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alisation with its existing products. Due to the nature of the company's products, McDonald's had to make changes in the ingredients of its burgers in order to cater to the market.

It is imperative for analysts who are trying to identify the growth strategies or are formulating proposals for such strategies for a particular firm, that firms in today's fiercely competitive business environment often pursue multiple strategies. In fact, most big businesses today pursue multiple strategies for growth at the same time in order to achieve their strategic objectives. For example, the two Internet incumbents of Amazon and E*Trade are both operating in a fast evolving, uncertain business environment and have pursued multiple and high-risk growth strategies, which include market development, product development and diversification strategies. Amazon focused more on the diversification strategy while E*Trade focused on market development. The differences in strategic choices in this case were due to the differences in the type of markets in which both companies operate. Notably Amazon operates in a wider retail setup while E*Trade operates in a narrower are of financial services retailing. Both companies chose product development as the second most preferred strategic option, which shows commitment to innovation in products and services. Another similarity that comes across in the analysis of the two incumbents is that the low risk strategy of market penetration was the least favourite option for both companies (Constantinides, 2004). Therefore, it is crucial to note that one firm may be pursuing multiple strategies and it is important to write about all the strategic options that the firm is pursuing.

A common mistake made while conducting Ansoff analysis is that analysts are not able to acknowledge how different growth strategies are suitable for companies operating in different types of markets, and how changes in business environment make the same company choose a different strategic option at stage time in its organisational life cycle. Perry (1987) identified product development and market development as appropriate growth strategies (Watts et al, 1998) for small and medium enterprises (SMEs). On the other hand, the IT bluehood of the corporate world, IBM, successfully follows the high-risk diversification strategy. Earlier, IBM followed a vertical integration strategy wherein it had entered new industries to strengthen the core business model. It also enjoyed backward vertical integration into the disk drive industry and forward vertical integration into the consulting services and computer software industries (Hill et al, 2007). IBM's vertical integration was once widely considered a vital source of competitive advantage. However, due to the fiercely competitive business environment, IBM has been acquiring a large number of firms in the last few years and had more than 400 strategic alliances as of 2003 (Thompson et al, 2003). The diversification strategy is deemed as a high risk strategy but IBM has been successful due to business foresight and effective control mechanisms. Therefore, organisations change their strategic options in accordance with changes in competitive scenario, and it is important to mention the transition in the write up of Ansoff analysis.

Analysts can explore various sources to find information necessary for conducting Ansoff analysis. Po本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。