Ansoff Matrix Research Articles

Business Strategy and Finance research of Honda Motor Company, Ltd

This article presents a comprehensive analysis of Honda Motor Company, Ltd, examining its business segments, financial performance, and strategic positioning to identify key areas for improvement. It highlights the automobile segment as the main revenue driver and employs Porter's Five Forces and the 9Ms model to assess Honda's competitive strengths and resources. The article also categorizes stakeholders using the Mendelow matrix and explores strategic options with Ansoff's matrix and the Boston Consulting Group model. A financial comparison with Toyota from 2018 to 2020 reveals areas where Honda's profitability and liquidity could be enhanced. The article concludes with recommendations to reduce operational costs, optimize asset investments, improve inventory turnover, extend payable terms, mitigate losses in the power products segment, and increase investment in new power vehicles, all while emphasizing corporate social responsibility. Despite existing weaknesses, the article confirms Honda's strategic direction and competitive strength in the global automotive market.

Bangalore International Airport Limited: A Hub for the Future

Bangalore International Airport Limited (BIAL) has been operating the Kempegowda International Airport near Bengaluru, India, since 2008. Bengaluru, the capital of Karnataka, is a major hub for startups and the IT industry. The COVID-19 pandemic significantly impacted the aviation industry, including BIAL, leading to a substantial decline in passenger traffic and cargo handling, weakening profitability. Mr Agarwal, the Corporate Strategist for BIAL, has been tasked with developing new strategies to address the various challenges the company faces. These challenges include the impending expiration of a concession agreement, decreasing non-aeronautical revenues and making critical strategic decisions related to infrastructure development. This case allows students to explore strategic decision-making using the Ansoff matrix. It encourages them to identify the key pillars of airport business growth that are internationally recognized, which can help BIAL expand its business portfolio, meet increasing demand, ensure infrastructure development in the right direction and achieve sustainability over the next 30 years.

The importance of the Ansoff matrix for the study of the information services market

The importance of the Ansoff matrix for the study of the information services market

Paymob: transforming digital payments in Egypt and the region for a cashless society

Learning outcomes After completion of the case study, the students will be able to analyze the FinTech industry in emerging markets, distinguish the growth strategies for startups in the hyper-growth phase, using the Ansoff matrix, evaluate and select geographical markets for expansion (foreign country selection) and understand the liability of foreignness concept. Case overview/synopsis In 2015, Islam Shawky, Alain Al-Hajj and Mostafa Menessy founded Paymob in Egypt, a FinTech start-up providing technological and financial solutions to consumers and merchants in the country. The company had grown into one of Egypt’s most prominent digital payment providers by deploying infrastructure and technologies that empower the underserved with access to financial services. In 2021, Paymob had gained a lot of support from venture capital investors that ended with closing the largest in Egypt Series A fund of $18.5m led by Dubai-based venture capital firm Global Ventures. Although Paymob had already reached great success in Egypt, the founders’ vision was to become the regional leader of digital payments, focusing on small and medium-sized enterprises. So, they are considering regional markets similar to Egypt’s, such as the Kingdom of Saudi Arabia, a call with a lot of structure but a lot of competition, and Pakistan, a market with much less competition but relatively unstructured. The founders found themselves in early 2022 deciding between these two markets in preparation for the next round of Series B $50m funding. Complexity academic level This case study can be useful for courses in executive education. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Medow Brite Enterprises: a growth strategy dilemma

