam
SHARE
10
 Lorem ipsum dolor sit amet, has

Question meis dicta eloquentiam at. Eius
Stars forensibus usu cu impetus
Marks
tamquam te cum, eu eam
GROWTH
meis dicta eloquentiam at. Eius
forensibus usu cu impetus
Cash tamquam te cum, eu eam
Dogs
Cows
SHARE forensibus usu cu impetus
11
SHARE
High Low
GROWTH
High Stars Question Marks
Low Cash Cows Dogs
12
Stars
Question
Marks “
Many “businesses” require
GROWTH
CASH USE
far more cash input than
Cash they can ever generate.
Dogs
Cows
13
SHARE
CASH GENERATION
-- Bruce Henderson, BCG’s founder ”
Source: The Boston Consulting Group, “The Experience Curve – Reviewed”, from www.bcg.com/
accessed at http://www.bcg.com/documents/file13904.pdf
Stars
Question
Marks “A few businesses generate
GROWTH
CASH USE
far more cash than they
Cash can profitably reinvest.
Dogs
Cows
14
SHARE
CASH GENERATION
Stars
Question
Marks “A few businesses are self-
GROWTH
sufficient in cash flow. Over
CASH USE
time they will become
much larger and also large
Cash net generators of cash.
Dogs
Cows
15
SHARE
CASH GENERATION
Stars
Question
Marks “ Most businesses, however,
generate very little cash even
GROWTH
CASH USE
thought they use little. The
reported earnings must be
reinvested and probably
Cash always will. These businesses
Dogs
Cows are “cash traps”.
16
SHARE
CASH GENERATION
Lorem ipsum dolor sit amet, has meis dicta Lorem ipsum dolor sit amet, has meis dicta
eloquentiam at. Eius forensibus usu cu impetus eloquentiam at. Eius forensibus usu cu impetus
tamquam te cum, eu eam tamquam te cum, eu eam
Lorem ipsum dolor sit amet, has meis Lorem ipsum dolor sit amet, has meis
dicta eloquentiam at. Eius forensibus usu dicta eloquentiam at. Eius forensibus usu
GROWTH
cu impetus tamquam te cum, eu eam cu impetus tamquam te cum, eu eam
dicta eloquentiam at. Eius forensibus usu dicta eloquentiam at. Eius forensibus
cu impetus tamquam te cum, eu eam usu cu impetus tamquam te cum, eu
SHARE
17
HIGH MARKET SHARE LOW MARKET SHARE
FAST GROWTH MARKET FAST GROWING MARKET
GROWTH
HIGH MARKET SHARE LOW MARKET SHARE
SLOW MARKET GROWTH SLOW SHRINKING MARKET
SHARE
18
BU
BU #1 #2
BU
GROWTH
#4
BU
#6
BU
#9
BU
#5 BU #10
BU
#7
SHARE
19
WORKSHEET 1
Stars Question Marks
High
GROWTH
Cash Cows Dogs
Low
SHARE
20 High Low
WORKSHEET 2 – 1/3
Relative Market
Market Share Growth Risk Level
STARS
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
CASH COWS
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
21
WORKSHEET 2 – 2/3
Relative Market
Market Share Growth Risk Level
QUESTION MARKS
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
DOGS
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
22
WORKSHEET 2 – 3/3
Relative Market Share

High Low
High STARS QUESTION MARKS
• Entry 1 • Entry 1
Market Growth
Low CASH COWS DOGS

23 • Entry 9 • Entry 9
02
Invest Invest Protect
Invest Protect Harvest
Protect Harvest Divest
General Electric / McKinsey Matrix

The Multifactor Portfolio Matrix

GE / MCKINSEY MATRIX
THE MULTIFACTOR PORTFOLIO MATRIX
“
Strong Medium Low
Invest /
High
Grow This matrix provides a
ATTRACTIVENESS
systematic approach for
MARKET
Selectivity
Medium
/ Earnings the multi-business

corporation to prioritize
Harvest / investments among its
Low
Divest
business units.
”
BUSINESS STRENGTH
25
Source: McKinsey, “Enduring Ideas: The GE–McKinsey nine-box matrix”, from www.mckinsey.com/
accessed at http://www.mckinsey.com/insights/strategy/enduring_ideas_the_ge_and_mckinsey_nine-box_matrix
Strong Medium Low

Invest /
High

Grow
ATTRACTIVENESS
MARKET
Selectivity  Lorem ipsum dolor sit amet, has
Medium
/ Earnings meis dicta eloquentiam at. Eius

Harvest / tamquam te cum, eu eam
Low
Divest
BUSINESS STRENGTH meis dicta eloquentiam at. Eius
26
Strong Medium Low

