Harbour Coffee Roasters growth plan
Ansoff matrix slide with one initiative in every quadrant
An Ansoff matrix is useful when each quadrant holds a real initiative with a number, rather than a description of what the quadrant means. This one plans growth to 2029 for Harbour Coffee Roasters, a fictional wholesale roaster.
What is on the slide
- Market Penetration
- Existing market, existing product. Move the 61 wholesale cafes from fortnightly to weekly delivery. Expected $310,000 a year at current prices.
- Market Development
- New market, existing product. Sell the same three blends into 40 regional venues through one distributor. Expected $240,000 in year one.
- Product Development
- Existing market, new product. Add a decaf and a one kilogram office pack for the cafes already buying. Expected $180,000 a year.
- Diversification
- New market, new product. Open a second roastery cafe in a suburb with no wholesale account. Expected $420,000 and the largest downside.
When this is the right slide
A four quadrant growth matrix suits a plan where each option has been costed, because the axes force an honest statement of how much of the plan depends on things the business has never done.
What to swap it for
Grouping: Growth-Share 3x3. Swap to the growth share matrix when the question is which existing products to fund or retire rather than which new growth moves to make.
What this slide shows
A title reads Ansoff, Harbour Roasters, with a framing line explaining the axes: growth to 2029 on existing against new markets by existing against new products, one initiative a cell. Four icon cards fill the slide in a two by two grid. Market Penetration, captioned existing market and existing product: move the 61 wholesale cafes from fortnightly to weekly delivery, expected $310,000 a year at current prices. Market Development, captioned new market and existing product: sell the same three blends into 40 regional venues through one distributor, expected $240,000 in year one. Product Development, captioned existing market and new product: add a decaf and a one kilogram office pack for the cafes already buying, expected $180,000 a year. Diversification, captioned new market and new product: open a second roastery cafe in a suburb with no wholesale account, expected $420,000 and the largest downside. Each card carries an icon, the quadrant name, the axis caption and one sentence.
When this is the right slide
Use it in a growth planning session, a corporate development review, an expansion case or the strategy section of a board pack, where the question is where the next revenue comes from. The value of the four quadrants is that they make the risk profile visible without a separate risk slide: everything in the top left is work the business already knows how to do, and everything in the bottom right is new on both axes. It is the wrong slide when the growth options have not been costed, because four cells of untested ideas invite a preference rather than a decision. It is also the wrong frame when the real question is which existing lines to keep funding, which is a portfolio question and belongs on a growth share grid.
How to adapt it
First, place each initiative honestly against both axes before writing the card. A new blend sold to existing cafes is product development, not diversification, however novel it feels internally. Teams tend to place their favourite project in the diversification cell because it sounds ambitious, and doing that hides how much of the plan is actually incremental. Second, put an expected figure on every card and use the same basis for all four, such as annualised revenue at current prices. Mixing first year revenue in one cell with a three year total in another makes the grid unreadable as a portfolio. Third, say which cell carries the most risk on the card itself. Naming the largest downside beside the largest number is what turns the matrix into a decision aid rather than a wish list, and it pre empts the first question from anybody who has run a second site before.
What makes this slide work
Each quadrant holds one initiative, not a definition
Move 61 cafes to weekly delivery, sell three blends into 40 regional venues, add a decaf and an office pack, open a second roastery cafe. Every cell names something the business could start on Monday. Matrices that explain what market development means teach the framework instead of using it, which wastes the slide on an audience that already knows it.
The axis caption sits on every card
Existing market and existing product, new market and existing product, and so on, printed as a small caption above each initiative. That is what keeps the quadrants honest: a reader can see that the second roastery cafe really is new on both axes, which is why it carries the largest downside as well as the largest number.
Expected revenue makes the quadrants comparable
$310,000, $240,000, $180,000 and $420,000 turn a conceptual grid into a portfolio. The diversification cell has the biggest figure and the most risk, and both facts are on the card, so the board can see the shape of the bet rather than being asked to agree that diversification is exciting in principle.
Questions people ask
How many initiatives should an Ansoff matrix slide carry?
One per quadrant, which is four. The layout is built for it and the discipline is useful: a cell with three initiatives means the business has not yet chosen, and the slide becomes a backlog rather than a plan. Keep the rejected options in the written strategy where the reasoning can be recorded.
What belongs in the diversification quadrant?
Only something new on both axes: a new product sold to a market the business does not currently serve. A second roastery cafe in a suburb with no wholesale account qualifies. An extra blend for existing customers does not, however different it feels internally, and mislabelling it makes the plan look bolder than it is.
Should expected revenue appear on the slide?
Yes, on the same basis for every cell. Without numbers the grid is a taxonomy and the discussion becomes a preference contest. With them, the board can see that the riskiest quadrant carries the largest figure, which is the trade off the meeting exists to decide. State the basis in the framing line so nobody has to ask.
How is Ansoff different from a prioritisation matrix?
Ansoff sorts options by what is new about them; a prioritisation matrix sorts them by effort and impact. The two work well in sequence, with Ansoff showing the shape of the portfolio and the effort matrix deciding the order of work. Using only one of them usually means either risk or sequencing goes unexamined.
When should this be split into two slides?
When one quadrant needs its own case. A second site typically does, because it carries capital, a lease and a hiring plan that a single card cannot hold. Keep the matrix as the overview and give that initiative a slide with its own numbers immediately afterwards, so the portfolio view stays clean.
How should an Ansoff slide be presented out loud?
Say which quadrant the business is betting on and why, then name the one you are deliberately not pursuing. The four cards can be read in silence. The useful part of the discussion is the balance between the $310,000 that is nearly certain and the $420,000 that is not, and that conversation needs time the narration would consume.
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