Boston Consulting Group Matrix
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Transcript of Boston Consulting Group Matrix
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BCG Concept of Competitive Analysis &
Corporate Strategy
Presented byAmit Pramanik
Rahul SainiSamrat Kundu
Sruthi NairUjjawal Kishore
Gerald B. AllanBoston Consulting
Group, Boston, Massachusetts
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Traditional Approach
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BCG Concept
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PRODUCT ROLE
ROLE
Cash flow
Cost potential
CASH FLOW
COST POTENTIAL
GROWTH
FUND SUPPLY
ABORT
PROCEDURE
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Portfolio Strategy
Market Share Market Growth Rate
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The Boston Consulting Group’s Growth-Share Matrix
Dogs 87
3 ?Question marks
? ?2
1
Cash cows
6
Stars
5
4
Mark
et
Gro
wth
Rate
Relative Market Share
High
Low
High Low
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Star Strategies
Leader expanding industryGenerates large profitsRequires substantial investments to sustain growthFarthest down on experience curve relative to competitionIncrease sales – e.g. new markets, new channels of distributionIncrease market share
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Problem Child or ?
Low market share in expanding industryNeeds substantial cash to improve its positionSlow progress on experience curveIncrease sales (limit to niche or increase market share (limit to niche)Leave market
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Cash Cow
Leader in mature or declining industryCan generate funds for other SBUsMaintain market share e.g. ensure quality, build customer loyalty, develop substitute brandsMaximize Cash Flow e.g. increase usage rate, rate of replacement, modify expense structure, raise prices
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Dogs
Low market share in a mature or declining industrySlow progress on experience
curveCost disadvantages and few
growth opportunitiesConcentrate on niches
requiring limited effort
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Competitive Portfolio Analysis
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Strategy Implications BCG
• Star – Leader in Expanding Industry– BUILD - Continue to increase market share – if
necessary at expense of short-term earnings
• Problem Child – Low market share in Expanding Industry– HARVEST if weak, BUILD if strong.– Assess chances of dominating segment. If good, go
after share. If bad, redefine business or withdraw.
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• Cash Cow – Leader in mature or declining industry– HOLD - Maintain share and cost leadership until further
investment becomes marginal– Maximize cash flow
• Dogs – Low market share in a mature or declining industry– DIVEST Plan an orderly withdrawal so as to maximize
cash flow or concentrate on niches that require limited effort
Strategy Implications BCG
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Product Dynamics
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Assumptions of Growth /Share Matrix
1 2
Experience curve
Product life cycle
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Issues with Growth/Share Matrix
Issue 1Issue 1 Issue 2Issue 2 Issue 3Issue 3
Neglects effect of synergy b/w business unit
Market growth is not necessarily related to cash usage.
Market share is not only success factor
Issue 4Issue 4
Multiple factors lead to profitability & Cash is not the only factor in evaluating a portfolio
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Issue 5Issue 5 Issue 6Issue 6 Issue 7Issue 7
Low market share can also be profitable
Dogs can earn more than cash cows
Measurement problems
Issues with Growth/Share Matrix
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Competitive Analysis of Product Portfolio
Internal
Balance
TrendsCompetitiv
e Evaluation
Products are appropriately distributed among the forth
quadrants
Projection of Trends for a product in the forth coming five year period
Product Portfolio charts for major competitors must be developed
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Competitive Analysis of Product Portfolio
Industry Position
Financial
Balance
It can be obtained by plotting market growth against the
company’s own product growth
It is based on detailed cash flow calculation
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