Learning outcomes After completion of this case study, students will be able to understand about characteristics of urban poor in the city of Mumbai which will aid in understanding about other emerging markets as well, to apply Health Belief Model to help students analyse behaviour change model, to apply social marketing strategies to popularize a social marketing cause, to learn about non-traditional intermediaries and apply to promote a social marketing cause, to apply Ansoff matrix and evaluate various strategies for growth and to analyse various challenges faced by social entrepreneurs and enable learners to arrive at solutions (applicable for social entrepreneurs and marketing executives). Case overview/synopsis This case study looked at a Mumbai-based organization, Medow Brite Enterprises, which sold sanitary napkins under the brand FeelOn to women particularly from urban poor background. The protagonist Mrs Ameeta Neel Ramesh was at the helm of the organization and was stuck with a dilemma – whether to enter rural markets or focus on selling incinerators and aid in disposing used sanitary napkins which was adding to the volume of non-biodegradable waste in the city. In 2019, Ameeta made her first investment in Medow Brite. The organization had seen turbulent times during COVID-19 outbreak. However, Ameeta with her astute strategy, helped the company get back on its feet. Medow Brite instead of manufacturing started procuring quality sanitary napkins from specific vendors. In contrast to many other sanitary napkins available in the market, FeelOn had cotton sanitary napkin variant without presence of plastic in the pads. Ameeta had taken a different route for sale of her sanitary napkin, she conducted awareness sessions with the help of non-governmental organizations in various locations of Mumbai as well as Maharashtra. Post these sessions she sold her sanitary napkins among the attendees of the awareness sessions. Complexity academic level The case study can be included in marketing management course, consumer behaviour as well as social marketing courses in both undergraduate level and postgraduate level. In addition, the case study is also suitable for social entrepreneurs and marketing executives to discuss about non-traditional sales and marketing approaches, identifying unique segments and understanding behaviour change theories. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Business Strategy Formulation for PT Silka Teguh Sejahtera (Sciencom) to Elevate its Revenue

PT Silka Teguh Sejahtera (Sciencom) is one of Indonesia’s IT and computer training providers. In the past several years, the company faces limited revenue growth despite its strong reputation and high-quality training services as well as promising market potential for IT and computer training provider. This happens because Sciencom main target customer base is government institutions which have faced budget reductions for education and training. This study aims to formulate a business strategy for Sciencom to enhance its revenue by identifying the factors influencing the limited growth of the company’s revenue. The primary data is gathered from qualitative method in which the author conducted interviews with Sciencom’s employees and customers representatives in order to analyze the internal and external factors to the business issue. To support the finding, the author uses secondary data collected from company’s reports, journals, books, and websites. Through thorough internal and external analysis, the author was able to propose a new Segmentation, Targeting, and Positiong (STP) and Marketing Mix 7Ps to develop Sciencom’s business strategy using the Ansoff Matrix Growth Strategy that the company can utilize in order to elevate its revenue amidst a competitive market. The proposed strategy include expanding the target customer base to state-owned enterprises and fresh graduates, integrating a Leaning Management System (LMS) for online training, offering ERP solutions, partnering with universities for Swakelola Type 2 projects, forming a digital marketing and human resources departments, and regularly updating IT courses, certification, and promotional package offerings.

Market Expansion Strategy for Sweet Potato Export Products Using the Ansoff Matrix (Case Study of CV SNR Bumi Indonesia)

CV SNR BUMI INDONESIA is a producer and exporter of sweet potatoes, with products that meet export quality and capacity standards. However, the company faces challenges in marketing and finding the right strategy to utilize the trade potential of its sweet potato products to increase export sales. This study aims to determine strategies that can be implemented for export market expansion. The research employs a qualitative and quantitative descriptive approach using the Ansoff Matrix, measured with a Likert scale. The findings indicate that the Product Development Strategy, with the highest index value of 89.0%, falls into the "Very Ready" category, making it the optimal strategy for the company to pursue for export market expansion.