High
Medium
MARKET
Invest Protect Harvest ATTRACTIVENESS

Low
27 BUSINESS STRENGTH
Strong Medium Low

High
Medium
MARKET
Invest Protect Harvest ATTRACTIVENESS

Low
Strong Medium Low
High
Medium
MARKET
ATTRACTIVENESS
Low
Strong Medium Low
High Invest /
Grow
Medium
MARKET
Protect
ATTRACTIVENESS
Harvest /
Low
Divest
High
ATTRACTIVENESS
MARKET
Invest Protect Harvest
Low
BUSINESS STRENGTH
31 High Low
WORKSHEET 1
High
ATTRACTIVENESS
MARKET
Low
BUSINESS STRENGTH
32 High Low
WORKSHEET 2
Business Strength
High Medium Low
High • Entry 1 • Entry 1 • Entry 1
• Entry 2 • Entry 2 • Entry 2
Market Attractiveness
Medium • Entry 1 • Entry 1 • Entry 1

Low • Entry 1 • Entry 1 • Entry 1

33
03
SWOT / TOWS Analysis Matrix
The Competitive Analysis Matrix

SWOT / TOWS ANALYSIS MATRIX
THE COMPETITIVE ANALYSIS MATRIX
“
Internal
Strengths Weaknesses SWOT analysis entails a distillation of
the findings of an internal and
external audit that draws attention,
from a strategic perspective, to the
critical organizational strengths and
weaknesses and the opportunities
External
Opportunities Threats and threats facing the organization
35
Positive Negative
-- Kotler and Armstrong, 2011 ”
Internal
External
Positive Negative
36
STRENGTHS WEAKNESSES
Internal
OPPORTUNITIES THREATS
External
Positive Negative
37
Internal
Strengths Weaknesses
External
Opportunities Threats
Positive Negative
38
S W
Internal
External
O T
Positive Negative
39
S W
Internal
External
O T
Positive Negative
40
Internal
S W
O T
External
Positive Negative
41
Internal
S W
O T
External
42 Positive Negative
Characteristics
Characteristics of
that place the
the business or
Internal
business or
project that give Strengths Weaknesses project at a
it an advantage
disadvantage
over others
relative to others
Elements in the
Elements that environment that
External
the project could could cause
exploit to its
Opportunities Threats trouble for the
business or
advantage project
Positive Negative
43
• What advantages do we have?

• What could we improve?
• What do we do better than anyone else?
• What should we avoid?
Internal
• What unique or lowest-cost resources can we
• What are people in our market likely to see as
draw upon that others can't?
• What do people in our market see as our Strengths Weaknesses •
weaknesses?
Is our intellectual property outdated?
strengths?
• What connections and alliances should we
• What factors mean that you "get the sale"?
have, but don’t?
• What connections and alliances do we have?
• What good opportunities can we spot?

• What interesting trends are we aware of? • What obstacles do we face?
• What weaknesses in our competitors can we • What are our competitors doing / could do to
attacks? hurt us?
External
• Useful opportunities can come from such • Are quality standards or specifications for our
things as: job, products or services changing?
 Changes in technology and markets on Opportunities Threats • Is changing technology threatening our
both a broad and narrow scale position?
 Changes in government policy related to • Do we have bad debt or cash-flow problems?
your field. • Could any of our weaknesses seriously
 Changes in social patterns, population threaten our business?
profiles, lifestyle changes, etc.
Positive Negative
44

Internal
Strengths Weaknesses • Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.

External
Opportunities Threats • Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Positive Negative
45

Internal
Strengths Weaknesses forensibus usu cu impetus
External
Opportunities Threats tamquam te cum, eu eam
Positive Negative forensibus usu cu impetus
46
Positive Negative
Internal Strengths Weaknesses
External Opportunities Threats
47
“
Internal
Strengths
internal capabilities that
may help the company
External
Opportunities Threats reach its objectives.
48
Positive Negative
“
Internal
Internal limitations that
may interfere with the
company’s ability to
achieve its objectives.
External
49
Positive Negative
“
Internal
External factors that the
company may be able to
exploit to its advantage.
External
50
Positive Negative
“
Internal
Strengths Weaknesses Current and emerging
external factors that may
challenge the company’s
External
Opportunities Threats performance.
51
Positive Negative
Internal
dicta eloquentiam at. Eius forensibus dicta eloquentiam at. Eius forensibus
External
Positive Negative
52
WORKSHEET
Positive Negative
Internal
External
53
04
Porter’s Generic Competitive
Strategies
The Competitive Advantage Matrix

