Academic literature on the topic 'Ansoff's strategies'
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Journal articles on the topic "Ansoff's strategies"
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Ginevičius, Romualdas, and Renata Auškalnytė. "THE EVALUATION OF A COMPANY'S STRATEGY BY THE ANSOFF'S PRODUCT MARKET MATRIX/ĮMONĖS STRATEGIJOS VERTINIMAS PAGAL I. ANSOFFO PRODUKTO-RINKOS MODELĮ." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 7, no. 2 (2001): 158–65. http://dx.doi.org/10.3846/13921525.2001.10531717.
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The I. Ansoff's theories take a considerable place in the evolution of the strategy research. In our opinion, his works are very important, because there is a clear boundary between the strategy formulation process and the strategy as the result of this process. On the grounds of Ansoff's point of view and his product market matrix, we suggest a methodology for determining the strategy applied by the company. I. Ansoff suggested four types of strategy: penetration, product development, market development and diversification (Fig 1). The diversification strategy is the most risky and distracts the company from its production and marketing. Therefore, the penetration, product development and market development will be evaluated. For the first stage of research the evaluation criteria of expansion strategies are chosen. There is not any common criterion of strategy. For evaluating the market penetration strategy the following criteria are chosen: costs of work, costs of resources, productivity of works, promotion costs on the native market. For evaluating the product development strategy the following criteria are used: number of new products, expenses of R&D, number of people who work in R&D, number of sold licences and number of bought licences. For market development strategy evaluating the following criteria are applied: number of new geographical markets, promotion costs on new geographical markets, number of people who work in the new markets. These criteria help to gather data for further research. Then the dynamics of criteria changes is calculated according to the formula: where I p is the meaning of criterion at the beginning of the analyzed period, I pa is the meaning of criterion at its end. This formula helps to calculate the generalized index of expansion strategies according to the formula In the second stage, the priorities of the groups of a company's products are calculated and a group of the product influencing the company's strategy is chosen. On the grounds of sale and export indexes, the product group is attributed to the product life cycle phase. The company's ability to apply strategy is calculated in the third stage of research. Therefore, we have chosen the coefficient K 0 describing the work of each unit, equipment, technology, employees and changes on the market. The coefficient is calculated by the formula Where T is is the time of product innovation, T r is the time of production and realization. The life cycle of product helps to calculate the coefficient K 0. Therefore, the time parameters of this cycle stages are chosen and calculated by regression analysis. Then the stochastic model of product life cycle is created (Fig 2). By a formula the coefficient is calculated and compared with K 0 of the most successful company on the market. Besides, the coefficient K 0 helps to calculate the boundaries of expansion strategy according to the formulas: In this article we have introduced a methodology of the strategy applied by the company. The methodology proves the fact that there is a connection between the strategy of a company and product life cycle. In addition, this methodology helps to plan the activity of a company in future.
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Kainth, Jyoti, and Gautam Kainth. "KKCL: exploring growth opportunities." Emerald Emerging Markets Case Studies 5, no. 4 (2015): 1–11. http://dx.doi.org/10.1108/eemcs-09-2014-0234.
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Subject area Product Management, Marketing Strategy, Growth Strategies. Study level/applicability Bachelor of Business Studies, MBA, Executive MBA. Case overview The case documents the humble beginning of Kewal Kiran Clothing Limited (KKCL) in 1981 to its current position as a leading fashion apparel brand in India. However, competition from new national players, emergence of global players in India, private labels of retailers and dawn of Internet retailing has created significant growth challenges for the firm. Mr Jain, the Managing Director of KKCL, is contemplating the growth strategies for the firm and possible changes in the business model, as he is developing the 2014-2015 strategic plan for KKCL. This is imperative to reach the ambitious sales target of INR 10 billion by 2018-2019. The students are expected to assess the performance of KKCL on multiple quantitative and qualitative data points given in the case and exhibits. It encourages them to come up with possible growth strategies for the firm. Expected learning outcomes The case is expected to guide students in comprehending the multi-thronged challenges pertaining to fashion apparel industry; in Situational Analysis of the firm, which includes assessing internal and external factors; and in recommending the best possible growth strategy after due evaluation and deliberation using Ansoff's Matrix. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Raghavan, Srividya. "FieldTurf Tarkett India: challenges and opportunities in new markets." Emerald Emerging Markets Case Studies 1, no. 4 (2011): 1–30. http://dx.doi.org/10.1108/20450621111195660.
