1. Igor Ansoff Product matrix Session 6 Prof: Yasmin

2. Background Long-term business strategy is dependant on planning for their introduction Ansoff Matrix represents the different options open to a marketing manager when considering new opportunities for sales growth

3. Variables in the matrix Two variables in Strategic marketing Decisions: –The market in which the firm was going to operate –The product intended for sale In terms of the market, managers had two options: –Remain in the existing market –Enter new ones

4. In terms of the product, the two options are: –selling existing products –developing new ones

6. ExistingPRODUCTS New INCREASING RISK Existing MARKETS New MARKET PENETRATION Sell more in existing Markets MARKET EXTENSION Achieve higher sales/market share of existing products in new markets PRODUCT DEVELOPMENT Sell new products in existing markets DIVERSIFICATION Sell new products in new markets

7. IGOR ANSOFF MATRIX MARKET PRODUCT EXISTINGNEW EXIST MARKET PENETRATION Little risk MARKET DEVELOPMENT Moderate Risk NEW NEW PRODUCT DEVELOPMENT Moderate Risk DIVERSIFICATION High Risk

8. ExistingPRODUCTS New INCREASING RISK Existing MARKETS New MARKET PENETRATION Sell more in existing Markets

9. MARKET PENETRATION This is the objective of higher market share in existing markets –E.g. in 2000, Mitsubishi announced a 10% reduction in prices in the UK in order to encourage purchases

10. MARKET PENETRATION Maintain increase market share in current market with current products Selling more of the same to the same people In saturated market - Difficult In stagnant market – grab market share from others – intense competition

11. MARKET PENETRATION Increase usage by existing customers Encourage increase in frequency of use Attract customers away from rivals / Gain market share at expense of rivals Devise and encourage new applications Encourage non-users to buy

12. MARKET PENETRATION

13. Use Market Penetration when - When the market is not saturated When there is potential of growth When competitors share is falling When increase in volume leads to economies of scale When there is scope to sell more to existing users

14. MARKET-PENETRATION STRATEGY  Why ? To dominate market  How ? To increase usage or get new customers; reduce price; expand distribution or increase promotional activities  When ? When market is growing  What to look out for ? Competitive reaction; cost of conversion  Example: Airlines used reduced fares & promotion various family travel packages to penetrate market

15. ExistingPRODUCTS New INCREASING RISK Existing MARKETS New MARKET PENETRATION Sell more in existing Markets MARKET EXTENSION Achieve higher sales/market share of existing products in new markets

16. MARKET EXTENSION/ DEVELOPMENT This is the strategy of selling an existing product to new markets. This could involve selling to an overseas market, or a new market segment –Nintendo are making hand held games consoles (e.g. DS) appeal to the adult/grey market by introducing games such as Brain Train

17. MARKET DEVELOPMENT STRATEGY Selling the same product to different market Entering new markets, segments with existing products Gaining new customers, new segments, new markets Requires changes in marketing strategy, distribution, pricing policy, promotional strategy

18. Use market development when Untapped market is beckoning The firm has excess capacity Attractive channels to access new markets

19. MARKET DEVELOPMENT STRATEGY This strategy involves:  Adjusting the marketing mix, such as:  Analyzing competitors’ strengths, weaknesses, and potential for retaliation. Modifying the basic product offering Using different distribution outlets Changing the sales effort or advertising

20. MARKET DEVELOPMENT STRATEGY This strategy involves (continued) :  Identifying the number, motivation, and buying patterns of new buyers.  Determining the organization’s ability to adapt to new markets to evaluate success.

21. Internationally, this strategy has four forms: Licensing Joint Venture/ Strategic Alliance Exporting Direct Investment MARKET-DEVELOPMENT STRATEGY

22. Licensing Exporting Direct Investment Involves marketing the same offering in another country through sales offices or intermediaries. Is a contract where one firm (licensee) is given the rights to patents, trademarks, etc. by the owner (licensor) in turn for a royalty or fee. Involves investment by both a foreign firm and a local company to create a new entity in the host country. The two forms share ownership, control, and profits of the entity. Involves investing in a manufacturing and/or assembly facility in a foreign market. Is the most risky and requires the most commitment. Joint Venture/ Strategic Alliance MARKET-DEVELOPMENT STRATEGY

23.  Why ? To venture into new markets  How ? Sell existing products in new markets; modify product; use different distribution; use different advertising/sales strategy  When ? Present market is saturated  What to look out for ? Competitive reaction; understand new buyers; adaptability

24. ExistingPRODUCTS New INCREASING RISK Existing MARKETS New MARKET PENETRATION Sell more in existing Markets MARKET EXTENSION Achieve higher sales/market share of existing products in new markets PRODUCT DEVELOPMENT Sell new products in existing markets

25. PRODUCT DEVELOPMENT Least risky of all four strategies This involves taking an existing product and developing it in existing markets –E.g. Coca-Cola. This has been developed to have vanilla, lime, cherry and diet varieties (amongst others) in the SOFT DRINKS market

26. PRODUCT-DEVELOPMENT STRATEGY This strategy involves: Product Augmentation Product Innovation Product Line Extension Developing totally new offerings. Adding different features, sizes, etc. to broaden the existing line. Enhancing the value to customers of existing offerings.

27. Product Development Strategy New product to replace old product New innovative products Product improvements Product line-extensions New products to complement existing Products at a different quality level from existing product

28. PRODUCT-DEVELOPMENT STRATEGY Factors to consider when adopting this strategy:  The market size and volume needed for profitability.  The magnitude and timing of competitors’ responses.  The impact of the new product on the sales of existing offerings (cannibalization).  The capacity of the organization to deliver the offerings to the market(s).

29. Product-Development Strategy  Why ? To satisfy buyer’s need  How ? New or improved product; innovate or augment product  When ? Customer has a need or a problem  What to look out for ? –Market size/volume –competitor reaction –effect on existing products –resources to deliver new products

30. ExistingPRODUCTS New INCREASING RISK Existing MARKETS New MARKET PENETRATION Sell more in existing Markets MARKET EXTENSION Achieve higher sales/market share of existing products in new markets PRODUCT DEVELOPMENT Sell new products in existing markets DIVERSIFICATION Sell new products in new markets

31. DIVERSIFICATION This is the process of selling different, unrelated goods or services in unrelated markets This is the most risky of all four strategies –E.g. the Virgin group

32. Diversification New products sold to new markets New products sold to new customers Select based on growth prospects which the two new variables offer that the present product-market does not

33. Diversification Types Related Beyond present product –market, but within present industry Synergistic diversification Lesser risk Unrelated Entirely new product and market Conglomerate diversification

34. Related Diversification Horizontal – new products introduced to current markets (new product development) Vertical – when an organization moves into its supplier’s or customer’s business Concentric – when new products closely related to existing products are introduced in new markets

35. Summary Risks involved differ substantially The matrix identifies different strategic areas in which a business COULD expand Managers need to then asses the costs, potential gains and risks associated with the other options