PORTER’S GENERIC COMPETITIVE STRATEGIES
THE COMPETITIVE ADVANTAGE MATRIX (ORIGINAL MATRIX)
Strategic Advantage
“
Industrywide
Overall Cost The generic strategies are
Differentiation approaches to outperforming
Leadership
Strategic Target
competitors in the industry; in some

industries structure will mean that all
firms can earn high returns, whereas
in others, success with one of the
generic strategies may be necessary
Segment Only
Particular
just to obtain acceptable returns in an
Focus
”
absolute sense.
Uniqueness Perceived Low Cost Position

by the Customer -- Michael E. Porter, 1980
55
THE COMPETITIVE ADVANTAGE MATRIX (ORIGINAL MATRIX)
Strategic Advantage
“
Industrywide
Overall Cost The firm failing to develop its
Differentiation
Leadership strategy in at least one of the
Strategic Target
three directions - a firm that

Stuck in the Middle is "stuck in the middle" - is in
an extremely poor strategic
Segment Only
Particular
situation.
”
Focus

56
THE COMPETITIVE ADVANTAGE MATRIX
Source of Competitive Advantage
Cost
“
Broad
Leadership
Differentiation The generic strategies are
approaches to outperforming
Competitive Scope
competitors in the industry; in some

industries structure will mean that all
firms can earn high returns, whereas
in others, success with one of the
generic strategies may be necessary
Narrow
Differentiation
Cost Focus just to obtain acceptable returns in an
Focus
”
absolute sense.
Low Cost Differentiation

-- Michael E. Porter, 1980
57
Broad
Competitive Scope
Narrow
58
Broad
Competitive Scope
Narrow
59
COST LEADERSHIP DIFFERENTIATION
Broad
Competitive Scope
COST FOCUS DIFFERENTIATION

FOCUS
Narrow
60
Broad
Cost Leadership Differentiation
Competitive Scope
Narrow
Differentiation
Cost Focus
Focus

61
Broad
Competitive Scope
Narrow
Differentiation
Cost Focus
Focus

62
SOURCE
SCOPE
Broad Cost Leadership Differentiation
Narrow Cost Focus Differentiation Focus
63
Broad
Competitive Scope
Narrow
Differentiation
Cost Focus
Focus

64
Broad
Competitive Scope
Narrow
Differentiation
Cost Focus
Focus

65
Lower costs Distinctly

across a broad recognizable
Broad
range of Cost Leadership Differentiation positions across
product a whole range
offerings Competitive Scope of offerings
Competitive Unique and

cost leadership distinct position
Narrow
Differentiation
in a small Cost Focus in specific
Focus
cluster of target target
segments segments

66
Source: LaChapelle, Neil (2008) “The Structure of Concern: A Challenge for Thinkers”

Cost
Broad
Differentiation •
Leadership Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Competitive Scope

Narrow
Differentiation Eius forensibus usu cu impetus tamquam te cum, eu eam
Cost Focus •
Focus Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
67

Cost meis dicta eloquentiam at. Eius
Broad
Differentiation forensibus usu cu impetus
Leadership
Competitive Scope

Narrow
Differentiation tamquam te cum, eu eam
Cost Focus
Focus
Low Cost Differentiation forensibus usu cu impetus
68
Strategic Advantage
“
Industrywide
Cost leadership requires aggressive
Cost
Differentiation construction of efficient-scale facilities,
Leadership
Strategic Target
vigorous pursuit of cost reductions

from experience, tight cost and
overhead control, avoidance of marginal
customer accounts, and cost
minimization in areas like R&D, service,
Segment Only
Particular
sales force, advertising, and so on.
Focus
69
Uniqueness Perceived
by the Customer
Low Cost Position
-- Michael E. Porter, 1980 ”
Strategic Advantage
“ Approaches to
Industrywide
Cost
Differentiation differentiating can take
Leadership
Strategic Target
many forms : design or

brand image, technology,
features ; customer
Segment Only
service, dealer network, or
Particular
Focus
”
other dimensions.
70
Strategic Advantage
“The entire focus strategy is
Industrywide
Cost
Differentiation
Leadership built around serving a
Strategic Target
particular target very well,

and each functional policy
is developed with this in
Segment Only
Particular
Focus mind.
71
Uniqueness Perceived
by the Customer
Low Cost Position
Strategic Advantage
“
Industrywide
Cost The firm failing to develop its
Differentiation
Leadership strategy in at least one of the
Strategic Target
three directions-a firm that

is "stuck in the middle" - is
Stuck in the Middle
in an extremely poor
Segment Only
Particular
strategic situation.
”
Focus

