Corporate Growth Strategic Matrix.

VOL. 0036 – FLORIDA, TUESDAY, OCT 17, 2023

Juan F. Arjona Harry

President & CEO Strategee

Marketing plans (both conventional and digital marketing), in any company in any industry sector, go through a stage called: strategy formulation, for which the company (after analyzing the current situation, the effects of actions of competitors, the macroeconomic situation, the current conditions of the segment or segments to which it is addressed, the purchasing power, the purchase decision process, dupes, rates of use and/or consumption, replacement rates, related categories , means that the segment is exposed, etc.) decides or chooses a strategic path that leads to the achievement of the objectives of profitable growth in each of the market segments and for each of its brands.

There is a powerful tool that greatly helps the process of strategic focus and it is the Corporate Growth Strategic Matrix.

By identifying the possibilities that exist in each quadrant, the company can deepen the strategic sector of interest and greater chance of success, according to the competitive position they hold on the market. Below are some of the strategies that could be developed for each quadrant of this important and useful matrix:

1. Current Products in current markets:

1.1. From Product Vector:

1.1.1. The company can deploy the array of vertical innovation, covering the width and depth of the category.

1.1.2. The company can deploy innovation matrix by cross-fertilization.

1.1.3. The company can renew its line of packaging, incorporating in them after use.

1.1.4. The company may increase the possibility of achieving portability segments, to go, value packs, cross selling with categories related, complementary or substitutable.

1.1.5. The company may alternatively incorporate multiplacks to increase the average value payout.

1.2. From the Market Vector (Distribution & Segments):

1.2.1. The company can increase coverage and penetration.

1.2.2. The company can increase its market share in the volume distribution or weighted.

1.2.3. The company can deploy strategies to increase the rate of customer loyalty and consumers.

1.2.4. The company can create alternative channels (Cross Channel).

1.2.5. The company can deploy strategies to attract new users.

1.2.6. The company can deploy strategies to increase the rate of use or consumption per unit of consumption.

1.2.7. The company can deploy strategies to increase the replacement rate.

1.2.8. The company can deploy strategies to increase the volume purchased per purchase occasion.

1.2.9. The company can deploy strategies to increase consumption occasions.

1.2.10. The company can deploy strategies to increase the chances of buying.

1.2.11. The company can deploy strategies to increase purchase frequency.

2. New products in current markets:

2.1. From the Product Vector:

2.1.1. The company can deploy a lateral innovation matrix, covering the different possibilities to solve the need for advanced form, anticipating consumer expectations.

2.1.2. The company can deploy cross-fertilization innovation matrix.

2.1.3. The company can expand its line of packaging, incorporating different possibilities for different consumption occasions.

2.1.4. The company can expand its product portfolio towards higher value-added lines or further processing with higher added value.

2.1.5. The company can incorporate different generations of technology applied to its product lines to increase the Value for Money.

