ANSOFF MODEL OF STRATEGIC PLANNING FREE STRATEGIC PLANNING

Igor Ansoff, US strategy guru, developed a matrix which helps to focus your attention and resources. The Ansoff Matrix helps address these issues and is a great place to start your strategic analysis and planning.Defining strategic direction can be a major challenge for any organisation. And since strategic growth planning is a dynamic process it's important to understand the main options available and why each is used. Often referred to as G, the sustainable growth rate can be calculated by. The Ansoff Matrix, also called the Product/Market Expansion Grid, is a tool used by firms to analyze and plan their strategies for growth Sustainable Growth Rate The sustainable growth rate is the rate of growth that a company can expect to see in the long term.

Ansoff Model Of Strategic Planning Free Strategic Planning

For the purpose of this download, which is specific to fundraisers, weвЂ™ll talk about donors and offerings: In the commercial setting he calls them markets/customers and products/services. Free Strategic Planning PowerPoint Template is a presentation template that.For fundraisers itвЂ™s especially useful to identify how we balance the benefits and payoffs of current versus future fundraising developments вЂ“ essentially where should we invest most time and resources to be most effective?Ansoff argues that you basically have two main issues to consider when planning strategy. This TOWS Matrix is adapted from Fred Davids Strategic Management text. His other books include Business Strategy (1969), Acquisition Behavior in the US Manufacturing Industry, 1948-1965 (1971), From Strategic Planning to Strategic Management (1974), and The New Corporate.

Existing: this could be a current customer/donor/commissioner/funder who is supporting you вЂ“ or a current offering/product/approach that you use. Childcare versus sexual health programmes.Ansoff then goes on to say each of these issues can only exist in one of two states: Or it could cover the attractiveness of different services to donors вЂ“ e.g. Offerings: this could encompass the different techniques you use like DM, online, corporate, special events etc. But more widely it could be individual donors, service вЂcommissionersвЂ™, or grant-aid funders etc. It could literally be customers as in people who buy from your charity shop.

And the power of this approach is its ability to simplify and focus your thinking and action. вЂ“В youвЂ™re developing.This combination of Customer/Offering/Existing/New means that you only have four strategic options when planning new directions. Or a new approach/technique etc.

This book involves what Mintzberg calls вЂќthe most elaborate model of strategic planning in the literatureвЂќ And it is indeed very complex. He studied mechanical engineering and a doctorate in applied mathematics.After joining the Lockheed aerospace company, he gained management experience that helped him to write his seminal book вЂCorporate StrategyвЂ™ in 1965. He was born in Vladivostok and lived there until he was 16 when he moved to New York.

assessing how and where you should innovate While the Boston Matrix is very useful for assessing how well your current fundraising offerings or donor clusters are doing, Ansoff is most useful for: UsesAnsoffвЂ™s Matrix is a complement to the Boston Matrix explored in another of these Big Idea downloads.

coming up with brand new activities for brand new audiences вЂ“ say renting the auditorium out to conference organisers for business seminars.These are really policy decisions, but Ansoff helps us with those too. developing new kinds of activities вЂ“ like concerts вЂ“ for the existing audience seeking to bring new audiences in for your existing shows getting the existing audience to come to more of the same shows assessing your competencies to move into any other quadrantNote also that AnsoffвЂ™s Matrix, like the Boston Matrix, is a useful вЂtop tableвЂ™ tool вЂ“ that is it can be used in the formulation of strategic plans for service-led parts of the organisation.For example, in a theatre it can be used to decide whether to concentrate on:

Notice that by placing these dimensions on a matrix we essentially come up with four choices. Offerings: fundraising activities and tactics or productsThe matrix is below. Donors: customers, donors, funders, commissioners Products or services: the things you make or sellIn a charity fundraising setting we can substitute parallel ideas: Markets or customers: the people who buy or use In these, he says, there are two key dimensions to consider:

Quadrant 2: New Offerings for Existing Donors i.e. Persuading current donors to give us more using our current fundraising techniques ВвЂ“ so an example might be persuading our corporate supporters to increase the value of their CSR contribution. Quadrant 1: Existing Offerings for Existing Donors i.e.

WhatвЂ™s interesting is whether your current plans have a bias towards one or more of the quadrants. Or it might mean using a new web approach to target diaspora donors.Obviously since the matrix might be working across a wide range of your activities youвЂ™ll probably find that you have initiatives in all the quadrants. Coming up with a new вЂ“ or new to us вЂ“ project with new donors вЂ“ so an example here might be to target board members of a corporate for major donor initiatives. Quadrant 4: New Offerings for New Donors i.e. Persuading new donors to give using our existing techniques or offerings вЂ“ so here we might ask if we can find companies who might commit to our foundation proposal or if a online giving currently targetted at a young audience could reach 50+ donors. Quadrant 3: New Donors for Existing Offerings i.e.

ItвЂ™s a very attractive quadrant in many ways. There are essentially five key steps: Step 1: Decide if you should focus on donor penetration to get the results you need вЂ“ donor penetration (quadrant 1)Job one is to focus your attention on Quadrant 1 called donor penetration. This download highlights the simple ways to use it. How to use AnsoffвЂ™s MatrixAnsoffвЂ™s Matrix can be used very simple or in a sophisticated way.

Or your organisation may have set itself a significant income target as part of a vision exercise. there may be increasing demand from the service side of the organisation for funds that is greater than the projected income. Why move?There are four main reasons to work outside quadrant 1: LetвЂ™s explore why you might want to do that.LetвЂ™s assume, as the Director of Fundraising, your strategic plan for existing offerings to existing donors allows you to project accurately total income and expenditure. Deciding to move outside quadrant 1 at all is a key decision and you need good reasons to do it вЂ“В aside from a desire for novelty. YouвЂ™re probably competent and confident here.

It enacts to do this by improving the contribution itвЂ™s thrift or charity shops make. In fact, it wants to double its size in ten years. In this case youвЂ™re not strictly moving out of quadrant 1 but instead making sure you have some expertise/options in future developmentsLetвЂ™s consider a fundraising gap for a midsized charity, Charity Co. you may feel that itвЂ™s safer to have activities in a several quadrants which will represent a more balanced and resilient fundraising portfolio. Prepare to move to quadrants 2, 3 and 4.

to attract the customers of /donors to other charity shops to switch to its brand. This would make sense if most of its customers were infrequent shoppers and could be shown the benefits of using more of the products in the shop, and if they have the cash to spend to encourage its current customers/donors to buy goods from its shops more frequently in any given period. To follow a quadrant 1 focus, it could try:

to convince current non-users of charity shops who resemble current users to start using charity shops. And would fit in with quadrant 1 if the customers were of a similar profile Noticed a lot of weaknesses in the competitorsвЂ™ charity shop offering that it could exploit.