The document summarizes the Hofer method of business portfolio analysis. The Hofer method divides a company's business into strategic business units and plots them on a 15-quadrant matrix based on their competitive position and stage in the product life cycle. This visualization helps identify strategies for each unit. Units in different quadrants may require different strategies, such as investing resources in "star" units, maintaining cash flows from "cash cow" units, or providing limited support to "question mark" units. The Hofer method aims to help companies allocate resources and develop balanced, long-term strategies for each of their business units.
Strategy framework including 3 stage of strategy choice which is input stage, matching stage (swot matrix, space matrix, bcg matrix, gap analysis, grand strategy mix, ge matrix) and decision stage (qspm). also include be cultural aspect of strategy choice
Strategy framework including 3 stage of strategy choice which is input stage, matching stage (swot matrix, space matrix, bcg matrix, gap analysis, grand strategy mix, ge matrix) and decision stage (qspm). also include be cultural aspect of strategy choice
Business Portfolio Analysis is an organisational strategy formulation technique that is based on the philosophy that Organisations should develop strategy..... much as they handle investment portfolios..
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 semBabasab Patil
The bcg matrix grand strategies in steatergic managenet mba 4 sem BEC BAGALKOT MBA BY BABASAB PATIL BEC DOMS, Grand Strategies , The BCG Matrix , Steatergic Management Studies
Pitney Bowes is a 90+ year old company that has been undergoing a transformation by shifting focus from Mail Stream Management to Customer Communications Management. We have been leveragining Portfolio Analysis as a key tool to help us allocate resources in our strategic planning process. The session will cover the approach we’ve taken, how to analyze core vs. growth offerings across a diverse portfolio of Hardware, Software and Services and what has and has not worked so far.
Portfolio analysis as a foundation to long term strategy.
Combining market, competitive and performance data to allocate resources across a diverse set of offerings.
Before 1900, despite its weaknesses in effective management of worke.pdfarishaenterprises12
Before 1900, despite its weaknesses in effective management of workers, manufacturing
leadership was well provided by top management. They were technological entrepreneurs,
archictects of productive systems, veritable lions of industry. But when they delegated their
production responsibilities to a second-level department, the factory institution never recovered
its vitality. The lion was tamed. It\'s management systems became protective and generally were
neither enterpreneual nor strategic. Production managers since then have typically had little to do
with initiating substantially new process technology-in contrast to their predecessors before 1900
(skinner 1985).
D) how is Japan (or Germany) different from (or the same as) America with regards to this trend
in manufacturing leadership?
E) taking the structural charestaristics of manufacturing enterprises (e.g., scale, complexity, pace
of technological change) as given, what can be done to revitalize manufacturing leadership?
Solution
Strategic Windows: their nature.
The nature and purpose of strategy and how it is formulated. The nature of marketing strategy
and how this should take account of the interests of various stakeholders when involving such
things as, product/service development and delivery, promotional mix, support services,
manufacturing and production processes, R&D, and material purchasing affect the stakeholders.
Other factors in the business environment that influence marketing strategy: political, economic,
socio-cultural and technological (PEST).
Marketing and competitors: how a firm must be able to position itself competitively in the minds
of its customers so that its products and services stand out very favourably in important respects
in relationship to competitors.
Matching the firm’s products / services with opportunities and threats in the market place. The
limited periods during which the fit between the key requirements of a market and the particular
competencies of a firm competing in that market are at an optimum. Investment in a product line
or a market area should be timed to coincide with periods during which a strategic window is
open. Correspondingly, withdrawal should be considered where something which was a good fit,
is no longer a good fit. Ways in which a market can evolve and how firms might develop a
competitive strategy to take advantage of Strategic Windows.
Portfolio Analysis
How organisations create their own environments rather than simply adapt to existing ones. How
they select the strategic windows of opportunities and threats through which they want to look
out into the world and develop and market product and services to meet the needs of what they
observe to be required in the face of environmental turbulence.
How well the fit between an organization’s products/services meet the needs presented by the
windows of opportunities and threats is a fitting start for exploring the subject of strategic
marketing. It introduces the many factors t.
