Information that characterizes the attractiveness of an area or market, which was collected during the stages of strategic analysis, is used to conduct an expert assessment of the attractiveness of the market.

Using the total sum of the significance coefficients, which is equal to 1, and the rating range from 1 to 10 points, indicates that the maximum assessment of market attractiveness can be 10 points.

Having received the actual final score for an individual market (6.1 points in our example), you can calculate the overall level of attractiveness of the market by dividing the final score by the maximum possible score: 6.1/10 = 0.61.

Depending on the level of attractiveness, the entire range is divided into three assessment intervals, which have the following characteristics:

Thus, based on the results of the considered example, we come to the conclusion that the market has average attractiveness for the strategic orientation of the enterprise. The level of competitiveness of a business unit is assessed in a similar way.

Based on the obtained levels of market attractiveness and competitiveness of the business unit, a strategic analysis matrix is ​​constructed:

• the horizontal axis indicates intervals of market attractiveness levels,
• vertically – different levels of competitiveness of a business unit.

Depending on the obtained indicators, all strategic subsections of the enterprise are placed in the corresponding quadrants of the matrix.

McKinsey Matrix:

Marketing Strategies Options

For each quadrant of the matrix, corresponding general options for marketing strategies are established, which must be detailed and specified depending on the specialization and operating conditions of individual business units of the enterprise.

In the McKinsey matrix, the size of an industry is displayed in the form of a circle of a certain diameter and with certain coordinates of the center, and part of the circle displays the share of a business unit (organization) in the market:

1. “Winner 1” is characterized by a high degree of attractiveness of the market and fairly large advantages of the organization on it.
   

   The organization is likely to be the undisputed leader or one of the leaders. A threat to it may be the possible strengthening of the positions of individual competitors.

2. “Winner 2” is characterized by a high degree of market attractiveness and an average level of relative advantage of the organization. Such an organization is a leader in its industry and at the same time does not lag far behind the leader.

   The strategic objective of such an organization would be to first identify its strengths and weaknesses and then make the necessary investments to maximize the benefits of its strengths and improve its weaknesses.

3. The “Winner 3” position is inherent in organizations whose market attractiveness is at an average level, but at the same time their advantages in such a market are obvious and strong.

   For such organizations, it is necessary, first of all, to identify the most attractive market segments and invest in them, develop their advantages, and resist the influence of competitors.

4. Loser 1 is a position with average market attractiveness and low relative advantage in the market. Opportunities for improvement should be sought in low-risk areas.
5. “Loser 2” is a position with low market attractiveness and an average level of relative advantage in the market. This position does not have any particular strengths or opportunities. This line of business is unattractive. The organization is not a leader, but it can and should be considered as a serious competitor.
   
6. “Loser 3” is a position with low market attractiveness and a low level of relative advantage of the organization in this type of business.

   In such a state, one can only strive to make a profit. You should refrain from any investment or exit from this type of business at all.

Business areas that fall within the three cells along the diagonal running from the bottom left to the top right edge of the matrix are called border areas. These types of businesses can either develop (under certain conditions) or decline.

If the business is of dubious type (upper right corner), then the following options for strategic decisions are offered:

• development of the organization in the direction of strengthening those of its advantages that promise to turn into strengths;
• the organization identifying its niche in the market and investing in it;
• termination of this type of business.

Types of business of an organization, the state of which is determined by a low level of market attractiveness and a high level of relative advantages of the organization itself, are called profit producers.

In such a state, investments need to be managed from the point of view of obtaining an effect in the short term, since a collapse may occur in the industry at any time. At the same time, investments should be concentrated around the most attractive market segments.

The main disadvantage of the McKinsey matrix is ​​that it does not make it possible to answer the question of how exactly the portfolio structure should be restructured. The answer to this question lies beyond the analytical capabilities of this model.

The unit of portfolio analysis is the “strategic management zone” (SZH). SZH represents any market into which the company has or is trying to find an exit. Each agricultural sector is characterized by a certain type of demand, as well as a certain technology. As soon as one technology is replaced by another, the problem of technology correlation becomes a strategic choice for the company. During strategic analysis, a company evaluates the prospects of a particular area of ​​activity.

Strategic analysis of a diversified company is called portfolio analysis. An enterprise portfolio, or corporate portfolio, is a collection of relatively independent business units (strategic business units) belonging to one owner.

Portfolio analysis- this is a tool with which the management of an enterprise identifies and evaluates its economic activities in order to invest funds in its most profitable or promising areas and reduce the discontinuation of investments in ineffective projects. At the same time, the relative attractiveness of markets and the competitiveness of the enterprise in each of these markets is assessed. It is assumed that the company's portfolio should be balanced, i.e. the correct combination of products that need capital for further development must be ensured with economic units that have some excess capital.