72
Broad
Competitive Scope
Narrow

73
05
Potential
Entrants
Industry
Competitors
Suppliers Buyers
Rivalry Among
Existing Firms
Substitutes
Porter’s Five Forces Model

Evaluating The Environment

PORTER’S FIVE FORCES MODEL
FORCES DRIVING INDUSTRY COMPETITION – THE ORIGINAL MODEL
Potential Threat of new

Entrants entrants
Bargaining power
of suppliers
Industry
Suppliers Competitors Buyers
Rivalry Among Existing Firms
Bargaining power
of buyers
Threat of substitute
products or services
Substitutes
75
Source: Porter, M.E., "Competitive Strategy" (1980)
FORCES DRIVING INDUSTRY COMPETITION – THE ORIGINAL MODEL
Threat of new
Potential entrants
Entrants
Bargaining power
of suppliers
Industry
Suppliers Competitors Buyers
Rivalry Among Existing Firms
Bargaining power
of buyers
Substitutes
76
FORCES DRIVING INDUSTRY COMPETITION
Potential
Entrants
Industry
Competitors
Suppliers Buyers
Rivalry Among
Existing Firms
Substitutes
77
Potential
Entrants
Industry
Competitors
Suppliers Buyers
Rivalry Among
Existing Firms
Substitutes
78
Potential
Entrants
Industry
Suppliers Buyers
Rivalry
Substitutes
79
Potential
Entrants
Industry
Suppliers Buyers
Rivalry
Substitutes
80
“
Threat of new
Potential entrants
Entrants
The collective strength of
Bargaining power
of suppliers
these forces determines the
Suppliers
Industry
Buyers
ultimate profit potential in the
Competitors
Rivalry Among Existing
Firms
industry, where profit potential
Bargaining power
of buyers is measured in terms of long
run return on invested capital.
Substitutes
”

81
“
Potential
Entrants
The collective strength of
Industry these forces determines the
Competitors ultimate profit potential in the
Suppliers Buyers
industry, where profit potential
Rivalry Among
Existing Firms is measured in terms of long
run return on invested capital.
82
Substitutes

Potential Profitable markets

An assessment of how Entrants
attract new entrants,
easy it is for suppliers to
which erodes
drive up prices Industry
Competitors profitability
Suppliers Buyers
Where close substitute Rivalry Among
products exist in a Existing Firms An assessment of how
market, it increases the
likelihood of customers easy it is for buyers to
switching to alternatives
in response to price drive prices down
increases Substitutes
83
Potential Insert any title here

Entrants • Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Industry
Competitors Eius forensibus usu cu impetus tamquam te cum, eu eam
Suppliers Buyers
Rivalry Among
Existing Firms • Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Substitutes Eius forensibus usu cu impetus tamquam te cum, eu eam
84
Potential  Lorem ipsum dolor sit amet, has

Entrants meis dicta eloquentiam at. Eius
Industry tamquam te cum, eu eam
Competitors
Suppliers Buyers  Lorem ipsum dolor sit amet, has
Rivalry Among
Existing Firms forensibus usu cu impetus
Substitutes  Lorem ipsum dolor sit amet, has

85
“
Potential
Entrants
New entrants to an
Industry
Competitors industry bring new
Suppliers Buyers capacity, the desire to gain
Rivalry Among
Existing Firms
market share, and often
substantial resources.
86
Substitutes

“
Potential
Entrants
Buyers compete with the
Industry
industry by forcing down
Competitors prices, bargaining for higher
Suppliers Buyers quality or more services, and
Rivalry Among playing competitors against
Existing Firms
each other -all at the expense
of industry profitability.
87
Substitutes

“
Potential
Entrants
Substitutes limit the
Industry potential returns of an
Competitors
industry by placing a ceiling
Suppliers Buyers
Rivalry Among
on the prices firms in the
Existing Firms
industry can profitably
charge.
88
Substitutes

“
Potential
Entrants Suppliers can exert
bargaining power over
Industry
Competitors participants in an industry
Suppliers Buyers by threatening to raise
Rivalry Among
Existing Firms
prices or reduce the quality
of purchased goods and
”
services.
Substitutes

89
“
Potential
Entrants
Rivalry among existing
competitors takes the familiar
Industry
Competitors form of jockeying for position -
Suppliers Buyers using tactics like price
Rivalry Among competition, advertising
Existing Firms
battles, product introductions,
and increased customer
90
Substitutes service or warranties.