Confirming PagesSection IV Developing Marketing Plans 231.docxbobbywlane695641
Confirming Pages
Section IV Developing Marketing Plans 231
example, a brand manager may have to present a marketing plan to senior executives in a
firm to get a budget request filled. This would be an internal source. Similarly, proposals
for funding from investors or business loans from banks often require a marketing plan.
These would be external sources.
Figure 1 presents a format for preparing marketing plans. Each of the 10 elements will
be briefly discussed. We will refer to previous chapters and sections in this text and to other
sources where additional information can be obtained when a marketing plan is being
prepared. We also will offer additional information for focusing particular sections of the
plan as well as for developing financial analysis.
Title Page
The title page should contain the following information: (1) the name of the product or
brand for which the marketing plan has been prepared—for example, Marketing Plan for
Little Friskies Dog Food; (2) the time period for which the plan is designed—for example,
2008–2010; (3) the person(s) and position(s) of those submitting the plan—for example,
submitted by Amy Lewis, brand manager; (4) the persons, group, or agency to whom the
plan is being submitted—for example, submitted to Lauren Ellis, product group manager;
and (5) the date of submission of the plan—for example, June 30, 2008.
While preparing the title page is a simple task, remember that it is the first thing readers
see. Thus, a title page that is poorly laid out, is smudged, or contains misspelled words can
lead to the inference that the project was developed hurriedly and with little attention to
detail. As with the rest of the project, appearances are important and affect what people
think about the plan.
Executive Summary
The executive summary is a two- to three-page summary of the contents of the report. Its
purpose is to provide a quick summary of the marketing plan for executives who need to be
informed about the plan but are typically not directly involved in plan approval. For
instance, senior executives for firms with a broad product line may not have time to read
the entire plan but need an overview to keep informed about operations.
The executive summary should include a brief introduction, the major aspects of the
marketing plan, and a budget statement. This is not the place to go into detail about each and
every aspect of the marketing plan. Rather, it should focus on the major market opportunity
and the key elements of the marketing plan that are designed to capitalize on this opportunity.
It is also useful to state specifically how much money is required to implement the plan.
In an ongoing firm, many costs can be estimated from historical data or from discussions with
other executives in charge of specific functional areas. However, in many situations (such as
a class project), sufficient information is not always available to give exact costs for every
aspect of production, promotion, and d.
Business Portfolio Analysis is an organisational strategy formulation technique that is based on the philosophy that Organisations should develop strategy..... much as they handle investment portfolios..
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 semBabasab Patil
The bcg matrix grand strategies in steatergic managenet mba 4 sem BEC BAGALKOT MBA BY BABASAB PATIL BEC DOMS, Grand Strategies , The BCG Matrix , Steatergic Management Studies
Pitney Bowes is a 90+ year old company that has been undergoing a transformation by shifting focus from Mail Stream Management to Customer Communications Management. We have been leveragining Portfolio Analysis as a key tool to help us allocate resources in our strategic planning process. The session will cover the approach we’ve taken, how to analyze core vs. growth offerings across a diverse portfolio of Hardware, Software and Services and what has and has not worked so far.
Portfolio analysis as a foundation to long term strategy.
Combining market, competitive and performance data to allocate resources across a diverse set of offerings.
Before 1900, despite its weaknesses in effective management of worke.pdfarishaenterprises12
Before 1900, despite its weaknesses in effective management of workers, manufacturing
leadership was well provided by top management. They were technological entrepreneurs,
archictects of productive systems, veritable lions of industry. But when they delegated their
production responsibilities to a second-level department, the factory institution never recovered
its vitality. The lion was tamed. It\'s management systems became protective and generally were
neither enterpreneual nor strategic. Production managers since then have typically had little to do
with initiating substantially new process technology-in contrast to their predecessors before 1900
(skinner 1985).
D) how is Japan (or Germany) different from (or the same as) America with regards to this trend
in manufacturing leadership?
E) taking the structural charestaristics of manufacturing enterprises (e.g., scale, complexity, pace
of technological change) as given, what can be done to revitalize manufacturing leadership?
Solution
Strategic Windows: their nature.
The nature and purpose of strategy and how it is formulated. The nature of marketing strategy
and how this should take account of the interests of various stakeholders when involving such
things as, product/service development and delivery, promotional mix, support services,
manufacturing and production processes, R&D, and material purchasing affect the stakeholders.
