PMI: siamo professionisti aziendali con più di venti anni di esperienza in grado di affiancarvi nelle vostre iniziative imprenditoriali – nello studio del progetto, nella pianificazione, nell’impostazione organizzativa, nella valutazione degli investimenti.
Gli argomenti su cui vi possiamo assistere sono la finanza e la strategia di impresa, declinata sugli aspetti manageriali, operativi, legali e societari.
Business Strategy: Matrix V5 Process
| Steps | Action | Application in MATRIX V5 |
| 1. Objectives | Set Economic Objectives | Simple Economic Objectives (Revenue and Gross Margin) are set via the Economic Objectives Data Editor. |
| 2. Segmentation Matrix | Define Products, Markets and Market Segments | Products, Markets and Market Segments are defined within the Segmentation Matrix. This well established, but simple tool enables the user to amortise his business into key business opportunities or areas (KBA's). |
| 3. Growth Path | Plot a path for growth | A path for growth is set via the Ansoff Matrix. This enables the business illustrate whether its growth will be by Penetration of existing products into existing markets (Penetration), introducing new products (product expansion), new markets (market expansion) or new products and new markets (diversification). |
| 4 - 11. Audit | Assess Market Attractiveness | Market Attractiveness criteria are defined within the Market Attractiveness Scorecard, then weighted and scored for each KBA. A simple Market Attractiveness histogram shows the relative attractiveness of each opportunity. |
| Assess Competitive Strengths and Weaknesses | Competitors are defined within the Competitor's scorecard. Critical Success Factors associated with each KBA are defined within the Competitive Strength Scorecard, then weighted and scored. Graphical output shows the overall competitive position of the company, together with its key Strengths and Weaknesses. | |
| Define Market History and Forecast | Historical data about the performance of the KBA is plotted within the Market History and Forecast Data Editor. Estimates of performance are made for the Market, the Host company and key competitors. Output can be assessed via the Life Cycle Analysis and Share Analysis charts. | |
| 12 - 16. Analysis | Review Boston Matrix | The Boston Matrix shows the familiar 'Stars', and 'Question Marks' which require funding through growth, 'Cash Cows' which should be generating revenue for investment in other areas, and 'Dogs' where a minority share is held within a reducing market. |
| Review Directional Policy Matrix | The Directional Policy Matrix is a popular analysis which enables you assess which opportunities you are likely to succeed as market leader, and those where you are in a trailing position which may (or may not) be suitable for divestment. Opportunities 'in between' require more thought about whether efforts should be redoubled, or the KBA should be selectively withdrawn. | |
| Review Perceptual Maps | Perceptual Maps are two dimensional matrices which enable you to look in greater depth at issues such as 'Perceived Use Value' vs 'Perceived Price'. | |
| Review Gap Analysis | Gap Analysis enables the user to assess whether the current portfolio is likely to meet the overall Objectives, the major contributors to economic performance, and the balance of risk within the portfolio. | |
| Review Risk Analysis | Risk Analysis, a unique approach developed by Market Modelling Limited automatically processes all of the data supplied into the model to assess whether the current portfolio can be optimised by eliminating one or more products. |
Once this exercise has been completed, the user is able to assess whether the proposed portfolio is likely to meet the economic objectives set by the company. If so, then lower level marketing, financial and human resource plans can be developed; if not, then the company may need to devise new scenarios with revised portfolios and / or re-assess its objectives.