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Файл:Strategic analysis and planning. Textbook
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141
Completing the task
Table B.2
Calculation for constructing the McKinsey matrix
Specifications
Weight
Strategic business units
1 2 3 4 5
6
Market attractiveness (OY axis)
Market growth rate
0,3
0,9
2,1
0,9
2,4
1,5
1,5
Circle diameter:
1 — 1 cm
2 — 0,8 cm
3 — 1,2 cm
4 — 1,75 cm
5 — 1,1 cm
6 — 2,5 cm
Competition
0,4
2,0
1,6
3,6
3,6
0,8
3,6
Capital intensity
0,2
1,2
0,4
1,6
1,0
0,4
1,6
Market conditions
0,1
0,4
0,3
0,8
0,3
0,4
0,8
Total:
1
4,5
4,4
6,9
7,3
3,1
7,5
1 cm = 10 million rubles
Competitive position SBU (OX axis)
Market share
0,3
0,3
2,1
1,5
1,2
0,6
2,7
Closed circle segment (с/с):
1 — 0,9
2 — 0,95
3 — 0,92
4 — 0,85
5 — 0,7
6 — 0,65
Product quality
0,4
1,2
0,6
0,8
2,0
2,8
1,6
Potential R&D
0,2
0,6
0,4
0,4
1,4
1,0
1,4
Environmentally friendly
production
0,1
0,2
0,2
0,6
0,4
0,5
0,5
Total:
1
2,3
3,1
3,3
5,0
4,9
6,2
142
Specifications
Weight
Strategic business units
1 2 3 4 5
6
Total:
1
2,3
3,1
3,3
5,0
4,9
6,2
Axis OX
Total:
1
4,5
4,4
6,9
7,3
3,1
7,5
Axis OY
Conclusions from the McKinsey matrix:
1. The organization’s business portfolio is not balanced: there are many areas of business that are money eaters, and few
areas of business that are profit generators.
2. It is necessary to invest in business areas 4 and 6.
3. From business areas 1, 2, 3, 5, you should choose which ones to stay in and which ones to sell / liquidate.
4. It is necessary to acquire areas of business that generate profit.
143
McKinsey Matrix
Fig. B.1. McKinsey Matrix
144
APPENDIX C
Development of a diversification strategy
A business diversification strategy can become a tool that will significantly
increase the income and competitiveness of an organization, or it can lead to failure.
How to properly diversify your business? Which diversification strategy should you
choose? The proposed algorithm will help answer these questions. You need to follow
this plan, which will help in developing a diversification strategy, as well as in choosing
the right direction for business diversification.
Step one: analysis of the strengths and stability of the business.
Before moving on to choosing a diversification strategy, you need to pay
attention to a detailed analysis of the current activities of the organization. Three key
things to understand:
• What are the strengths of the current business?
• How stable and problem-free is your current business?
• Are there available resources and are they sufficient?
A successful production diversification strategy can only be built on the
strengths of the current business. Therefore, do not focus on the successful examples
of competitors; you are not fully informed about their capabilities and resources and
may make the wrong decision when choosing a form of diversification. Analyze all
internal resources of the organization and make a complete list of strengths.
The second important point that was mentioned above is the stability of the
current business. Any initiative, any new idea requires resources and investments that
are used in the current business. Therefore, before developing new directions, you need
to ensure the stability, profitability and productivity of current activities. And if
shortcomings are already visible, then you need to invest available resources in
eliminating them and only then consider options for diversification.
And the last point that needs to be considered at the first stage is the sufficiency
of resources. Any new project requires financial and human resources for its
implementation. It should be ensured that the organization has the minimum resources
to consider and evaluate possible areas for business diversification. Otherwise, you
need to either postpone this project or find alternative ways to increase market share
(search for subcontractors, joint ventures, affiliate programs, etc.).
Step two: finding a direction for diversification.
Ideally, the choice of a market (or market segment) for business diversification
should be made on the basis of a serious macroeconomic and industry analysis, as a
result of which it is possible to identify areas with high growth rates and a favorable
investment climate. But more often it happens that directions for diversification are
145
determined on the basis of knowledge and experience of the business owner, as well as
taking into account personal contacts and connections.
If you are not yet sure in which direction to expand your business, you need to
find ideas whose potential and viability can be assessed. The easiest way to come up
with ideas is to brainstorm. You should gather a small group of people who understand
in business organizations, are specialists in narrow fields or have strategic thinking.
These people include department heads, market experts, and young ambitious
specialists. Often interesting ideas are generated by outside experts who have an
“uncontaminated” view about the market and can look at business differently.
Step three: assessing areas for diversification.
Planning to diversify an organization is no different from planning to start a new
business. At the stage of assessing alternative options for sales growth, it is important
to study the market in detail, the intensity of competition and identify key competitors,
determine consumer preferences, general trends and market dynamics. The result will
be a list of parameters by which you can evaluate the overall attractiveness of each
market and choose the most suitable option for your business. In the end, for each
possible direction of diversification, the following conclusions must be drawn:
• Do you really know the long-term prospects and potential of the market, and
understand the business model of the key players?
• Do you really know how to sell effectively in a new market and understand the
key sales drivers?
• Do you really have enough resources to enter the market and capture the target
market share?
• Do you have a clear plan for financing diversification, including investments
in technology, equipment, product promotion and improving the quality of work with
consumers?
• Do you have criteria for assessing the effectiveness of the chosen
diversification strategy and a clear work plan for 3–5 years ahead?
• Is diversification really the best strategy for entering a new market and are there
no more effective solutions (partnerships, collaboration with organizations, etc.)?
Step four: analysis of the organization's overall portfolio.
After all possible directions for diversification have been assessed, you need to
do a verification step and evaluate each direction within the overall business portfolio
of the organization. An organization's portfolio is a combination of all the products and
services that the organization offers to its customers. The position and role of each
product, product line, and business line must be clearly recorded. Perhaps the most
successful diversification strategy will not fit into an organization's portfolio.
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