Other factors in the business environment that influence marketing strategy: political, economic,
socio-cultural and technological (PEST).
Marketing and competitors: how a firm must be able to position itself competitively in the minds
of its customers so that its products and services stand out very favourably in important respects
in relationship to competitors.
Matching the firm’s products / services with opportunities and threats in the market place. The
limited periods during which the fit between the key requirements of a market and the particular
competencies of a firm competing in that market are at an optimum. Investment in a product line
or a market area should be timed to coincide with periods during which a strategic window is
open. Correspondingly, withdrawal should be considered where something which was a good fit,
is no longer a good fit. Ways in which a market can evolve and how firms might develop a
competitive strategy to take advantage of Strategic Windows.
Portfolio Analysis
How organisations create their own environments rather than simply adapt to existing ones. How
they select the strategic windows of opportunities and threats through which they want to look
out into the world and develop and market product and services to meet the needs of what they
observe to be required in the face of environmental turbulence.
How well the fit between an organization’s products/services meet the needs presented by the
windows of opportunities and threats is a fitting start for exploring the subject of strategic
marketing. It introduces the many factors t.
Confirming PagesSection IV Developing Marketing Plans 231.docxbobbywlane695641
Confirming Pages
Section IV Developing Marketing Plans 231
example, a brand manager may have to present a marketing plan to senior executives in a
firm to get a budget request filled. This would be an internal source. Similarly, proposals
for funding from investors or business loans from banks often require a marketing plan.
These would be external sources.
Figure 1 presents a format for preparing marketing plans. Each of the 10 elements will
be briefly discussed. We will refer to previous chapters and sections in this text and to other
sources where additional information can be obtained when a marketing plan is being
prepared. We also will offer additional information for focusing particular sections of the
plan as well as for developing financial analysis.
Title Page
The title page should contain the following information: (1) the name of the product or
brand for which the marketing plan has been prepared—for example, Marketing Plan for
Little Friskies Dog Food; (2) the time period for which the plan is designed—for example,
2008–2010; (3) the person(s) and position(s) of those submitting the plan—for example,
submitted by Amy Lewis, brand manager; (4) the persons, group, or agency to whom the
plan is being submitted—for example, submitted to Lauren Ellis, product group manager;
and (5) the date of submission of the plan—for example, June 30, 2008.
While preparing the title page is a simple task, remember that it is the first thing readers
see. Thus, a title page that is poorly laid out, is smudged, or contains misspelled words can
lead to the inference that the project was developed hurriedly and with little attention to
detail. As with the rest of the project, appearances are important and affect what people
think about the plan.
Executive Summary
The executive summary is a two- to three-page summary of the contents of the report. Its
purpose is to provide a quick summary of the marketing plan for executives who need to be
informed about the plan but are typically not directly involved in plan approval. For
instance, senior executives for firms with a broad product line may not have time to read
the entire plan but need an overview to keep informed about operations.
The executive summary should include a brief introduction, the major aspects of the
marketing plan, and a budget statement. This is not the place to go into detail about each and
every aspect of the marketing plan. Rather, it should focus on the major market opportunity
and the key elements of the marketing plan that are designed to capitalize on this opportunity.
It is also useful to state specifically how much money is required to implement the plan.
In an ongoing firm, many costs can be estimated from historical data or from discussions with
other executives in charge of specific functional areas. However, in many situations (such as
a class project), sufficient information is not always available to give exact costs for every
aspect of production, promotion, and d.
Presents frameworks and methodology for building those segments of a company which are vital to long term sustainability. The systematic process of identifying business strategy, marketing, and a mission statements which articulates the developed value proposition. This framework enables companies to build a brand that helps target the identified market.
000 Class, welcome to Unit V, strategic planning. This is D.docxhoney725342
0:00
Class, welcome to Unit V, strategic planning. This is Dr. Peter Trzop and
0:05
I wanted to go over a few concepts with you in the class here. Looking at strategic planning, a
0:11
lot of people use the SWOT assessment, the strengths, weakness, opportunities, and
0:16
Threats, and that's a good starting point because it allows companies to look at
0:20
things from various perspectives: a little bit of environmental scanning, as
0:24
we've discussed, and they can look inside and outside the company. Having said
0:28
That, there are limits to it.
