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Objectives Resources
Skills Opportunities
Objectives Resources
Profit
and
Growth
Skills Opportunities
?2
18%- 4
16%-
14%-
3 ? 1
12%- 5
10%-
8%- Cash cow Dogs
6%- 8
4%-
2%- 6 7
0
10x 4x 2x 1.5x 1x .5x .4x .3x .2x .1x
©2000 Prentice Hall Relative Market Share
Market Attractiveness: Competitive-
Position Portfolio Classification
BUSINESS STRENGTH
Strong Medium Weak
MARKET ATTRACTIVENESS
Hydraulic Aerospace
pumps fittings
3.67
Clutches
Fuel
pumps
Flexible
2.33 diaphragms
Relief
valve
1.00
Invest/grow Selectivity/earnings Harvest/divest
©2000 Prentice Hall
The Strategic-Planning Gap
Desired
sales
Diversification growth
Strategic-
planning
Integrative growth gap
Sales
Intensive growth
Current
portfolio
0 5 10
©2000 Prentice Hall Time (years)
Three Intensive Growth Strategies:
Ansoff’s Product/Market Expansion Grid
Existing New
products products
New 2. Market
markets development 4. Diversification
2. Company develops a
High 1 2 device for measuring the
energy efficiency of any
lighting system
3. Company develops a
device for measuring
illumination level
Low 3 4 4. Company develops a
software program to teach
lighting fundamentals to TV
studio personnel
©2000 Prentice Hall
Threat Matrix
Probability of Occurrence Threats
High Low 1. Competitor develops a
superior lighting system
Seriousness
2. Major prolonged
High 1 2 economic depression
3. Higher costs
4. Legislation to reduce
number of TV studio
licenses
Low 3 4
©2000 Prentice Hall
The McKinsey 7-S Framework
Structure
Strategy Systems
Shared
values
Skills Style
Staff
©2000 Prentice Hall
The Value-Delivery Process
(a) Traditional physical process sequence
Make the product Sell the product
Design Procure Make Price Sell Advertise/
product promote Distribute Service
Promotion
Political/ Social/
legal cultural
environment environment
Competitors