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TitleFieldTurf Tarkett India: challenges and opportunities in new markets.Subject areaMarketing, marketing communication and business strategy.Study level/applicabilityGraduate level and some core courses in undergraduate level.Case overviewThe case describes the evolution of a start‐up company, Great Sports Infra Pvt Ltd, which had acquired the exclusive dealership of the largest artificial sports surface products company – FieldTurf Tarkett. Great Sports Infra was started as a small business with a capital of INR 5 million, by Mr Anil Kumar who had won the exclusive license to sell the FieldTurf brand of artificial turf in India and the SAARC region. FieldTurf was a well entrenched brand for playing surfaces in several developed countries around the world. The size, scope and consumer base of the Indian market was vastly different from the mature markets in which FieldTurf was a well established brand. Anil had to find a market for the product in India which was a classic context of “existing product entering a new market” – in this case an emerging market. Identifying new markets and targeting them with a relevant marketing mix and communication mix were the dominant challenges faced by Anil. Having developed the market in India, he now faces competition from cheaper manufacturers and limited growth in the sports infrastructure. The students must deliberate on current strategies and suggest strategies for the future growth of the product in this market.Expected learning outcomes Challenges of an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify the nature of challenges. Understanding positioning strategy. To understand how to extract IMC strategy from business strategy. Targeting each segment differently but keeping the message consistent following the principles of principles of IMC, i.e. harmony, consistency and synergy. Understanding the role of 6Ms in designing a communication plan. Understanding how to identify appropriate media mix. Understanding the holistic IMC framework.Supplementary materialsTeaching notes.
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Das, Prafulla Kumar. "Should “Tbgo” be dropped from UCF's product portfolio?" Emerald Emerging Markets Case Studies 2, no. 8 (2012): 1–13. http://dx.doi.org/10.1108/20450621211317627.
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Subject area Business administration, brand management, marketing management, international marketing, strategic marketing. Study level/applicability This case is suitable for MBA students with exposure to marketing strategy and basic marketing. It may also be useful for junior and middle level marketing professionals during their training programs. This case-study may find its application while teaching strategic marketing, marketing management, international marketing and pharmaceutical management. Case overview Unicare Formulations was a reputable pharmaceutical company in India. It started small and with the growth of the industry it could capture significant market share in it chosen segments. It introduced brands in small and niche areas with low innovation and where bigger companies showed little interest. It also infused new blood through outside talent. It brought newer brands to its brand portfolio. A relatively new but promising brand – Tbgo – was struggling. Its marketing head was confused whether to continue with the brand. He needs advice based on management principles. Expected learning outcomes After covering this case study, a student should be able to: use SWOT and environmental analyses to solve complex business problems; explain segmentation, targeting and positioning (STP) and shall be able to use those for preparing marketing strategy; use 4Ps in different combinations in planning brand strategies; use Ansoff's model (product-market grid); use Porter's generic strategy to analyze brand performance and to take appropriate action for brand revival; and internalize the intricacies of brand-building and their impacts on the business performance of a firm. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Shaikh, Sumaiyya Wahid, Genanew B. Worku, and Ananth Rao. "Japanese Airline Management Strategy ?Case study of All Nippon Airway’s Global Business Strategy?" International Conference on Advances in Business, Management and Law (ICABML) 2017 1, no. 1 (2017): 143–55. http://dx.doi.org/10.30585/icabml-cp.v1i1.17.
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This paper analyses the strategy of All Nippon Airways, the second largest airline in Japan. The airline industry has been considered a symbol of government regulation. Competitive strategies increased through gradual deregulation in the 1980s, new entrants in the 1990s, and the expansion of Tokyo International Airport. Competition in the industry intensified when Japan Airlines (JAL), the largest airline in Japan, which rebuilt its operations using government support, re-listed. In this environment, ANA, which has been a private company since its inception and the second largest airline for many years, was the ninth largest in the world based on profits and number of passengers.
