ansoff-matrixlisted

# Ansoff Matrix ## Overview Every growth option a firm has falls into one of four quadrants defined by two axes: existing vs. new product, and existing vs. new market. Risk rises as unknowns multiply: selling your existing product to your existing market adds zero unknowns; diversifying (new product + new market) adds two unknowns simultaneously, compounding risk roughly fourfold. The matrix's job is **prioritization** — selecting one primary direction and committing resources there — not listing all options simultaneously. AI has compressed execution time for Market Development and Product Development moves, but the relative risk ordering still holds. Composes with: [`swot-analysis`](../swot-analysis/SKILL.md) (assess strengths per quadrant first); [`bcg-matrix`](../bcg-matrix/SKILL.md) (which BU needs growth, then Ansoff picks direction); [`porters-five-forces`](../porters-five-forces/SKILL.md) (validate target market attractiveness before committing). ## When to Use Apply when: - Leadership is debating **where to grow next** without a shared framework - Resources are **spread across 4+ directions** with no single bet resourced enough to win - The firm is considering **entering a new geography or demographic** with an existing product - A product team is **developing a new product** and needs strategic context - A startup is **past initial PMF** and planning its next phase **When NOT to use:** single product with clear unsaturated demand (penetration is the obvious a