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    Module 3

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    sneha bhongade
    The Ansoff Growth Matrix analyzes strategies for business growth by assessing the risk associated with expanding into new products or markets. The Balanced Scorecard translates organizational strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a balanced view of organizational performance and helps ensure different areas of the organization work towards common, measurable goals that support the overall strategy. The Balanced Scorecard process involves setting a vision and objectives, analyzing stakeholders, identifying critical success factors, and establishing metrics to measure progress across the four perspectives.

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    Module 3

    Uploaded by

    sneha bhongade
    5 views17 pages
    The Ansoff Growth Matrix analyzes strategies for business growth by assessing the risk associated with expanding into new products or markets. The Balanced Scorecard translates organizational strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a balanced view of organizational performance and helps ensure different areas of the organization work towards common, measurable goals that support the overall strategy. The Balanced Scorecard process involves setting a vision and objectives, analyzing stakeholders, identifying critical success factors, and establishing metrics to measure progress across the four perspectives.

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    The Ansoff Growth Matrix analyzes strategies for business growth by assessing the risk associated with expanding into new products or markets. The Balanced Scorecard translates organizational strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a balanced view of organizational performance and helps ensure different areas of the organization work towards common, measurable goals that support the overall strategy. The Balanced Scorecard process involves setting a vision and objectives, analyzing stakeholders, identifying critical success factors, and establishing metrics to measure progress across the four perspectives.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    5 views17 pages

    Module 3

    Uploaded by

    sneha bhongade
    The Ansoff Growth Matrix analyzes strategies for business growth by assessing the risk associated with expanding into new products or markets. The Balanced Scorecard translates organizational strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a balanced view of organizational performance and helps ensure different areas of the organization work towards common, measurable goals that support the overall strategy. The Balanced Scorecard process involves setting a vision and objectives, analyzing stakeholders, identifying critical success factors, and establishing metrics to measure progress across the four perspectives.

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    © All Rights Reserved
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    of 17

    Module iii

    What is the Ansoff Growth Matrix?


    The Ansoff Growth Matrix , or Product Market Expansion Grid, is a tool to help businesses analyze, plan, and execute
    different strategies for growth and assess the risk exposure associated with each one. The model was developed by
    Russian-American mathematician Igor Ansoff in 1957 and focuses on two specific areas for potential growth:
    Products (what they sell)
    Market (who they sell to)
    What is a Balanced Scorecard?
    The Balanced Scorecard (or balance score card) is a strategic
    performance measurement model which is developed
    by Robert Kaplan and David Norton. Its objective is to translate
    an organization’s mission and vision into actual (operational)
    actions (strategic planning).

    In addition, it can help provide information on the chosen


    strategy more, manage feedback and learning processes and
    determine the target figures. The (operational) actions are set
    up with measurable indicators that provide support for
    understanding and adjusting the chosen strategy. The starting
    points of the balanced scorecard are the vision and the
    strategy that are viewed from four perspectives: the financial
    perspective, the customer perspective, the internal business
    processes and learning & growth.
    In what way is the scorecard a balance?
    The scorecard produces a balance between:
    1. Four key business perspectives: financial, customer, internal processes and
    innovation.
    2. How the organisation sees itself and how others see it.
    3. The short run and the long run
    4. The situation at a moment in time and change over time
    Main benefits of using the balanced scorecard
    1. Helps companies focus on what has to be done in order to create a
    breakthrough performance
    2. Acts as an integrating device for a variety of corporate programmes
    3. Makes strategy operational by translating it into performance measures
    and targets
    4. Helps break down corporate level measures so that local managers and
    employees can see what they need to do well if they want to improve
    organisational effectiveness
    5. Provides a comprehensive view that overturns the traditional idea of the
    organisation as a collection of isolated, independent functions and
    departments
    •Financial perspective :
    The financial perspective is important for all
    shareholders and other financial backers of an
    organization. It answers the question: “How attractive
    must we appear to our shareholders and financial
    backers?
    •Customer perspective
    • Each organization serves a specific need in the
    market. This is done with a target group in mind,
    namely its customers. Customers determine for
    example the quality, price, service and the acceptable
    margins on these products and/or services.
    Organizations always try to meet customer
    expectations that may change at any time This
    perspective answers the question: “How attractive
    should we appear to our customers?”
    Internal Business Processes
    From the perspective of internal processes the question should be asked
    what internal processes have actually added value within the organizations
    and what activities need to be carried out within these processes. Added
    value is mainly expressed as the performance geared towards the
    customer resulting from an optimal alignment between processes,
    activities and decisions. This perspective answers the question: “What
    must we excel at to satisfy our customers and shareholders/ financial
    backers?”
    Learning and growth
    An organization’s learning ability and innovation indicate whether an
    organization is capable of continuous improvement and/or growth in a
    dynamic environment. This dynamic environment is subject to change on a
    daily basis due to new legislation and regulations, economic changes or
    even increasing competition. This perspective answers the question: “How
    can we sustain our ability to achieve our chosen strategy?”.
    Broadly, this could include the following steps:
    1. Set up a vision, mission and strategic objectives.
    2. Perform a stakeholder analysis to gauge the
    expectations of customers and shareholders.
    3. Make an inventory of the critical success factors
    4. Translate strategic objectives into (personal) goals
    5. Set up key performance indicators to measure the
    objectives
    6. Determine the values for the objectives that are to
    be achieve
    7. Translate the objectives into operational activities.

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