 We first use a cross-sectional financial analysis to confirm the positioning in Japan’s aviation industry by comparing ANA with JAL. Next, regarding ANA’s management strategy, we use Ansoff’s Product-Market Growth Matrix. Finally, regarding global strategy, we analyze ANA.
 Keywords: Airline; Management Strategy; Ansoff’s Matrix
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Veiga, Pedro Mota, and Mário Franco. "Alliance portfolios and firms’ business strategy: a content analysis approach." Management Research Review 38, no. 11 (2015): 1149–71. http://dx.doi.org/10.1108/mrr-04-2014-0093.
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Purpose – The purpose of this study is to understand in what way the business strategy of a firm operating on a global scale is linked to its alliance portfolio,from the product-market matrix of Ansoff (1957) and the resources-partners matrix of Yasuda and Iijima (2005). Design/methodology/approach – To meet this objective,the case study method was adopted,with data being obtained from interviews and documentary analysis of the selected firm/case: Borgstena Textile (BT). Findings – Based on a content analysis approach,it was possible to observe an alliance portfolio with advantages for BT and include those partnerships in the four quadrants referring to the nature of resources and partners defined by Yasuda and Iijima. In terms of growth strategy,BT simultaneously defined the typology of product-market strategies proposed by Ansoff,i.e. BT tries to use strategic alliances to execute specific business strategies. Practical implications – This research seeks to make a practical contribution,identifying the main association between the alliance portfolio and several specific firm strategies. This may allow better understanding of the composition of the alliance portfolio and,in this way,improve strategic management. This means that alliances should be managed as a whole and not in a dyadic way. Originality/value – This study is innovative because it seeks to make a contribution to the literature,from a theoretical perspective,by developing two matrixes by Ansoff (1957) and Yasuda and Iijima (2005). These frameworks allow us to analyze the relationship between alliance portfolio and business strategy.
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Santos, Aguinaldo dos, and Naotake Fukushima. "SUSTAINABLE PRODUCT SERVICE SYSTEMS DESIGN: TOOLS FOR STRATEGICS ANALYSIS." MIX Sustentável 3, no. 4 (2017): 149–56. http://dx.doi.org/10.29183/2447-3073.mix2017.v3.n4.149-156.
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The present paper discusses the tools for phase of Strategic Analysis for the process of Sustainable Product-Service System Design. It explores the cumulative experience obtained at the Design & Sustainability Research Center of UFPR, on case studies developed with companies on the period between 2006 to 2016. When compared with the MSDS Method the case studies presented a stronger emphasis on tools derived from administration (ex: Ansoff matrix, BCG matrix, Canvas, SWOT chart, Slack matrix, Polarity Diagram) and, very importantly, from the service design community (ex: bluepring, customer journey, touchpoint matrix).
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Alioune Diop, Pape. "Sino-Senegalese Cooperation: An Impulse to Innovative Growth Strategies for Senegalese SMEs." International Journal Of Innovation And Economic Development 1, no. 5 (2015): 26–43. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.15.2003.
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Since 2005, Senegal and China have developed painstaking efforts to flourish in win-win cooperation. However, the outcome of this collaboration is still under scrutiny due to several constraints in the small and medium enterprise (SME) sector. This study examined how the Sino-Senegalese cooperation could be a mean for Senegalese SMEs to grow their businesses through competitive strategies. The purpose of the study was to explore practical uses of growth strategies that may enable the Senegalese SMEs to develop sustainably. We adopted an inductive research approach by using descriptive and interpretive statistical analysis methods. We explored the data using SPSS 16.0. We can summarize the findings as follows: (1) Senegalese SMEs in China face problems related to unstable government regulations; high money transaction costs and high tax rates rather than access to finance; (2) there is a high degree of informality among SMEs in Guangzhou and Yiwu despite the relatively high level of education of the SME managers; (3) they can incorporate many growth strategies in the management of their businesses concerning the idiosyncratic pitfalls we have identified in the research. The Ansoff matrix, innovative strategic moves, and strategic networking have shown to be important tools for the Senegalese SMEs operating in China to grow steadily and sustainably. A way to grasp the originality of this thesis is that many of the major works published in this field mainly focus on China’s strategy for Africa. We find less evidence in the literature for China’s presence in a resource-independent economy like Senegal. And by doing so, they barely mention the negative impacts of this cooperation, nor do they alleviate the opportunities and strategies that can be put forward for SMEs growth.
