Growth of a business is critical for business success. A firm may grow by developing the market or by developing new products. The Ansoff product and market growth matrix illustrates the two broad dimensions for achieving growth. The Ansoff matrix identifies four specific growth strategies: market penetration, product development, market development and diversification.[82]
Sunil…congratulations on being a small business owner. Your site is beautiful. If you can successfully carry that look and feel throughout your organization, you’re going to be way ahead of your competition. I am worried, however, about one comment: you wrote “its tough to do everything AND sell your product at the same time.” Doing everything is what sells your product. (Don’t confuse that with being all things to all people:)) That’s what often keeps businesses from being successful…they seperate sales and brand, as if they aren’t related. 13 Tips On Entrepreneurship, Marketing & Branding By Daymond John | Advice For Small Businesses
Sunil…congratulations on being a small business owner. Your site is beautiful. If you can successfully carry that look and feel throughout your organization, you’re going to be way ahead of your competition. I am worried, however, about one comment: you wrote “its tough to do everything AND sell your product at the same time.” Doing everything is what sells your product. (Don’t confuse that with being all things to all people:)) That’s what often keeps businesses from being successful…they seperate sales and brand, as if they aren’t related. 13 Tips On Entrepreneurship, Marketing & Branding By Daymond John | Advice For Small Businesses

Barney stated that for resources to hold potential as sources of sustainable competitive advantage, they should be valuable, rare and imperfectly imitable.[75] A key insight arising from the resource-based view is that not all resources are of equal importance nor possess the potential to become a source of sustainable competitive advantage.[73] The sustainability of any competitive advantage depends on the extent to which resources can be imitated or substituted.[6] Barney and others point out that understanding the causal relationship between the sources of advantage and successful strategies can be very difficult in practice.[75] Barney uses the term "causally ambiguous" which he describes as a situation when "the link between the resources controlled by the firm and the firm's sustained competitive advantage is not understood or understood only very imperfectly." Thus, a great deal of managerial effort must be invested in identifying, understanding and classifying core competencies. In addition, management must invest in organisational learning to develop and maintain key resources and competencies. A Beginner's Guide to Branding Your Business

×