The purpose of portfolio analysis is the coordination of business strategies and the distribution of financial resources between the business divisions of the company. Portfolio analysis, in general, is carried out according to the following scheme:

· All types of activities of the enterprise (product range) are divided into strategic business units, and levels in the organization are selected to analyze the business portfolio.

· The relative competitiveness of individual business units and the prospects for the development of the corresponding markets are determined. In this case, data collection and analysis is carried out in the following areas:

attractiveness of the industry;

· competitive position;

· opportunities and threats to the company;

· resources and qualifications of personnel.

· Portfolio matrices (strategic planning matrices) are constructed and analyzed and the desired business portfolio and desired competitive position are determined.

· A strategy for each business unit is developed, and business units with similar strategies are combined into homogeneous groups.

Next, management evaluates the strategies of all divisions in terms of their alignment with corporate strategy, weighing the profits and resources required by each division using portfolio analysis matrices.

In practice, portfolio analysis at an enterprise is carried out taking into account a number of strategic components. A well-known specialist in the field of strategic management, Igor Ansoff, identifies four strategic components of portfolio analysis:

First component- a growth vector that determines the scale and direction of the future sphere of activity of the enterprise. The components of the growth vector are product and market expansion.

Of particular importance in a market economy is the consistent and economically sound determination of strategic directions for the development of service enterprises based on the use of the specified matrix:

Market penetration or improvement of activities. When choosing this strategic direction, it is necessary to carry out marketing activities to increase the existing market share, namely: attracting new users, including clients of competing enterprises through advertising, improving the quality of products (services provided), providing more favorable conditions, trade discounts, use shortcomings in the activities of competitors. This direction requires large expenses, since “in addition to investments in technology and production, it is accompanied by the use of relatively low prices compared to competitors”; mergers or acquisitions of competing enterprises.

Market development. This strategy is aimed at finding new segments of the goods (services) market for already developed types of production services. If, for example, an enterprise provides services mainly to legal entities, then within the framework of this strategy it can expand the range of services by providing them to individuals. In addition, it is possible for the enterprise to reach neighboring farms, other districts and regions with its proposals.

Creation of new products (services). This strategy of creating new types of goods (services) and improving existing ones has the goal of increasing the scope of their sales. At the same time, the company searches for additional niches in an already existing and well-known area of ​​the service market, based on existing customer needs.

An important strategic direction is diversification, which is associated with the development of new types of services while simultaneously developing new segments of the service market. An enterprise must make a decision to diversify in conditions of excessive saturation of the services market and falling demand for them, increased competition, as well as in the presence of accumulated free financial resources, which at the moment are more profitable to invest in highly attractive industries rather than in current activities.

Second component Portfolio analysis is a competitive advantage of an enterprise. There are various ways to achieve competitive advantage.

The strategy of differentiation of goods (services) is associated with the development of a number of their essential features that distinguish them from the goods (services) of competitors. To successfully implement this strategy, an enterprise must determine the possible needs of customers in order to clarify what they are not satisfied with in existing products (services) and what changes need to be made to meet the expected increase in customer needs for them. Moreover, such differentiation allows the company to increase profits, since in this case the determining factor for consumers is not the price, but their specific features and differences from the services of competitors.

By implementing a strategy of early entry into the market of goods (services) with original offers, an enterprise can provide itself with a competitive advantage, allowing it to achieve increased profits and rapid economic growth.

Third component portfolio analysis - synergy is obtaining additional economic effect as a result of the interaction of production factors. Synergy can be not only positive, but also negative. The latter is possible when an enterprise diversifies into a highly competitive industry without sufficient work experience and management skills in it.

Fourth component-- is the strategic flexibility of a portfolio of different activities. It provides that the enterprise has such capabilities that allow it, if necessary, to effectively diversify into other industries. As I. Ansoff emphasizes, the development of any component of portfolio analysis can lead to a weakening of the others, for example, increasing strategic management flexibility leads to a decrease in overall potential synergy.

Depending on the enterprise’s plans for implementing a particular strategy, the goals of its further development, as well as the current strategic position in a particular sector of the economy, approaches to assessing the competitive positions of strategic business units and market attractiveness are selected.

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Modern economic activity is a combination of many processes that require a clear management system.

This function is largely performed by strategic planning, which ensures the unity of direction of efforts to achieve common goals. Without planning, the economic system is unchanged over time and cannot adapt to changes in the external environment or influence the processes occurring within it. Therefore, no management is possible without planning the activities of the enterprise, since effective functioning largely depends on it.

In an organization, strategies are planned and implemented simultaneously or sequentially at several levels. In this work, the author examined the portfolio level.