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Mathur, Mini, and Smita P. Kothari. "Wealth out of Waste (WOW): a business paradox." Emerald Emerging Markets Case Studies 20, no. 2 (2020): 1–27. http://dx.doi.org/10.1108/eemcs-12-2019-0326.
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Learning outcomes Help students understand Porter’s five forces framework. Explore and analyze possible growth strategies using the Ansoff matrix. Case overview/synopsis This case study integrates lessons in growth strategies, Porter’s five forces and the Ansoff matrix. Vijay Kothari, Founder of Wealth out of Waste (WOW) is in a fix. In spite of functioning in an environment of abundant demand and potential, he is unable to perform in his optimum capacity because of operational and manpower-related issues. WOW, which turned nine in 2019, is a sort of monopoly in the organized business of scheduled collection of recyclable trash. WOW is operating in a 2% market with 98% being captured by traditional “pastiwalas.” From the current waiting period of up to seven days, Kothari wants to service any area in the city of Ahmedabad, Gujarat, India within 2 h. To achieve this objective, how should Kothari overcome the growth challenge in the business. Complexity academic level Undergraduate and postgraduate. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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Gwiazda, Aleksander. "System Approach Concept as Teaching Tool of Strategic Management Fundamentals." Kwartalnik Ekonomistów i Menedżerów 27, no. 1 (2013): 83–98. http://dx.doi.org/10.5604/01.3001.0009.6296.
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This paper presents the concept of a systemic approach in teaching the fundamentals of strategic management. Basing on the traditional typologies of organizations strategies the general map of strategies was proposed aiming to introduce students to the problems of strategy selection. As the tool for ordering the map of strategies the SWOT/TOWS matrix has been selected. The part of the particular strategies has been taken from typologies of Porter, Bowman and Ansoff. Basing on these typologies two versions of the map of strategies were developed. The first one includes 9 specific strategies and the other – 13. The strategies are grouped into four groups: aggressive strategies, conservative ones, competition ones and recovery ones. The developed maps of strategies allow more flexible analyzing of the strategy selection process and the relationship between them and their evolution.
Dissertations / Theses on the topic "Ansoff's strategies"
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Milova, Nina. "Exploring strategic role of IT from the perspective of Ansoff's and Porter's generic strategies." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ59285.pdf.
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Horsten, Sharon. "The impact of competition on the product-market strategies of entities in the pharmaceutical industry / Sharon Horsten." Thesis, North-West University, 2004. http://hdl.handle.net/10394/549.
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There can be little doubt that competition in the pharmaceutical industry has increased considerably over
the past few years. Growth in the pharmaceutical industry in South Africa has been affected adversely in
recent years by the increased competition from generic drug manufacturers. As soon as a drug comes off
patent, competitors are ready with generic copies, resulting in price drops. Pharmaceutical companies are
therefore forced to continually evaluate their existing strategies, to ensure that their financial performance
remains at the desired level.
This study aims to determine the importance that entities in the pharmaceutical industry attach to
competition during the strategy-formulation process. The study will also attempt to provide an
understanding of how entities have adapted their product-market strategies, as identified by Ansoff, over
the past five years. As an ancillary objective, this research aims to determine whether the level of
competition in the industry has adversely affected the financial performance of the entities competing
within the industry.
Entities within the pharmaceutical industry consider the level of competition in the industry to be very
high, and, accordingly, it is one of the major factors that they consider when determining which product market
strategy to adopt. Because of this, the product-market strategies adopted by entities in the
pharmaceutical industry have changed substantially over the past five years. No strategy is, however,
dominant.
