Bcg matrix
Upcoming SlideShare
Loading in...5
×
 

Bcg matrix

on

  • 30,554 views

 

Statistics

Views

Total Views
30,554
Views on SlideShare
30,551
Embed Views
3

Actions

Likes
8
Downloads
1,137
Comments
3

2 Embeds 3

http://www.slideshare.net 2
http://www.pinterest.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Bcg matrix Bcg matrix Presentation Transcript

  • Boston Consulting Group (BCG) Matrix
  • Relevance & Importance of BCG Matrix It was developed in the early 70s by the Boston Consulting Group. The BCG Matrix method is the most well-known portfolio management tool. It is based on product life cycle theory.
  • Relevance & Importance of BCG Matrix
    • To ensure long-term value creation, a company should
    • have a portfolio of products that contains both
    • High-growth products in need of cash inputs and
    • Low-growth products that generate a lot of cash.
    • Used to determine what priorities should be given
    • in the product portfolio of a business unit.
    View slide
  • Relevance & Importance of BCG Matrix
    • The BCG Matrix has 2 dimensions :
    • Relative Market share and
    • Market growth.
    • The basic idea behind it is : if a product has a bigger
    • market share or if the product's market grows faster,
    • it is better for the company.
    View slide
  •  
  • Star (high growth, high market share) Stars use large amounts of cash. Stars are leaders in the business. Stars usually generate cash for the company It is critical that Stars should hold the market share, because the future rewards are generally cash cows
    • Cash Cows (low growth, high market share)
    • Profits and cash generation should be high.
    • Low market growth does not attract new competitors
    • Low market growth, call for less investments
    Cash Cows are often the stars of yesterday and they are the foundation of a company.
    • Dogs (low growth, low market share)
    • Avoid and minimize the number of Dogs
    • Watch out for expensive 'rescue plans'
    • Low growth coupled with market share is generally
    • a loss making proposition for a company
    Dogs must deliver cash, otherwise they must be liquidated.
    • Question Marks (high growth, low market share)
    • Question Marks have the worst cash characteristics of all,
    • Question Marks have high cash demands
    • (High Mkt growth)
    • Question Marks generate low returns,
    • (Low market share)
    • If the market share remains unchanged, Question Marks
    • will simply absorb great amounts of cash
    Either invest heavily, or sell off, or invest nothing and generate any cash that you can.
  • The BCG Matrix Vs One size fits all strategies Imagine a company with a generic growth target (9 percent per year) or a generic return on capital of say 9.5% for an entire corporation.
  • Outcomes of such a strategy: • Cash Cows Business Units will reach their profit target easily. They are often allowed to reinvest substantial cash amounts in their mature business. • Dogs Business Units are fighting an impossible battle and, even worse, now and then investments are made. • Question Marks and Stars receive only mediocre investment funds, hence they can never become Cash Cows (or Stars)
  • Limitations of BCG Matrix
    • It neglects the effects of synergy between
    • business units.
    • • High market share is not the only success factor.
    • • Market growth is not the only indicator for
    • attractiveness of a market.
    • • Sometimes Dogs can earn even more cash as
    • Cash Cows.
    • There is no clear definition of what constitutes a
    • 'market”.
  • Limitations of BCG Matrix
    • A high market share does not necessarily lead to
    • profitability all the time.
    • • The model uses only two dimensions – market share
    • and growth rate. So companies may be tempted to
    • divest prematurely.
    • • A business with a low market share can be
    • profitable too.
    • • The model neglects small competitors that have
    • fast growing market shares.