2.1.6. The company can generate lateral innovation in a part or section of the business value chain.

2.1.7. The company can re-invent the business.

2.1.8. The company can build its brand extensions to another product category.

2.2. From the Market Vector (Distribution & Segments):

2.2.1. The company can increase coverage and penetration.

2.2.2. The company can increase its market share in the volume distribution or weighted.

2.2.3. The company can deploy coding strategies of its new portfolio in the current channels.

2.2.4. The company can create exclusive channels for its new portfolio.

2.2.5. The company can create a new channel for its new portfolio.

2.2.6. The company can deploy strategies to increase the rate of customer loyalty and consumers.

2.2.7. The company can create unconventional alternative channels (Cross Channel).

2.2.8. The company can deploy strategies to attract new users, increased consumer units.

2.2.9. The company can deploy strategies to increase the rate of use or consumption per unit of consumption.

2.2.10. The company must deploy strategies to accelerate and increase in the replacement rate.

2.2.11. The company can deploy strategies to increase the volume purchased per purchase occasion.

2.2.12. The company can deploy strategies to increase consumption occasions.

2.2.13. The company can deploy strategies to increase the chances of buying.

2.2.14. The company can deploy strategies to increase purchase frequency.

3. Current Products in New Markets:

3.1. From the Product Vector:

3.1.1. The company can deploy the array of vertical innovation, covering the width and depth of the category.

3.1.2. The company can deploy cross-fertilization innovation matrix.

3.1.3. The company can renew its line of packaging, incorporating in them after use.

3.1.4. The company may increase the possibility of achieving portability segments, to go, presentations, value packs, cross selling with categories related, complementary or substitutable.

3.1.5. The company may alternatively incorporate multiplacks.

3.1.6. The company can deploy strategies to increase new customers or consumers (servings).

3.1.7. The company can deploy strategies to expand into new geographical areas, countries.

3.1.8. The company's products can alternate institutional and industrial markets, consumer markets and vice versa.

3.1.9. The company can generate product and price modulation always with the intention of increasing the value for money of the manufacturer, in the consumer's pocket.

3.1.10. The company may alter its current portfolio conditions (ingredients, components, materials, packaging), to reach new markets that they had purchase inhibitors.

3.2. From the Market Vector (Distribution & Segments):

3.2.1. The company can increase coverage and penetration.

3.2.2. The company can increase its market share in the volume distribution or weighted.

3.2.3. The company can deploy strategies to achieve capture in its new customer base, better loyalty rate.

3.2.4. The company can identify segments where it was and make adjustments to reach them.

3.2.5. The company can create alternative channels (Cross Channel).

3.2.6. The company can deploy strategies to attract new users, increased consumer units.

3.2.7. The company can deploy strategies to increase the replacement rate of other categories to the category itself.

3.2.8. The company can deploy strategies to increase the volume purchased per purchase occasion.

3.2.9. The company can deploy strategies for creating new consumption occasions.

3.2.10. The company can deploy strategies to create new opportunities to purchase.

4. New Products in New Markets:

4.1. From the Vector Product:

4.1.1. The company can deploy lateral innovation matrix, covering the different possibilities to solve the need for advanced form, anticipating the expectations of new customers to reach.

4.1.2. The company can deploy innovation matrix by cross-examining the categories from which to import trends, patterns, lines.

4.1.3. The company can innovate the packaging line, incorporating different possibilities both after use, as different consumption occasions.

4.1.4. The company can expand its current product portfolio, to a new generation of products with enhanced features, superior performance, unique attribute or attributes that meet the need better.

4.1.5. The company can incorporate different generations of technology applied to its product lines to increase the Value for Money.

4.1.6. The company can generate lateral innovation to a part or section of the business value chain.

4.1.7. The company can re-invent the business or part of it.

4.1.8. The company can build its brand extensions to another new product category.

4.2. From the Market Vector (Distribution & Segments):

4.2.1. The company can increase coverage and penetration.

4.2.2. The company can increase its market share in the volume distribution or weighted.

4.2.3. The company can deploy strategies to achieve capture in its new customer base, better loyalty rate.

4.2.4. The company can identify the most attractive segments to enter the channel with adaptations to reach them.

4.2.5. The company can create alternative channels (Cross Channel).

4.2.6. The company can deploy strategies to attract new users, increased consumer units.

4.2.7. The company can deploy strategies to increase the replacement rate of other categories to the category itself.

4.2.8. The company can deploy strategies to increase the volume purchased per purchase occasion.

4.2.9. The company can deploy strategies for creating new consumption opportunities in new product categories.

4.2.10. The company can deploy strategies to create new opportunities to purchase.

4.2.11. The company may change age segments, or can masculinize or feminize their product lines to reach new market segments.

Grow profitably must have a lot of focus on the choice of strategies, the Corporate Growth Strategic Matrix provides multiple possibilities to not deflect or deviate the purpose of the cost-efficient use of marketing resources.