Khalti: a digital wallet in Nepal

Learning outcomes After completion of the case study, the students will be able to understand competitive business and corporate strategies; understand various standard models and frameworks related to business and corporate strategy development such as Porter’s five forces model, Ansoff matrix, three value disciplines frameworks, scenario planning matrix and value chain analysis; and practice competitive strategy formulation using the latest analyzing tools/frameworks/models. Case overview/synopsis Although the digital wallet industry in Nepal was in its initial stage, it was growing rapidly. A digital wallet brand – Khalti, launched in 2017, could secure the second position in the industry within two years of establishment. In recent times, the leading digital wallet brand was eSewa which was developed by Kathmandu-based company – F1Soft International in 2009. Khalti team was better for creativity, risk-bearing capability, intact bond among co-founders, innovative skills and aggressive growth. Mr Amit Agrawal, the chief executive officer of Sparrow Pay Pvt. Ltd, was preparing to formulate some strategies for his company’s product, Khalti, on March 24, 2020. The next day, he was going to present his ideas about the future directions of Khalti with the co-founders of Janaki Technology, the parent company of Sparrow Pay Ltd. Therefore, his major agenda was how to design effective strategies to make Khalti more competitive against eSewa and probably lead the industry. Based on such a scenario, this case study deals with various competitive business and corporate strategies such as marketing, product and cost differentiation that Khalti could formulate to maintain its position and further become a leading firm in the industry. Complexity academic level This case study is suitable for business training programs at the master’s level, including Master of Business Administration and executive education. It is also appropriate for undergraduate students, particularly those who want to understand more about competitive business, strategic management and corporate strategy in developing economies. It is especially useful for students who have taken courses in strategic management, corporate strategy, marketing management and business expansion management. This case study is suitable for provoking skills of students such as critical and creative thinking, risk analysis and business planning. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy

The Role of market development strategy on the performance of manufacturing small and medium enterprise owners in southwest Nigeria

The manufacturing sector's performance is crucial to the development of an economy. The ability of small and medium enterprises (SMEs) to plan their growth strategy is instrumental to attain high performance. The fundamental concept used in this study is the Ansoff matrix model. Hence, this study examined the role of market development in the performance of SMEs. 384 copies of questionnaires were distributed among the manufacturing SME owners and managers in Southwest Nigeria of which 361 copies were retrieved and analyzed. Structural Equation Modelling (SEM) was used for the analysis. The results indicated that market development has a significant effect on SME’s performance. The path coefficients of 0.81, 0.76, 0.80 and 0.85 revealed a large degree of relationship between market development and customer satisfaction, market share, profitability and service quality respectively. According to the statistical analysis, market development has a high predictability for service quality (73.5%) followed by profitability (65.3%), market share (58.7%), customer satisfaction (65.8%) and profitability (65.3%). The implications are that when SME owners enter a new market apart from their existing market and can attract more customers to serve, it will in turn increase the satisfaction of their customers and improve their perceived quality leading to an increase in financial returns as well as an increase in the portion of the market that they control. This study recommends that the management of manufacturing SMEs should venture into new geographical areas with the appropriate development of new market segments and the creation of new distribution channels.

Tito’s Goa: deciding the growth strategy for India?

Learning outcomes The case study aims to provide students with an understanding of the challenges a business faces when operating in India. In conclusion of this study, students should be able to know why franchising is such a common way of delivering services to end users, describe the “place” decisions of physical channels, and be familiar with the strategic and tactical location considerations and devise a growth strategy to expand the business. Case overview/synopsis Situated at Tito’s Lane in North Goa, Tito’s was the discotheque founded by Tito Henry D’Souza in 1971. The company offered restaurant, concert space and nightclub services to music and party lovers from diverse locations. Ricardo D’Souza and David D’Souza (both brothers) spearheaded the business. Ricardo understood the growth of markets and the factors driving the growth in India. The key factors driving the Tito’s and pub, bar, café and lounge business in India were rising disposable incomes among Indians, nightlife parties by young individuals and preference for quality food and alcoholic beverages among the customers. By seeing the opportunities in 2022, Ricardo considered expanding its business across India. How should Ricardo move to expand its business and offerings? What strategies should they devise for the growth of the business? Complexity academic level This case study is designed for use in undergraduate programs like Bachelor of Business Administration. It is ideal for strategy and services marketing. Theoretical frameworks like the Ansoff matrix are suitable for analyzing the case study to understand the growth of the business. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Rocky Brands: considerations for growth and expansion