Portfolio level strategy defines the organization as a whole, the behavior of its divisions or business units, the combination of which allows the company to be perceived as a single whole. The portfolio level of management is carried out by senior management (chief executive officer, general manager, corporate president and more), the board of directors and other senior personnel. These executives determine the purpose, mission and goals of the corporation, identify key areas of activity, allocate resources, and formulate strategies.

At each level of planning, certain matrices are used that can identify problems at this level and indicate ways to solve them. At the portfolio level, matrices are used to analyze the businesses included in the corporation; they help to carry out portfolio analysis, as well as analysis of the situation in the corporation as a whole.

The corporate level includes matrices such as:

BCG Matrix - Boston Consulting Group (growth rates/market share);

SWOT analysis matrix;

Shell/DPM Matrix (Directional Policy Matrix);

Matrix 20-80 (Lorenz curve);

Ansoff Matrix;

ADP/LC matrix (matrix of industry life cycle stages, relative to market position);

Porter Matrix;

Thompson and Strickland Matrix;

MCC matrix (matrix of correspondence between goals and capabilities of the enterprise).

1. BCG Matrix - Boston Consulting Group (growth rate or market share. The BCG Matrix is ​​a kind of display of the positions of a particular type of business in a strategic space defined by two coordinate axes, one of which is used to measure the growth rate of the market for the corresponding product, and the other - to measure the relative share of an organization's product in the market for the product in question.

The BCG model is a 2x2 matrix on which business areas are depicted by circles with centers at the intersection of coordinates formed by the corresponding market growth rates and the relative share of the organization in the corresponding market. Each circle plotted on the matrix characterizes only one business area characteristic of the organization under study. The size of the circle is proportional to the overall size of the entire market (in other words, not only the size of the business of this particular organization is taken into account, but in general its size as an industry across the entire economy. Most often, this size is determined by simply adding the organization’s business and the corresponding business of its competitors). Sometimes on each circle (business area) a segment is identified that characterizes the relative share of the organization's business area in a given market, although this is not necessary to obtain strategic conclusions in this model. Market sizes, like business areas, are most often measured by sales volumes and sometimes by asset values.

Each of the quadrants in the BCG model is given figurative names:

"Stars". These usually include new business areas that occupy a relatively large share of a rapidly growing market, operations in which generate high profits.

"Cash cows" These are business areas that have gained relatively large market share in the past.

"Difficult children." These business areas compete in growing industries but occupy a relatively small market share.

"Dogs". These are business areas with a relatively small market share in slow-growing industries.

2. Matrix “attractiveness - competitiveness” or “General Electric - McKinsey”. The matrix “industry attractiveness and division competitiveness” allows you to determine the investment priorities of a diversified company. The highest investment priority is given to units in the three cells in the upper left corner of the matrix, i.e. with high competitiveness and in the most attractive industries. The strategy of these divisions should be focused on growth and expansion; a significant part of the investment funds is transferred to them. Average investment priority is given to units occupying three cells diagonally from left to right and from bottom to top. Investments in such divisions are made selectively, depending on specific conditions: scale of activity, profitability, strategic and resource compliance, overall company strategy, etc.

Companies with medium investment priority have different attractiveness.

Rice. 1.

The General Electric - McKinsey matrix has a dimension of 3x3. The axes provide integral assessments of the attractiveness of the market and the relative advantage of the company in a given market or the strengths of the company’s business. Along the X-axis in the General Electric-McKinsey matrix are the parameters that are controlled by the company, respectively, along the Y-axis are those that are not under control. Increasing the matrix dimension to 3x3 made it possible not only to provide a more detailed classification of the types of businesses being compared, but also to consider broader opportunities for strategic choice.

The matrix identifies three areas of strategic positioning:

Winners area. All types of businesses that fall into the winners' area have better or average values ​​of market attractiveness factors and company advantages in the market compared to others.

The area of ​​the losers. These are types of businesses that have at least one of the lowest and do not have any of the highest parameters plotted along the axes.

Middle region or border. These are types of businesses that, under certain conditions, can either grow and become “winners” or shrink and become “losers.”

The main disadvantages of portfolio analysis methods using the General Electric-McKinsey matrix are as follows:

Difficulties in taking into account market relations (market boundaries and scale), too a large number of criteria. As the number of factors increases, their measurement becomes more difficult;

Subjectivity of position assessments;

Static nature of the model;

3. SWOT analysis matrix. The Matrix was announced in 1963 by Professor Andrew at Harvard; its acronym stands for “Strength - Weakness - Opportunities - Threats.” With the advent of the SWOT model, a strategic planning tool for intellectual work. SWOT analysis made it possible to formulate well-known, but fragmented and unsystematic ideas about the company and the competitive environment in the form of a logically consistent scheme of interaction of strengths, weaknesses, opportunities and threats.

