h. igor ansoff : product-market matrix

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H. Igor Ansoff: Product-Market Matrix Product Development Diversification Market Penetration Market Development Market Product Current New C u r r e n t Ne w

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H. Igor Ansoff : Product-Market Matrix. New. Product Development. Diversification. Product. Market Development. Market Penetration. Current. Current. New. Market. Hubert Saint-Onge: Learning and Change Matrix. High. Restlessness. Target Zone. Learning. Mayhem. Functional. - PowerPoint PPT Presentation

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Page 1: H. Igor  Ansoff : Product-Market Matrix

H. Igor Ansoff: Product-Market Matrix

ProductDevelopment Diversification

Market Penetration

Market Development

Market

Product

Current New

Current

New

Page 2: H. Igor  Ansoff : Product-Market Matrix

Hubert Saint-Onge: Learning and Change Matrix

Restlessness Target Zone

Functional Mayhem

Change

Learning

Low High

Low

High

Page 3: H. Igor  Ansoff : Product-Market Matrix

S Specific The right goal C Challenging

M Measurable P Postetively stated

L Legal

A Attainable U Understood E Enviromentally sound

R Realistic R Relevant A Agreed

T Time phased

E Ethical R Recorded

The John Whitmore Model, The right goal

Page 4: H. Igor  Ansoff : Product-Market Matrix

MissionFormål og målsætning

Vision, værdierog forventninger

Strategi-formulering•Alternativer•Vurderingog valg

Strategisk kontrol

Strategi-implementering og planlægning

Situationsanalyse

• Omgivelser:muligheder ogtrusler• Organisations-ressourcer og kvalifikationer

Police og

forretningsorden

Strategisk management

Hvorfor? Hvad? Hvordan? Retningslinjer

Page 5: H. Igor  Ansoff : Product-Market Matrix

ISTJResponsibleExecutors

ISFJDedicatedStewards

INFJInsightfulMotivators

INTJVisionaryStrategists

ISTPNimble

Pragmatics

ISFPPractical Custodians

INFPInspiredCrusaders

INTPExpansive Analyzers

ESTPDynamicMavericks

ESFPEnthusiasti

cImprovisors

ENFPImpassionedCatalysts

ENTPInnovative Explores

ESTJEfficientDrivers

ESFJCommitedBuilders

ENFJEngaging Mobilizers

ENTJStrategicDirectors

Myers-Brigss Type Indicator

Page 6: H. Igor  Ansoff : Product-Market Matrix

Stakeholderkort

Magt Legitimitet

Presserende behov

Dominerende stakeholder

PassivStakeholder

DiskretStakeholder

Krævende stakeholder

AfhængigeStakeholder

DefinitiveStakeholder

FarligeStakeholder

Page 7: H. Igor  Ansoff : Product-Market Matrix

Koordinator

Afslutter

Opfinder

Specialist

Holdkammerat

Overvåger

Udfører

Skaber

Ressource-opdager

Menneskelige

roller

Intellektuelle roller

Beslu

tnin

gsrolle

r

Belbins teamroller

Page 8: H. Igor  Ansoff : Product-Market Matrix

OrganicMechanistic

Specialized differentiation and definition of tasks in the organization

Hierarchical supervision and reconciliation of problems

Precise definition of job responsibilities, methods, rights and obligations.

(Perceived) location of superior knowledge at the top of the hierarchy.

Vertical interaction of individuals between subordinate and superiors.

Insistence on loyalty to organization and obedience to superiors.

More prestige attached to job than to general knowledge, experience and skills.

Contributive nature of special knowledge to the total concerns of the total concerns of the organization.

Redefinition of tasks and responsibilities through interaction with others.

Commitment to the organizations beyond any technical/precise definition; such commitment more valued than loyalty.

Network structure of control, authority and communication.

Omniscience not imputed to senior executives; knowledge located anywhere in the organization and this location may become centre of authority for given issue.

Lateral, rather than vertical, direction of communication.

Communication consists of information and advice rather than instructions and decisions.

Mechanistic vs. Organic Managementstyle

Page 9: H. Igor  Ansoff : Product-Market Matrix

The Four Types of Cooperation Tools

Vision

Folklore Religion

Rituals

Tradition Demorazy

Apprenticeship

Strategic planning

Measurement systems

Standard operating procedures Training

Transfer pricing Financial incentives Hiring and promotion

Control systems

Threats

Coercion

Fiat

Role definition

Negotiation

Role modelling

Salesmanship

Charisma

LeadershipTools

CultureTools

PowerTools

ManagementTools

Broad consensusNo consensus

Bro

ad c

onse

nsus

No

cons

ensu

s

Extent to which people agree on cause and effect

Ext

ent t

o w

hich

peo

ple

agre

e on

wha

t the

y w

ant

Page 10: H. Igor  Ansoff : Product-Market Matrix

The Conversion Model of Brand Loyalty

Secure users Vulnerable users

Open non-users Unavailable non-users

Shallow Convertible

Available

AverageEntrenched

WeaklyAmbivalent Strongly

Competitive brandsFloating voters

Your brand

Page 11: H. Igor  Ansoff : Product-Market Matrix

NY

KAOS

GAMMEL

ORDEN

Innovati

o

ns-

feltet

Thinking outside the box

Page 12: H. Igor  Ansoff : Product-Market Matrix

KONSTRUKTIV

DESTRUKTIV

POSITIV

NEGATIV

”Ja, og …”

”Nej, fordi …”

”Ja, men …””Nej

!”

The AI Model

Page 13: H. Igor  Ansoff : Product-Market Matrix

EGOISTISK

ALTRUISTISK

ARVETTJENT

Børn af rige

forældre

Gamle pengeBrugt på

Tjent på …

Nouveau

riche

Green SUV’ers

Vinderne findes på denne side

Statusmodellen