Abstract
This paper examines how business theorist Ansoff believes that strategy involves firms choices of products and markets, while Mintzberg defines strategy as a plan according to managerial intentions. It looks at how Ansoff's theory works better in mature or stable markets and Mintzberg's in dynamic markets.

From the Paper
"Much of the debate between the two scholars can be boiled down to competing premises: Ansoff sees strategy as the end result of rational actors seeking to maximise outcomes, while Mintzberg sees a near-spontaneous order emerging out of practices. Both have roots in different schools of economic thought, the neoclassical and Haykeian/Austrian respectively. The great debate between theorists is unlikely ever to be solved because so much strategy is simply a "black box."

Tags:market, products

Abstract
This paper discusses Nike's increasing reliance on branding, marketing, in-channel synchronization, execution and stabilizing of their supply chains. It analyze the implications for Nike's strategy based on the use of two strategic planning concepts - the Ansoff Matrix and the Boston Consulting Groups' Growth/Share matrix strategic market planning frameworks.

Table of Contents:
Executive Summary
Ansoff Matrix as a Strategic Planning Tool
Analyzing Nike Makes Ansoff Matrix Limitations Clear
Applying the BCG Growth/Share Matrix to Nike
Nike's BCG Matrix

From the Paper
"Market penetration strategy - The strategies in this quadrant collectively define series market strategies based on the company's existing products where no product modifications are made. In the case of Nike, this quadrant represents their heavy investments in branding to maintain a high level of unaided awareness and product loyalty in their existing customer base, the continual fine-tuning of their supply chain which has in the past impacted their ability to fulfill customer demand globally, and the continued retail-driven sales strategy which includes financial and product incentives to maintain shelf-space in all major retailers. A market penetration strategy specifically focuses on retaining existing customers and making them more brand-loyal."

Tags:footwear, apparel, branding

Abstract
This paper looks at the Artemis Sportswear company and discusses some of the growth and transitioning problems the company is experiencing. The paper then presents a plan for the company for improving and expanding its business by using the Ansoff Matrix approach, a strategy that businesses can use to investigate their current markets and customers, as well as to evaluate potential markets, products, and customers.

From the Paper
"The retail business environment has forever been altered by the internet, and the ability to integrate business operations into a Web based environment. While the internet is not likely to replace brick and mortar retail operations for business, a new, brick and click business model must be pursued in order for a business to leverage their ability, master digital distribution channels, and complete effectively in a global marketplace."

Tags:retail, sales, new, york, city, athletic, apparel, growth, curve, staff, management

Abstract
This paper takes a look at how the pharmaceutical company Pfizer has been quite effective at utilizing marketing strategy based market development to expand its revenue streams and extend the useful life of its existing products. The paper maintains that Pfizer's sales and marketing division is one of the drug industries best and has been a strong contributor to creating one of the most pathological advertising establishments in the United States. The paper uses the Ansoff matrix as a tool to assess Pfizer's marketing strategies in relation to the general drug market. The paper concludes that Pfizer owes its success to its vast resources, global distribution and channel technology, and brand equity.

Outline:
Introduction
Gap Analysis
Ansoff's Matrix-Strategic Planning
Recommended Solutions
Conclusion

From the Paper
"There are several strategies to accomplish growth. One of the easiest from an operational standpoint is to simply acquire or merge with another company which is inline with Ansoff's market or product development strategy. The exact nature of the strategy is dependent upon the character of the businesses being acquired or merged with. Mergers and acquisitions (M&A) provide companies with an instant expanded market and a new product or product line as well as, potentially, a completely new industry. If the M&A target is a company that focuses on a different market or market segment this would be a strategy based on market development because the primary company would be moving into what is, in effect, according to Ansoff, a new market."

Tags:drug, product, chemistry, pill, Ansoff, matrix, medicine

Abstract
The objective of this paper is to create a Strategic Marketing Plan for the Atlas Snow Shoe Company. The paper lays out the corporate scope, creates goals and objectives that are SMART, looks at the resource deployment, analyzes the competitive advantage the organization has and uses Porter's Five Forces model along with Ansoff's model and the Boston Consulting Matrix.