As a rule, SWOT analysis is an analysis of the strengths and weaknesses of the organization, opportunities and threats emanating from environment, is carried out using auxiliary tables (matrices).

Strengths are the internal factors that are most likely to contribute to the effective performance of a firm.

Strengths are possible because they can be used as a basis for forming a strategy and competitive advantage.

Weaknesses are internal factors that are most likely to hinder an organization's performance.

Weakness is the absence of something important for the functioning of the company, or something that fails (in comparison with another), or something that puts it in unfavorable conditions.

Opportunities are external factors that favor an organization.

Threats are external factors that are most likely to cause unfavorable operating conditions for an organization. The threat may come from: the emergence of cheaper technologies; new rules that harm the firm more than others; vulnerability when interest rates increase; and much more.

4. Shell Matrix or DPM (Directive Policy Matrix). The policy matrix model was proposed in 1975 in response to the energy crisis that was taking place at that time.

According to the matrix model, the market is an oligopoly. Therefore, for organizations with weak competitive positions, an immediate or gradual exit strategy is recommended. Also, the attractiveness of the industry implies the existence of long-term development potential for all market participants.

The model is a two-dimensional table. Strategic decisions depend on whether management's focus is on the life cycle of the business or the company's cash flow.

5. Matrix 20-80 (Lorentz curve). The Lorenz curve is a graphical representation of the distribution function. It was proposed by the American economist Max Otto Lorenz in 1905 as an indicator of income inequality.

In this representation, it is an image of the distribution function, which displays the shares of the population and income. In a rectangular coordinate system, the Lorentz curve is convex downward and passes under the diagonal of the unit square located in the first coordinate quadrant.

Each point on the Lorenz curve corresponds to a statement. In the case of equal distribution, each population group has an income proportional to its size.

This case is described by an equality curve, which is a straight line connecting the origin and the point (1;1). In the case of complete inequality (when only one member of society has income), the curve first “sticks” to the x-axis, and then rises from point (1;0) to point (1;1). The Lorenz curve lies between the equality and inequality curves.

Lorenz curves are used to distribute not only income, but also household property, market shares for firms in an industry, and natural resources by state.

6. ADP or LC matrix (matrix of industry life cycle stages, relative to market position). The Arthur D. Little Matrix was developed by Arthur D. Little, a well-known management consulting company.

This model is based on two variables that reflect the maturity of the sector (industry life cycle) and position in relation to competitors. Expert assessments showing the maturity of the sector and its position in relation to competitors determine the direction of the enterprise’s activities and the forms of its economic activity. This is precisely the basis of the enterprise’s product policy.

The life cycle concept itself is an integral part of strategic planning. In the literature, two types of life cycles are distinguished:

Demand life cycle;

Technology life cycle.

The life cycle concept is based on the existence of several phases for all technologies and products during their presence on the market.

Origin is a turbulent period in the development of an industry, when several companies, seeking to seize leadership, compete with each other;

Acceleration of growth is a period when competitors remaining in the market reap the benefits of their victory. During this period, demand usually grows, outpacing supply;

Growth slowdown is a period when the first signs of demand saturation appear and supply begins to outstrip demand;

Maturity is a period of time during which demand saturation has been achieved and there is significant excess capacity;

Decay is a reduction in the volume of demand (sometimes to zero) determined by long-term demographic and economic conditions (such as the growth rate of the gross national product or population) and the rate of obsolescence or decrease in consumption of the product.

The universality of this model is confirmed by the fact that a particular type of business of any corporation may be at one of the stages of the life cycle described above, and, therefore, it must be analyzed in accordance with this stage.

7. Ansoff and Porter matrices. Another well-known tool for strategic analysis is the I. Ansoff matrix, with the help of which you can explore the general outlines of strategies for certain trends in the development of a company or individual strategic areas of management, as well as the range of problems associated with the development of a company.

If a company intends to enter a new market without changing its product, then it must implement a market penetration strategy. If a company wants to develop both a new product and a new market, then it should adhere to a diversification strategy. And so on in accordance with Table 1 depicting the Ansoff matrix.

Table 1 Ansoff Matrix

For a more specific analysis of possible strategies for the company as a whole or in individual strategic business areas, M. Porter’s matrix, shown in Table 2, is often used.

To develop an entire market sector, it is advisable to apply either a differentiation strategy or a cost leadership strategy, depending on how the company intends to expand market share (or on what type of competition prevails in this sector) - by price methods (low costs compared with competitors) or non-price (highlighting the uniqueness of the product from the point of view of consumers).

Table 2 Porter Matrix

After analyzing the strategic portfolio using one or more of the matrices suggested above, it is advisable to evaluate the flexibility of the strategic portfolio. The flexibility of a strategic portfolio is understood as the ability of the latter to function sustainably in the face of certain changes in the external environment.