Learning outcomes After completion of the case study, the students will be able to identify and discuss competition using Porter’s five forces, analyse and understand the enablers and challenges that impacted Rocky Brands’ growth and recommend a solution in relation to Rocky Brands’ growth strategy. Case overview/synopsis This case study investigates Rocky Brands, a South African manufacturer and distributor of cleaning products in the retail market. The case was set in November 2022 and highlights the important events ranging from the company’s founding in 2011 up until 2022. This case aims to study strategy in the South African fast moving consumer goods industry. At the time of writing the case study, Rocky Brands was operating across South Africa, with their main manufacturing warehouse in Johannesburg and a subsidiary manufacturing warehouse in Durban. They were changing the Durban warehouse to a distribution warehouse, as they planned to manufacture primarily from a bigger warehouse in Johannesburg. Rishav Juglall, the main protagonist, is the founder and managing director of Rocky Brands. Rocky Brands imports and redistributes several of the brands that the company sells, including Weiman’s, Wright’s and Goo Gone. They also manufacture their own line of products in South Africa under the Oakmont brand. Juglall acknowledges that their sales and revenue have grown yearly, but they have recently saturated the market and reached a plateau. Juglall needs to determine whether he should diversify into Africa, expand his product range or enter the market for private label cleaning products. Complexity academic level The case study’s primary focus is on strategy in an emerging market. This case study is suited to undergraduate students studying Porter’s five competitive forces, SWOT analysis (see teaching note exhibit) or the Ansoff matrix in the fields of strategy, marketing or macroeconomics. This case study can be taught in courses such as decision-making, environment of business, leadership or strategic implementation. The case study will teach students how to apply the frameworks to a business and assist students in determining which option is best for the business. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

ПОДХОДЫ К РАЗРАБОТКЕ, ДОВОДКЕ И РЕАЛИЗАЦИИ СТРАТЕГИИ ПО ПОВЫШЕНИЮ ДОХОДНОСТИ БИЗНЕСА

The article presents modern approaches to considering the concept of “business profitability”. The components of business profitability management strategy have been identified. Key business processes that directly and indirectly affect the company's profitability are specified. Basic approaches to managing business profitability have been identified, starting from the “value chain concept”, the Ansoff matrix and ending with the “cost benefit” approach. The economic indicators used in the cost benefit approach are clarified, as well as the stages of the process approach in managing business profitability.

STRATEGIC DECISION MAKING IN A HETEROGENEOUS AND UNCERTAIN BUSINESS ENVIRONMENT: INTEGRATED MODELS FOR ANALYSIS AND FORECASTING

This article provides a comprehensive examination of models employed in strategic decision-making within a context characterized by heterogeneity and uncertainty in the business environment. It elucidates prominent theories and methodologies utilized for the identification, analysis, and response to diverse economic, social, and technological factors influencing the market environment. The discourse encompasses the evolution in strategic decision-making paradigms, encompassing transitions towards scenario planning, the delicate equilibrium between intuitive approaches and analytical methodologies, and the organizational adaptation to internal variations. The research methodology proposed herein is grounded in a systematic approach, emphasizing analysis and synthesis. The article directs its focus towards diverse integrative analysis models that amalgamate internal and external facets of organizations, facilitating efficacious strategic decision-making. The scrutiny of models such as the Ansoff Matrix, Porter's Five Forces, McKinsey 7S Model, and BCG Growth-Share Matrix reveals that each model possesses distinct advantages and limitations contingent upon the specific conditions and requisites of the business environment in question. The author asserts that there exists no singular optimal model universally applicable to all scenarios, underscoring the imperative for flexible integration and adaptation of varied approaches. Illustratively, this may involve the amalgamation of Porter's Five Forces model with SWOT analysis, accounting for both internal and external factors, or the augmentation of the McKinsey 7S Model with external analyses, such as PESTEL analysis. The conclusions drawn in the article underscore that the achievement of success in strategic decision-making within the contemporary dynamic and unpredictable business environment hinges on organizations' capacity for flexibility, adaptability, and innovation. The escalating complexity and rapid pace of change necessitate companies to formulate comprehensive strategies that encompass various aspects and approaches for the development of effective solutions.