Over the past five years, most of the entities in the pharmaceutical industry have displayed improved
profitability, risk and cash flow-ratios, as well as growth in revenue, net profit and net asset value. This
improvement in financial performance is despite an increased level of competition. It can therefore be
concluded that the level of competition in the pharmaceutical industry is not reflected directly in the
overall financial performance of companies in the industry.<br>Thesis (M.Com. (Management Accounting))--North-West University, Potchefstroom Campus, 2005.
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Adamec, Jaroslav. "Nástroj pro podporu volby optimální strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2012. http://www.nusl.cz/ntk/nusl-236600.
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The thesis considers theoretical bases for understanding the product, company, competition and strategies. The thesis compares material and immaterial products and examines the properties of information goods. The thesis considers regularities of strategic management and strategic concepts. The thesis examines analysis used in strategic management, analyses requirements for the system data and describes implemented analysis and their usage.
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Salenborg, Elizabeth, and Therese Stålered. "Recession-proofing : - A case study of how Small and Medium-sized Enterprises remain resilient during times of recession." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-27692.
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The world today is confronted by the worst financial and economic crisis since the Great Depression of 1920’s. Due to the financial system being globalised and interdependent, the contagion effects of the financial crisis trickled down to Europe and ultimately triggered the recession of 2007-2009, which had far-reaching repercussions on cross-border economic activities. The severe international downturn had a significant effect on the Swedish economy and Swedish SMEs. Moreover, the recession has heightened economic uncertainty and combined with the existing challenges facing SMEs, created one of the most difficult business climates in decades, hence, a prevailing need for creating resilience. The purpose of this study is to examine how Swedish Internationalised SMEs remain resilient during times of recession. This will be studied through investigating what resources and capabilities were crucial for building resilience and how the SMEs changed their strategy during the recession to remain resilient. The study is conducted through a qualitative case study and an abductive approach in order to get a profound insight into the firm’s behaviour. The theoretical framework is founded on the area of strategy and resilience, by accounting for strategy formulation, the RBV, resilience and strategic change. Moreover, the empirical chapter presents the results of the data gathered from the six case companies and is structured according to the companies and the three research problems. In the analysis, the patterns emerging from the theoretical framework and the empirical data is analysed based on the three research problems through trying to understand the underlying reasons for the emerging patterns. The study conclude that Swedish internationalized SMEs remained resilient during the recession of 2007- 2009, through reconfiguring its critical resources and capabilities, and changing their strategy to adapt to the changes in the external environment caused by the recession.
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Mašek, Karel. "Strategická analýza společnosti Vodafone Czech Republic a.s." Master's thesis, Vysoká škola ekonomická v Praze, 2016. http://www.nusl.cz/ntk/nusl-264097.
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The aim of this thesis is to design a strategy for Vodafone Czech Republic, a.s. Using the open data an analysis of macroenvironment as well as microenvironment are performed, where a definition and a breakdown of telecommunication market into five segment is made. Following is the analysis of Porter five forces, which analyses competition forces on the market as well as to the Vodafone. Further on a financial analysis and product portfolio analysis is made, which serves as the basis of Ansoff matrix. In the conclusion a synthesis of the analyses is made and several strategies are designed.
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Kozelek, Pavel. "Marketingová strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222496.
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The diploma thesis "Marketing strategy of a company“which is divided into theoretical, analytical and design. The main objective of this thesis is to design a marketing strategy of the manufacturing company, focusing on key products and strengthen its position in the chosen market segment. The chosen strategy is built on identifying key product (the product or at least profitable product, which is losing market position), its detailed analysis and recommendations for appropriate development activities, including its location on the selected market. These outputs are also the basis for the formulation and determination of optimal strategic objectives and action steps to comply with this proposed strategy.
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Frisk, Christopher, and Alfred Johansson. "Passion Driven Companies in a Profit Driven Industry : A qualitative study on how craft entrepreneurs’ motivations affect their perception of competitive strategy." Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-149999.