PORTER’S FIVE FORCES
WORKSHEET 1
THREAT OF NEW ENTRY

• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
SUPPLIER POWER COMPETITIVE RIVALRY BUYER POWER

THREAT OF SUBSTITUTION
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
91
WORKSHEET 2
THREAT OF NEW ENTRY – COMPETITIVE RIVALRY – SUPPLIER POWER –

Low / Medium / High Low / Medium / High Low / Medium / High
• Entry 5
THREAT OF SUBSTITUTION – BUYER POWER –

Low / Medium / High Low / Medium / High
92
WORKSHEET 3 – 1/3
Ability to
control Impact Level Risk Level
COMPETITIVE RIVALRY
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
93
WORKSHEET 3 – 2/3
Ability to
THREAT OF NEW ENTRY
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
THREAT OF SUBSTITUTION
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
94
WORKSHEET 3 – 3/3
Ability to
SUPPLIER POWER
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
BUYER POWER
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
95
06
Market Product
Penetration Development
Market
Diversification
Development
Ansoff Matrix
The Product-Market Growth Matrix

ANSOFF MATRIX
THE PRODUCT-MARKET GROWTH MATRIX
Products
“
Existing
Market Product There are four basic growth
Penetration Development alternatives open to a business. It can
grow through increased market
Market
penetration, through market

development, through product
Market development, or through
New
Diversification
Development
diversification.
97
Existing New
-- H. Igor Ansoff, 1957 ”
ANSOFF MATRIX
Products
Existing
Market Product
Market
Market
New
Diversification
Development
Existing New
98
ANSOFF MATRIX
Products
Existing
Market Product
Market
Market
New
Diversification
Development
Existing New
99
ANSOFF MATRIX
Products
Existing
Market Product
Market Low Risk Moderate Risk
Market
New
Diversification
Development
High Risk Medium Risk
Existing New
100
ANSOFF MATRIX
PRODUCTS
Existing New
MARKET
Market Penetration Product Development

Existing
Low Risk Moderate Risk
Market Development Diversification

New
High Risk Medium Risk
101
ANSOFF MATRIX
Products
Trying to take a Extending

greater share of existing
Existing
Market Product
an existing products with
market with an existing
existing product Market markets
Finding or
Creating new
creating new
Market product lines or
New
markets for Diversification
Development ranges for sale
existing
in new markets
products
Existing New
102
Source: LaChapelle, Neil (2008) “The Structure of Concern: A Challenge for Thinkers”
ANSOFF MATRIX
Products

Existing
Market Product Eius forensibus usu cu impetus tamquam te cum, eu eam
Penetration Development • Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Market

Market Eius forensibus usu cu impetus tamquam te cum, eu eam
New
Diversification •
Development Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.
Existing New
103
ANSOFF MATRIX
Products

Existing
Market Product
Penetration Development forensibus usu cu impetus
Market

Market
New
Diversification tamquam te cum, eu eam
Development
Existing New forensibus usu cu impetus
104
ANSOFF MATRIX
Products
“
Existing
Market Product Market penetration is an effort to
Penetration Development increase company sales without
departing from an original product-
Market
market strategy. The company seeks to

improve business performance either
by increasing the volume of sales to its
Market present customers or by finding new
New
Diversification
Development customers for present products.
105
Existing New
ANSOFF MATRIX
Products
“
Existing
Market Product
A product development
strategy, retains the present
mission and develops products
Market
that have new and different

characteristics such as will
Market improve the performance of
New
Diversification the mission.
Development
106
Existing New
ANSOFF MATRIX
Products
“
Existing
Market Product
Market development is a
strategy in which the company
attempts to adapt its present
Market
product line (generally with

some modification in the
Market product characteristics) to new
New
Diversification missions.
Development
107
Existing New
ANSOFF MATRIX
Products
“
Existing
Market Product
Diversification is the final
alternative. It calls for a
Market
simultaneous departure from

the present product line and
Market the present market structure.
New
Diversification
Development
108
Existing New
ANSOFF MATRIX
WORKSHEET 1
Products
Existing New
Existing MARKET PENETRATION PRODUCT DEVELOPMENT
• •
Market
Entry 9 Entry 9
New MARKET DEVELOPMENT DIVERSIFICATION

109 • Entry 9 • Entry 9
ANSOFF MATRIX
WORKSHEET 2 – 1/2
EXISTING PRODUCTS Risk Level Investment

MARKET PENETRATION
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
MARKET DEVELOPMENT
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
110
ANSOFF MATRIX
WORKSHEET 2 – 2/2
NEW PRODUCTS Risk Level Investment

PRODUCT DEVELOPMENT
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
DIVERSIFICATION
• Entry 1
• Entry 2
• Entry 3
• Entry 4
• Entry 5
111
Thank You!
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01 – Boston Consulting Group Matrix