product market investment strategy

a key ingredient to success is to have a clear, realizable, impactful business strategy. the first concerns where you should compete, and the remaining three concern how you should compete. the first dimension concerns the product-market investment strategy, the scope of the business and the dynamics and resource priorities within that scope. which should get aggressive investment to enter or grow, which should get minimal investment, and which should be milked, exited or avoided? the second dimension concerns the customer value proposition, which needs to be relevant and meaningful to the customer, reflected in the positioning of the product or service, sustainable over time and differentiated from competitors.

the third dimension concerns strategic assets or competencies that provide a sustainable competitive advantage. a strategic competency is what a business unit does exceptionally well—such as a customer relationship program, manufacturing or promotion—that has strategic importance to that business. a strategic asset is a resource, such as a brand name or installed customer base that is strong relative to competitors. the fourth dimension concerns a supportive set of functional strategies or programs and the executional elements needed to deliver on the value proposition. the concept of a business strategy is central to most businesses, but, strangely, there is no accepted definition.

this is where you can use an approach like the ansoff matrix to think about the potential risks of each option, and to help you devise the most suitable plan for your situation. it has given generations of marketers and business leaders a quick and simple way to think about the risks of growth. it can help you weigh up the risks of your career decisions, and choose the best option as a result. product development, in the lower right quadrant, is slightly more risky, because you’re introducing a new product into your existing market. you can do this by finding a new use for the product, or by adding new features or benefits to it.

you’re trying to sell more of the same things to different people. conduct a risk analysis   to gain a better understanding of the dangers associated with each option. you can make sure it really is the best one with one last step: use decision matrix analysis   to weigh up the different factors in each option, and make the best choice. this is useful as it shows the difference between product extension and true product development, and also between market expansion and venturing into genuinely new markets (see figure 2, below). next, look at the risks associated with each one, and develop a contingency plan to address the most likely risks. subscribe to our free newsletter, or join the mind tools club and really supercharge your career!

the first dimension concerns the product-market investment strategy, the scope of the business and the dynamics and sometimes called the product/market expansion grid, the matrix (see figure 1, below) develop a new marketing strategy to decide which products warrant further investment, and which should be the ansoff matrix is a strategic planning tool that provides a framework ansoff, in his 1957 paper, provided a definition for product-market strategy as “a joint investment in research and development of additional products;; acquisition of, market development growth strategy, market development growth strategy, market development strategy, ansoff matrix, product/market expansion grid strategies. the product market expansion grid, also called the ansoff matrix, is a tool used to develop business growth strategies by examining the relationship between new and existing products, new and existing markets, and the risk associated with each possible relationship.

a business strategy has two core elements. the first is the product-market investment decision which includes the product-market scope of the busi- ness strategy, its investment intensity and the resoure allocation in a multiple business context. market penetration: this focuses on increasing sales of existing products to an existing market. product development: to the extent that the models yield the same results (strategic guidelines), the on the other hand, the aggregation of product-market segments may mean that also take into account the trade-offs of investing in various market segments., product market expansion grid of apple, product market expansion grid mcdonald’s, product/market expansion grid of starbucks, product market expansion grid of nestle, ansoff matrix harvard business review, product market expansion grid of pepsi, ansoff model, product market expansion grid developed by

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