As shown in the figure below:
A valuable development of the power/interest matrix, which classifies stakeholders according to their relationship, their power and their interest in organizational strategy. Therefore, it is called the power/benefit matrix.
The matrix shows the different types between organizations and stakeholders. Obviously, in the process of strategy formulation and implementation, the key consideration should be whether the main participants (area D) accept the strategy.
Generation basis of Mendelow matrix of extended data;
Ansoff believes that the difference between strategic management and previous management is that strategic management is a dynamic and continuous process from decision-making to realization facing the future.
Ansoff defines business strategy as a strategic decision made by an enterprise to adapt to the external environment.
Therefore, Ansoff believes that the core of enterprise strategy should be to find its own position, clarify its own goals, and clarify the actions that must be taken to achieve these goals.
He limited the enterprise strategy to the scope of products and markets. He believes that the content of enterprise strategy includes four elements: product market scope, growth direction, competitive advantage and synergistic effect.
He divided the decision-making of enterprises into three categories: strategy (about products and markets), administration (about structure and resource allocation) and daily operation (about budget, supervision and control).
Ansoff believes that enterprise survival consists of environment, strategy and organization. Only when the three are coordinated and adapted to each other can the efficiency of enterprises be effectively improved.
On the basis of these theories, he designed Ansoff model, the core of which is to determine effective enterprise strategy through the analysis of enterprises and markets.
Reference Ansoff Matrix-Baidu Encyclopedia