The Application of the Ansoff Matrix in Dental Business Management

The Application of the Ansoff Matrix in Dental Business Management

Surf Fishing Prospect: Developing Pangandaran Beach Tourism Destination

Fishing tourism has become a global recreational trend, providing visitors with a memorable beach activity-based experience. Fishing tourism is a relatively new development in sustainable tourism, where tourists can participate in fishing operations by using surf fishing techniques to catch and cook freshly caught fish on-site. Pangandaran beach tourism destination provides a potential spot for surf fishing. This research examines the prospects for developing surf fishing to increase quality beach activity experiences in Pangandaran. This is achieved through face-to-face interviews with five experienced fishers and ten tourists who wanted to participate in this process. By using ansoff matrix analysis, the surf fishing prospect of Pangandaran Beach tourism destination suggests implementing a product development strategy to create new products of fishing tourism experiences and techniques provided for the existing tourist market fishing lover.

Creating an integrated strategic plan

The modern surgical leader now requires many tools for successful leadership. One critical tool is developing an integrated strategic plan where team and culture are developed with a directed common mission. This mission or strategic plan must fit within certain constraints, such as the larger institutional goals and constrained resources. To help develop this strategic plan, the surgical leader has many resources to use. The most common strategic planning tool is the Strengths, Weaknesses, Opportunities, and Threats analysis. Here, both internal and external factors are evaluated. From here, the contribution will review the Political, Economic, Social, Technological, Legal, and Environmental analysis (ideal for external factors) and Mission, Objectives, Strategies and Tactics analysis (ideal for internal factors), along with the Blue Ocean Strategy, Scenario Planning, and Ansoff Matrix, all of which are excellent for future planning. Porter’s Five Forces will review standard competing forces, whereas Six Sigma reviews measurable process development, and Balanced Scorecard provides the framework for measurable advancements. After the paper, the reader will better understand the various tools that can be used to develop an integrated strategic plan.

Eruvaka: time to step up in entrepreneurial life cycle

Learning outcomes On completion of this case study, students will be able assess new venture opportunities by properly allocating expansion fund in growing the business; analyzing various scaling-up options; applying the Ansoff matrix for growth and expansion; designing a framework for scaling up; and using the business model canvas. Case overview/synopsis Mr Sreeram established Eruvaka Technologies in Vijayawada, Andhra Pradesh (India), in 2015 to provide products and services related to aquaculture. The company was founded with the goal of assisting prawn farmers who had trouble keeping up with the demands of the industry. Eruvaka Technologies created risk-reducing and productivity-boosting on-farm diagnostic devices for aquaculture growers. The company developed low-cost monitoring and automation solutions for aquaculture by merging sensors, mobile connection and decision tools. Eruvaka’s primary objective was to offer reasonably priced, technologically advanced goods and services to farmers. Eruvaka matured into a promising startup over time, attracting $5m in funding. Sreeram and his team had to detail their plan to their investors about how they intended to use the money from each funding rounds toward growing the business, how the company planned to achieve sustainable and competitive advantage while providing value to its consumers and how they would address critical issues including product acquisition cost, supply chain problem and customer anxiety. Complexity academic level This case study can be taught as part of undergraduate- and postgraduate-level courses and Master of Business Administration courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Customer Relationship Management and Competitive Advantage of Commercial Banks in Kenya