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The microbrewery industry is the fastest growing industry in Sweden. In seven years, the industry has grown by 832 percent. The dramatic increase of microbreweries has led to a highly competitive business environment for these entrepreneurs. This calls for microbreweries to develop strategies for how to stand out in this increasingly competitive environment, i.e., create competitive advantages. However, previous studies have shown that craft entrepreneurs do not strive to achieve traditional economic objectives as the competitive strategy research field suggest that companies have. Hence, traditional competitive strategies may not be applicable for these entrepreneurs. The purpose of this study was therefore to develop an understanding how motivational factors affect craft entrepreneurs’ competitive strategy. To fulfill the purpose, we conducted a case study on microbrewers within the northern region of Sweden. We used a qualitative research methodology where we conducted semi-structured interviews. Seven microbreweries participated in the study. We found that craft entrepreneurs’ motivations for why they started and maintained their microbreweries were mainly because of their passion and interest for the craft and therefore this was their primary objective. However, they perceived profit as a necessity that would enable them to achieve their primary objective. Therefore, we found that these entrepreneurs have dual objectives. We also found that entrepreneurs’ motivations affected their competitive strategies. These entrepreneur’s dual objectives caused some dilemmas when the two objectives contrasted each other. We saw tendencies that this created tension among these entrepreneurs when they had to balance the two objectives of generating profit and achieving objectives related to their passion and interest for the craft. Further, we found that these tensions caused implications on the entrepreneurs’ perception of competitive strategy. Their perception of competitive strategy differed from traditional theory in three areas. Firstly, they had a resistance to grow their businesses. Secondly, they had a resistance for product/market development. And lastly, they experienced a low level of ambiguity when competing and cooperating simultaneously. In this study, we have been able to deepen the knowledge of craft entrepreneurs and how their motivations affect their competitive strategy. This is a first step in developing an understanding of how additional objectives to profit can cause implications for competitiveness.
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Aardeck, Anna-Katharina, and Corinna Behling. "Customer Value's Influence on International Market Entry Strategies in a B2B Context : Business and Market Opportunities in the Data Centre Segment in Northern Europe." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-123442.
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nternational market entry strategies gained increasing importance due to globalisation. Companies became multinationals. Therefore, new challenges arose due to different market and customer requirements. One topic, which gained importance in B2B context, is customer value. Customer value can be defined as the perceived benefits a company delivers its customers in comparison to the perceived expenses. Nevertheless, no uniform definition exist. In addition to that, if there is a direct connection between B2B customer value and international market entry strategies have not been investigated yet. Therefore, this thesisprojectdeals with the influence of B2B customer value on international market entry strategies. To determine the link, following research question guides this thesis: How does B2B customer value influence international market entry strategies in Northern Europe?The research isnot only focused on Northern Europe but also on the data centre segment. The investigated countries are Norway, Ireland, UK and Finland. These countries are highly interesting for the commission partnerdue to market developments and mega trends. Furthermore, the commission partneris represented by local subsidiaries in the four countries of interest. In order to answer the research question, deep insights are generated via semi-structured interviews. Three customer groups are investigated: Data centre operator as well as owner, constructors including panel builder and system integrators as well as design consultants. The interviews are conducted either face-to-face or if necessary via telephone in the four countries of interest. The interviews include questions about B2B relationships, brand and marketing.If culture influences B2B customer value is investigated indirectly bythe questions on B2B relationship.Market intelligence questions are added in order to create a deeper understanding of the market.Furthermore, these insights also help to interpret the answers of customers. Due to the interviews, a picture of the B2B customer value in Northern Europe is created. Northern European customers value reliable suppliers who can offer quality products as well as solutions. In addition to that, the importance of global brands andmarketing of competences is determined. Due to combining the findings with the cultural dimensions of Hofstede, it is concluded that customer value differs between other countries.Hence, customer value influences international market strategies, as different customer value require distinct international market entry strategies.
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Helíšková, Šárka. "Návrh marketingové strategie firmy Plastika a.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222642.
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The topic of this thesis is to increase the competitive position of the firm Plastika a.s. with the help of creation a new marketing strategy for the next period of time. The analysis of the present marketing strategy is the base for it. The first part of this work is based on the theory. The second part introduces the company Plastika a.s.. There is carried out the analysis of the current situation which focuses on its present marketing strategy. The third suggestion part formulates the suggestion of the new marketing strategy for the next period of time which will lead to the improvement of the competitive position of the firm Plastika on the market.