0:30
One being that there's a certain people on the committee and they may have their
0:34
limitations on knowledge, like what we call him imperfect knowledge, they may have bias and
0:39
Prejudice,, or just simply they just can't see certain things, or maybe they have
0:43
great insight. But typically, SWOTs are limited in that way, they give you a snapshot, a
0:48
little bit of an overview of the company or an organization. Having said that, there's
0:55
also strategic planning process which normally has, a commonly used one has,
0:59
five process steps. And I can review these very quickly. You can always look at the return of
1:06
Investment, which is typically very important, or at least the probability that it is
1:09
going to happen. If I invested this dollar, how much can I expect back, and in companies
1:15
typically rank those. If I get a dollar-for-dollar back here, that's better
1:19
than a $1.10 here, and then what's projected or say reliability and
1:24
probability of it. And that's important as well. Is it a risky investment? Is it safe
1:29
and stable? Analyze performance of management and board with an alignment and
1:34
seeing how board members in the company can actually implement the process, or
1:40
actually get through the planning. The review and external environments, and
1:44
Scans, we talked about that before.
1:46
Review internal environment and scans and then select strategic factors. So there's,
1:52
and the rest of the narrative, will go into that. You know talk about different
1:55
things you can do. When looking at the strategic planning process, the key here
2:00
is how do we move with different questions, processes,
2:05
and say the SWOT. How do we use these tools in order to get a good concept of where a
2:11
company or organization is going? And then the team can sit there and say ok
2:15
now we’ve got the board here, we’ve got the leadership here, we have middle
2:20
management, we have the line worker, say maybe the frontline worker person that is
2:25
in the trenches, so to speak. And how do we get all these people moving towards
2:29
things that, for example, you talk about culture and the environment of the
2:35
company, things of that nature. So we want to make sure that we're addressing all those
2:40
things. And then a company at that point can sit there and start looking at
2:43
how ...
Keith turner quick silver funding solutions - the role of finance in the str...keithturnerquicksilverfun
A good strategic plan includes metrics that translate the vision and mission into specific end points. This is critical because strategic planning is ultimately about resource allocation and would not be relevant if resources were unlimited.
A good strategic plan includes metrics that translate the vision and mission into specific end points. This is critical because strategic planning is ultimately about resource allocation and would not be relevant if resources were unlimited.
Running header Competitive advantage of CSR Company in the global.docxagnesdcarey33086
Running header: Competitive advantage of CSR Company in the global market 1
Competitive advantage of CSR Company in the global market 20
Competitive advantage of CSR Company in the global market
Name of the student
Institutional affiliation
2.1 Title of the project
Competitive advantages of export orientated railway products of CSR in global marketplace.
2.2 Objectives of the study
1. Identifying the key success factors in CSR’s product and service.
2. Explain the marketing strategy of CSR in developing countries by marketing theories.
3. Explore the opportunities for future development in global competition
2.3 Background of the study
2.3.1 Literature review
With the current trends of the global market, fresh strategies are required by business organizations to adjust and fit the dynamic business morphology ( Birkinshaw, 2004). The adjustment process should be geared towards enhancing the growth and development of the company centred on its strategic mission and plans within a defined framework. In institution of such business strategies for the growth of the business, the franchise must focus on the basic four facets of business growth and development (Marketing, n.d).
Broadening of the revenue base: Any business organisation keen on accelerating its growth must identify the growth indices of the company (Sadler, 2003). In widening the revenue base, it is required that the organisation shall embark on very intensive marketing strategy to improve sales of the product while keeping the costs of operation at relatively invariant levels (World watch, n.d). This shall involve business forecasting skills to be able to identify which pointers of growth should be strengthened in the organisation in order to broaden the revenue base. Sadler (2003) asserts that the goal of any business must be to increase the avenues of inletting revenue because this automatically increases the profitability of the organisation. This is also affirmed by Chalmin, in his dispositions, The Global Markets “…Business strategy must channel its focus on shielding the market it has already but more significantly, enhancing the revenue base.” (2008).