To meet the changing needs of their customers, commercial banks have been diversifying their services and product offerings. However, increased competition from other financial institution and telecommunication companies has caused commercial banks to fall short of their targets. Therefore, this study sought to investigate the influence of customer relationship management on competitive advantage of commercial banks in Kenya. The specific objectives of the study were to examine the influence of technology, customer orientation, stakeholder involvement and product customization on competitive advantage of commercial banks in Kenya. The study was guided by resource-based view theory, Ansoff matrix theory, diffusion of innovation theory and stakeholder theory. The research used descriptive research design. The target population for this study was four selected commercial banks in Kenya namely, Kenya Commercial Bank, Equity Bank, Cooperative bank, and Family bank. In respect of this study, the total number of respondents was 183 respondents comprising of 145 sales and marketing staff and 38 management staff. The respondents in this study were stratified according to their respective responsibilities. A simple random sampling technique was used to choose the respondents from each stratum. The sample size was 126 respondents. A structured questionnaire was used as data collection instrument. Questionnaires were piloted to 12 respondents from the National bank of Kenya because it is one of the commercial banks in Kenya. Content validity was used to measure research instrument validity. Reliability was measured using Cronbach alpha test. Qualitative data was analyzed qualitatively by organizing data into themes based on study objectives and the results will be presented in narrative form. Quantitative data was analyzed using descriptive statistics such a mean and standard deviation. In addition, inferential statistics was applied using multiple regression analysis because there is more than one explanatory variable involved in this study. The analyzed data was presented using tables and figures. The study found from the regression analysis results that technology, customer orientation, stakeholder involvement and product customization had a positive significant influence on competitive advantage of commercial banks in Kenya. The study concluded that introduction of technology change’s organizational structure and, in so doing, alters the rules of competition, creates competitive advantage by giving companies new ways to outperform their rivals and changes whole new businesses, often from within a company’s existing operations. When customers feel that they are valued and their needs are being met, they are more likely to remain loyal to the bank. Effective engagement helps translate stakeholder needs into organizational goals and creates the basis of effective strategy development. Product customization leads to better customer insights because gaining customer insights provides businesses with a competitive advantage and helps them create products that customers are interested in. The study recommended that commercial banks in Kenya should increase automation of processes to increase efficiency and productivity while reducing costs. Commercial banks should put the customer at the very center of its values and goals and every department must be based on this philosophy. The commercial banks should have a clear vision derived from a robust strategic planning process, and an effective strategic plan or marketing plan can only come from stakeholder engagement. The commercial banks should understand their customers’ desires, preferences, and transaction habits to gain customer loyalty.

Методы формирования стратегических альтернатив для горно-металлургических компаний на примере ПАО «ГМК “Норильский никель”»

At present, the growth of the mining industry is influenced by a high degree of uncertainty in macroeconomic parameters and geopolitical factors. To mitigate potential risks in the current environment, it is important to focus on the development, justification, and selection of strategic alternatives that enable organizations not only to grow over the medium and long term but also to adapt to changes in the external environment. In science, a substantial methodological foundation has been laid for strategic management and corporate planning. However, prevailing methodologies and tools, such as the extended SWOT analysis method, the Boston Consulting Group (BCG) matrix, the GE-McKinsey matrix, the ADL/LC matrix, and the Ansoff matrix, fail to account for the unique characteristics of companies operating in the mining and processing sectors. This study aims to assess the applicability of matrix-based analysis methods in identifying and developing strategic alternatives for mining and metals companies. It undertakes a comprehensive review of methodological approaches to identifying business development strategies and discusses the advantages and disadvantages of existing methods and tools. In pursuit of practical validation, matrix methods are applied to the task of developing strategic alternatives for a company operating in the Arctic region, specifically, Nornickel. The study illuminates the potential and limitations associated with employing these methods to solve management problems. The article gives methodological and practical recommendations aimed at enhancing the utility of matrix-based methods for their effective application in the development of corporate strategies in the mining and metals sector.

Fashion heritage future: Factors influencing Indonesian millenials and generation Z’s interest in using traditional fabrics

One manifestation of efforts to preserve culture and practice is the traditional fabrics. In Indonesia, the textile industry for conventional fabrics and garments is quite productive and varies in entire archipelagos. Meanwhile, Indonesian people, especially Generation Y and Z, think that traditional Indonesian fabrics only need to be worn for special occasions. It is necessary to increase their level of interest and accordingly analyze the influence factors, so that the policymaker can create a strategy to increase the level of interest in using and purchasing Indonesian traditional fabrics. This study aims to formulate plans to optimize the level of use and consumption of Indonesian traditional fabrics by Indonesian people in their daily lives, especially by Gen Y and Z, by developing a conceptual model using instruments from the theory of planned behaviour (TPB) and partial least squares (PLS) are used to analyze both models. Furthermore, the Ansoff matrix method is used for strategy formulation and development, and the analytical hierarchy process method is used for strategy validation and selection. Based on the analysis of the model of Gen Y, six hypotheses were accepted and two hypotheses were rejected. Meanwhile, in the study of the model of Gen Z, five hypotheses were accepted and three hypotheses were rejected. Based on the formulation and development of strategies using Ansoff matrix, six strategic recommendations for each model are proposed, and then three strategies for each model are selected as priorities or main focus based on the data processing results using the analytical hierarchy process.