鲍曼的战略钟和安索夫的产品/市场矩阵—Bowman's Strategy Clock and Ansoff's product / market matrix - 蜂朝网
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鲍曼的战略钟和安索夫的产品/市场矩阵—Bowman's Strategy Clock and Ansoff's product / market matrix

时间: 2014-05-14 编号:sb201405141629 作者:蜂朝网
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文章摘要:
公司战略的制定和实施对公司成功至关重要。战略的制定和实施是一项复杂的工作。借助一些战略制定和实施工具,企业管理者能制定出适合企业自身状况的战略。本文主要讨论Bowman's Strategy Clock 和 Ansoff's product / market matrix两种重要战略实施工具。

The Strategy Clock: Bowman's Competitive Strategy Options

战略时钟: 鲍曼的竞争策略选择


The 'Strategy Clock' is based upon the work of Cliff Bowman (see C. Bowman and D. Faulkner 'Competitive and Corporate Strategy - Irwin - 1996). It's another suitable way to analyze a company's competitive position in comparison to the offerings of competitors. As with Porter's Generic Strategies, Bowman considers competitive advantage in relation to cost advantage or differentiation advantage. There a six core strategic options:

战略时钟是以克里夫鲍曼的著作为依据的(可参考Bowman and D. Faulkner 的著作《竞争力与企业战略》)。它是一个适用于分析相对于竞争对手产品而言的竞争力的方法。正如波特的通用战略,鲍曼认为竞争优势于成本优势或差异化优势相关联的。有6个核心战略选择:



Option one - low price/low added value - Likely to be segment specific

Option two - low price - Risk of price war and low margins/need to be a 'cost leader'


Option three - Hybrid - Low cost base and reinvestment in low price and differentiation


Option four - Differentiation –Without a price premium - Perceived added value by user, yielding market share benefits

  With a price premium -Perceived added value sufficient to bear price premium


Option five - focused differentiation - Perceived added value to a 'particular segment' warranting a premium price


Option six - increased price/standard - Higher margins if competitors do not value follow/risk of losing market share.


Option seven - increased price/low values - Only feasible in a monopoly situation


Option eight - low value/standard price - Loss of market share


Ansoff's product / market matrix

安索夫的产品/市场矩阵

Introduction


The Ansoff Growth matrix is a tool that helps businesses decide their product and market growth strategy.

Ansoff’s product/market growth matrix suggests that a business’ attempts to grow depend on whether it markets new or existing products in new or existing markets.




The output from the Ansoff product/market matrix is a series of suggested growth strategies that set the direction for the business strategy. These are described below:


Market penetration

市场渗透


Market penetration is the name given to a growth strategy where the business focuses on selling existing products into existing markets.


Market penetration seeks to achieve four main objectives:

• Maintain or increase the market share of current products – this can be achieved by a combination of competitive pricing strategies, advertising, sales promotion and perhaps more resources dedicated to personal selling

• Secure dominance of growth markets

• Restructure a mature market by driving out competitors; this would require a much more aggressive promotional campaign, supported by a pricing strategy designed to make the market unattractive for competitors

• Increase usage by existing customers – for example by introducing loyalty schemes


A market penetration marketing strategy is very much about “business as usual”. The business is focusing on markets and products it knows well. It is likely to have good information on competitors and on customer needs. It is unlikely, therefore, that this strategy will require much investment in new market research.


Market development

市场开发


Market development is the name given to a growth strategy where the business seeks to sell its existing products into new markets.


There are many possible ways of approaching this strategy, including:

• New geographical markets; for example exporting the product to a new country

• New product dimensions or packaging: for example 

• New distribution channels

• Different pricing policies to attract different customers or create new market segments


Product development

产品开发


Product development is the name given to a growth strategy where a business aims to introduce new products into existing markets. This strategy may require the development of new competencies and requires the business to develop modified products which can appeal to existing markets.


Diversification

多样发


Diversification is the name given to the growth strategy where a business markets new products in new markets.

This is an inherently more risk strategy because the business is moving into markets in which it has little or no experience.

For a business to adopt a diversification strategy, therefore, it must have a clear idea about what it expects to gain from the strategy and an honest assessment of the risks.




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