From the Paper
"The objective of this document is to create a part of the strategic marketing plan for the Atlas Snow Shoe Company. This document will cover the corporate scope of the organization, goals and objectives, resource deployment, competitive advantage and Porter's five forces theory. Finally the document will identify the assets of the organization and the operational resources that can be used to increase efficiency."

Tags:porter, ansoff, boston

Abstract
This paper discusses how Pfizer has developed a very integrated manufacturing and distribution network that has allowed it to capitalize on its brand image as a leading pharmaceutical company. The paper labels Pfizer's sales and marketing division as one of the best in the industry. The paper concludes that because of Pfizer's success with Lipitor, which it markets worldwide, the company should continue to capitalize on this product by creating a generic Lipitor line extension.

Outline:
Overview
Strategy Development
Ansoff's Growth Matrix
Synthesis of Objectives
Growth Strategies
Conclusion

From the Paper
"For the pharmaceutical industry, the intensity of the competitive forces at play is extremely high because the risks at stake are considerable. These large stakes are due to the nature of the industry where huge sums of money must be spent to simply discover new products, while additional huge sums then must be committed to develop them, seek regulatory approval, and then actively market them (Miller, 2003, para.3). With such huge sums of investment dollars required for almost every product brought to market, the competitive forces surrounding the industry are extreme."

Tags:manufacturing, distribution, Ansoff, Matrix, brand, image, Lipitor

Abstract
This paper, which is a case study analysis of the business strategies of Orange UK, explains the roles of business strategy and of stakeholder analysis, conducts an environmental and organizational audit of Orange and applies one strategic positioning technique to the analysis of this company. After analyzing Orange, the author evaluates strategically about which SBUs in this company should be close done or expanded by using BCG matrix and prepares a strategic plan for the company. The paper determines an appropriate future strategy using the Ansoff matrix, compares the strategy implementation roles and responsibilities for two different organizations, evaluates required resource and proposes objectives and a schedule for achieving and monitoring the development of this strategy. The paper includes several figures and tables.

Table of Contents:
Introduction
Define the Roles Of Business Strategy
Roles of Business Strategy
The Meaning and Importance of Stakeholder Analysis
Stakeholder Analysis
Importance of Stakeholder Analysis
An Environmental and Organizational Audit of Orange Company
Environmental Auditing of Orange Company
PEST Analysis
PESTEL analysis of Orange Company
Organizational Auditing of Orange Company
SWOT Analysis
Apply One Strategic Positioning Technique to the Analysis of Orange Company
Strategic Positioning
Think Strategically about Which SBUs Should be Close Done or Expanded by Using BCG Matrix
Strategic Plan for Orange Company, Based on Previous Analysis
Assessment
Baseline
Components
Down to Specifics
Evaluate
Possible Alternative Strategies- Substantive Growth, Limited Growth or Retrenchment for Orange Company
Product Development
Diversification
Market Penetration
Retrenchment Strategy
Appropriate Future Strategy for Orange Company by Using Ansoff Matrix
Compare the Roles and Responsibilities for Strategy Implementation in Two Different Organizations
Between Orange Company and Vodafone Bellow
Identify and Evaluate Required Resource to Implement A New Strategy for Orange Company
Human Resource
Financial Resource
Physical Resource
Propose Objectives and Schedule for Achievement in Orange Company to Monitor Development Strategy
Objectives and Schedule for Orange Company
Recommendation
Conclusion

From the Paper
"SBU(Strategic business unit): Strategic planning necessary to competes successfully in the market. This strategic unit helps to find out what products need to meet the demands of customer and need necessary skills to obtain advantage over the competitors or create opportunities. Assets, finances, technical competence and the people are main concerns of firms operation Strategy. Job performance is influenced by employee's knowledge, attitude and skills to handle day-to-day issue."

Tags:oligopoly, pest, swot, vodafone, branding, mobile

Abstract
This paper evaluates the use of strategic planning concepts, frameworks and processes in the built environment sector. The paper does this by balancing the need for accurately interpreting and responding to market conditions on the one hand with the internal prioritization of strategic investments to ensure competitiveness in the coming years on the other hand. The paper then explains that this balancing act is not well suited to many built environment sector organizations whose cultures are dominated by a short-term and project-centric approach to accomplishing objectives. Next, the paper uses the Ansoff Matrix, The Boston Consulting Group Growth/Share Matrix and accompanying 'experience effect' as the foundations for making recommendations as how built environment sector organizations can increase the effectiveness of their strategic planning processes.