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Martins, Afonso Miguel Araújo Ribeiro De Luís. "Scenarios and Ansoff Matrix: an application to the future of hotel investment in Portugal." Master's thesis, 2020. http://hdl.handle.net/10362/104475.
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This paper presentsa methodological approach to link scenario planning with strategy outlining, in the field of hotel investments,through the application of Ansoff matrix in distinct identified scenarios. We show that scenario planning when linked with Ansoff matrix,enhancesstrategic thinking inside organizations and helps companies to evaluate current product portfolio,and to identify future-entry-market strategies. In addition, this paper presentsthat multipoint forecasting improves strategic resilience and agilityby promotingstrategy development for each identified scenario.Finally, this provides insights to hotel investors,aboutfuture market trends and dynamic customer needs, to adapt the current product portfolio.
Books on the topic "Ansoff's strategies"
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Cunningham, Wood John, and Wood Michael C, eds. H. Igor Ansoff: Critical evaluations in business and management. Routledge, 2007.
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Wood/Cunningham. H. Igor Ansoff Critical Evaluations in Business and Management 2 vol (Critical Evaluations in Business and Management). 7th ed. Routledge, 2007.
Find full textBook chapters on the topic "Ansoff's strategies"
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Martinet, Alain Charles. "Ansoff, H. Igor (1918–2002)." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_616-1.
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Martinet, Alain Charles. "Ansoff, H. Igor (1918–2002)." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_616.
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Ansoff, Rick. "Special Memorial Article: H. Igor Ansoff and Strategic Management — Reflections from the Philosopher’s Stone." In Strategic Management. Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230590601_1.
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"Ansoff's Matrix." In Strategic Decisions. Cambridge University Press, 2019. http://dx.doi.org/10.1017/9781108665797.019.
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Mulders, Marijn. "Growth Strategies, Ansoff." In 101 Management Models. Routledge, 2019. http://dx.doi.org/10.4324/9781003022022-46.
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Amoako, George K., Felicia De Heer, and Rebecca Baah-Ofori. "Innovating Ansoff Growth Strategies in the Hotel Industry in Ghana." In Emerging Innovative Marketing Strategies in the Tourism Industry. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8699-1.ch006.
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In the twenty first century Africa has seen an increased momentum and an infusion of economic vibrancy in various sectors of the economy. In most of the countries there has been the development of a strong private sector participation in business and the application of technology in business is introducing new opportunities. The face of business is changing as the new impetus is redefining new relationships with customers. One major contributor to GDP growth in Africa is Tourism. Africa is endowed with many natural and beautiful tourist attractions. However this natural endowment alone is not enough to bring about growth and revenue so desired by investors. Managers in the Tourism sector must therefore give investors value for money by embarking on innovative growth strategies. Ansoff growth Strategies have been identified in marketing literature to provides insights for understanding and growing businesses. They include the market penetration strategy, market development strategy, product development strategy and diversification strategy. This study seeks to examine how innovating Ansoff growth strategies can bring about customer retention and business growth in the Hotel Industry in Ghana and Africa. The study will be conducted using in-depth interviews with management of ten leading hotels and customers in Ghana. Secondary data on tourism from other African countries such as South Africa will be used. Thematic and content analysis will be used to analyze both secondary and primary data. The study seeks to find how innovating Ansoff growth strategies could bring about sustainable competitive advantage in the Tourism Sector in Ghana and Africa. The tourism sector is developing very fast and studies in this area are laudable. Also it will contribute to existing literature on tourism marketing management from a developing country perspective. Managers in the tourism sector will know which strategies work and why. There is very little research on innovative marketing strategies development in Ghana and Africa as a whole. This is an exploratory study on the application of Ansoff growth strategies within the African Tourism development context. Findings will also serve as a guide for both local and foreign investors and policy makers. The competitive environment in which tourism firms operate requires that business leaders/investors have good market information in order to build capabilities to win on the market.
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"H. Igor Ansoff (1987), 'Concept of Strategy', in Corporate Strategy, London: Penguin Books, pp. 100-116." In Historical Evolution of Strategic Management, Volumes I and II. Routledge, 2017. http://dx.doi.org/10.4324/9781315253336-12.
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