Market-Penetration StrategyIt seeks to increase market share for presentproducts or services in present markets throughgreater marketing efforts.You have to take care of competitive reaction andcost of conversionExample: Airlines use reduced fares & promotion likevarious family travel packages to penetrate market Ansoff Matrix(Grid)Product-Market Strategies Existing New Market Product Penetration DevelopmentExisting (Expansion) Market Development Diversification New (Expansion) Environmental Turbulence There are five levels of environmental turbulence outlined as: Repetitive-change is slow, and predictable Expanding-a stable marketplace, growing gradually Changing-incremental growth, with customer requirements altering fairly quickly Discontinuous-characterised by some predictable and some complex and sudden changes Surprising-change which cannot be predicted and which both develops, and develops from, new products or services. Consequently, although strategy formulation had to take turbulence into account, one strategy could not fit every industry. However, if some organisations were faced with conditions of great turbulence, others still operated in relatively stable conditions. The issue of environmental turbulence underlies Ansoffs work on strategy. Environmental Turbulence By the 1980s change, and pace of change, had become important for managing organisations. Strategic management is done at several levels: overall corporate strategy, and individual business strategies. Hence, strategic management in many cases is partially planned and partially unplanned.
Change creates novel combinations of circumstances requiring unstructured non-repetitive responses. Strategic management Strategic management is fluid and complex. Strategic management involves both strategy formation (he called it content) and also strategy implementation (he called it process). Strategic management affects the entire organization by providing direction. Strategic management Strategic management involves adapting the organization to its business environment. The process specifies the organizations objectives, develops policies and plans to achieve these objectives, and allocates scarce resources to implement the policies and plans to achieve the objectives Strategic management Strategic management function formulates, implements and evaluates cross-functional decisions that will enable an organization to achieve its objectives. Ansoffs contributions Real-time strategic management Product-Market Growth Matrix The concept of Vertical/Horizontal integration The concept of environmental turbulence International University He died of complications from pneumonia on July 14, 2002. He is known as the father of Strategic management. Did doctorate from Brown University He was an applied mathematician and business manager. Graduated from Stuyvesant High School, New York in 1937 Studied General Engineering at Stevens Institute of Technology and also completed MSc from the same institute. Biography Igor Ansoff was born in Vladivostok, Russia, on December 12, 1918.
Igor Ansoff:Father of Strategic Management Presented By Anush Joseph MPOB, MBA, ASIET Prof.