Outline:
Executive Summary
Using the Ansoff Matrix as a Strategic Planning Tool
The BCG Matrix in the Built Environment Sector
Summary

From the Paper
"The BCG Matrix is primarily focused on the resource allocation decisions companies need to make between competing products and strategies. For the built environment sector, this strategic planning framework is well-suited for the coordinating and synchronizing of strategic plans throughout an organization as one of its core concepts is the allocation of resources between varying business units or in the case of this specific industry, projects. The Boston Consulting Group specifically calls the ability of organizations to learn and embed processes into their organizations the experience effect (Henderson, 1970, 1972). While the BCG Matrix has achieved notoriety for its graphical definition of business unit positions relative to market growth and market share, the more valuable insights are actually in the quantifying of the experience effect dropping costs as a result of greater market share being attained."

Tags:strategic, planning, business

Abstract
This paper explains that Pfizer has built a strong business around product development and product marketing that leaves its competitors at a disadvantage in their efforts to mimic its operations. The author points out that the Ansoff Matrix is an excellent tool to weigh various potential marketing strategies. The paper relates that ideally marketing strategies should be linked to overall corporate strategy and organizational objectives as outlined by the enterprise's executive leadership. The author indicates that another growth option is to expand organically from within Pfizer. The paper concludes that, because of Pfizer's success with Lipitor, which Pfizer markets worldwide, the company should continue to capitalize on this product by creating a generic Lipitor line extension. The author continues with an analysis of this marketing strategy.

Table of Contents:
Overview
Strategy Development
Ansoff's Growth Matrix
Synthesis of Objectives
Growth Strategies
Option One
Option Two
Target Market
Positioning
Product
Placement (Distribution)
Pricing
Promotion
Conclusion

From the Paper
"As soon as Pfizer is forced to go to market with its own generic version of Lipitor at reduced prices, the first year sales objective is to level Lipitor sales at $5-7 billion globally and to reach generic Lipitor sales of $3 to 5 billion. In so doing, the majority of Lipitor's research and development expenses will maintain substantial revenues. Current prices for Lipitor average $77 for a 30 day supply (Pfizer, 2005). The target price for the generic version should be $45 for a comparable supply."

Tags:objectives, product development, lipitor generic online

Abstract
This paper is an extensive marketing analysis that uses many tools: SWOT Analysis, PEST Analysis, Porter's Five Forces, Ansoff Matrix, Value Chain Analysis, Financial Performance, and McKinsey's 7's Strategy. The author points out that the car has obviously hit a solid market niche, as potential owners are now facing a year-long waiting list to buy one. The paper relates that BMW group has initiated a strategy to reach other market segments with their products; the upper echelon of luxury vehicles became increasingly crowded, and the company wisely selected a strategy of diversification in order to maintain and ultimately expand its market penetration. Tables and Figures.

Table of Contents
The Mini's History
Marketing Strategy
Marketing on the Web
Developing the Mini's Marketing Campaign
SWOT Analysis
Mini's strengths
Mini's Weaknesses
Mini's Opportunities
Threats to the Mini
PEST Analysis
Porter's Five Forces
The Threat of Entry of New Competitors
The Power of Buyers
The Power of Suppliers
The Threat of Substitutes
Competitive Rivalry
Ansoff Matrix
Sector One: Existing Products for Existing Markets
Sector Two: New Markets Existing Products
Sector Three: New Products Existing Markets
Sector Four: Diversification with New Products and New Markets
Value Chain Analysis
Generic Marketing Strategies
Cost Leadership
Differentiation
Focus
Financial Performance
McKinsey's 7's Strategy
Conclusion

From the Paper
"In comparison, the Kia automobile, manufactured in Korea, while entering the market in the same price point, and similar size vehicle, does not have a similar positive level of political, economic, or social trend evaluation, as does the Mini. The Korean automaker does not have the history of producing quality autos, nor the economic ties with the states or Europe. While Kia is producing a smaller, economic vehicle prices for the same market so the Mini, the Kia vehicles captivate the social trend, which are embodied in the Mini."

Tags:competition, swat, porter, history, strategy