Competitive advantage: competitive advantage should be the next driving force of the business venture. To increase the revenue base, Sadler (2003) admits that wading off the competition from similar ventures must be pursued in earnest. The current business environment calls for customization of products in such a way that the venture gets an edge in terms of competition. Analysis of consumer behaviour is fundamental to staying ahead in the race towards getting an edge in the sale of products. Drucker & Joseph, in their theory of marketing and strategy (2008), has provided very basic institutes of cutting a niche of the market and getting ahead of the competitors in business. These, according to Feig (1999), includes the under listed:
Branding: how well the v.
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
A good strategic plan includes metrics that translate the vision and mission into specific end points. This is critical because strategic planning is ultimately about resource allocation and would not be relevant if resources were unlimited.
1. BUSINESS PORTFOLIO ANALYSIS – HOFER METHOD
Ionescu Florin Tudor
The Academy of Economic Studies, Marketing Faculty, Mihai Eminescu Str., Nr.13-15, District 1,
Bucureúti, E-mail: florinionescu@mk.ase.ro, Tel.: 0728.098.128
C escu ùtefan Claudiu
The Academy of Economic Studies, Marketing Faculty, Mihai Eminescu Str., Nr.13-15, District 1,
Bucureúti, E-mail: stefancaescu@mk.ase.ro, Tel.: 0746.013.031
Cruceru Anca Francisca
The Academy of Economic Studies, Marketing Faculty, Mihai Eminescu Str., Nr.13-15, District 1,
Bucureúti, E-mail:ancacruceru1@gmail.com, Tel.: 0745.144.089
Abstract: The business portfolio analysis represents an analytical approach by means of which managers
have the possibility to view the corporation as a set of strategic business units that must be managed in a
profitable way. Also, by taking into account features specific to the area in which the company operates, by
taking into account the competitive advantage and the modalities of earmarking financial resources
thereof, the business portfolio analysis provides managers the opportunity to approach companies from a
different point of view and to pay increased attention to all activities that need to be undertaken.
The present paper aims at presenting from a conceptual standpoint the Hofer method of business portfolio
analysis, its strategic consequences and the characteristic advantages and disadvantages. Moreover, the
paper will emphasize the importance and part that the business portfolio analysis holds within a company.
Key words: business portfolio, strategic business units, strategic planning
A fundamental question that managers must answer each time is: In what direction must the company go?
The strategy implemented by a company must be elaborated so that it considers all market opportunities
and neutralizes current threats or foreseen threats. At the same time the company must value its strong
points, by referring to the competition. On the basis of these features specific to an ideal strategy and by
considering current options that companies may resort to, one may assert that the salient features of the
strategy selection process are its difficulty and complexity.
Over time, a series of methods have been created with a view to support the strategy assessment and
selection process. Of these, the methods corresponding to business portfolio analysis stands out. The
analysis methods of the business portfolio analysis are used in order to identify and examine the various
strategic alternatives that must be approached at corporate level.
The business portfolio planning offers three potential benefits. The first resides in the fact that it
encourages the promotion of competitive analysis at the level of strategic business units, by means of
comparative assessments thereof, resulting in a series of viable strategies focused on benefits yielded by
corporate diversity. The second benefit supports the selective earmarking of financial resources by means
of identification of strategic issues and by means of adoption of a standardized and objective negotiation
process thereof. Thus, the force mix inside a company will be much better directed. The third benefit
derives from the opinion of several experts who assert that this manner of approaching the business
portfolio that focuses on a host of analysis methods that help reduce risks, increases concentration and
involvement, as far as identification and implementation of strategies at corporate level is concerned.
Correlated to visual approach that is based on a series of graphic representations, the business portfolio
analysis corresponding to a company is consolidated by the comparative assessment procedure of market
shares, rates of market increase, market attractiveness, competitive position and life cycle of
products/markets, specific to each strategic business unit. This business portfolio analysis must become
routine activity undertaken by the company, through its carrying out on a regular basis, so that decisions of
earmarking of financial resources may be monitored, updated and modified with a view to accomplishing
913
2. corporate objectives, correlated to the process of generation thereof carried out in an efficient way by each
strategic business unit196.
After identifying business portfolio strategies, the next step is taken; it involves the outlining of strategies
specific to the level of strategic business units. The basic decisions, that involve the earmarking of
corporate resources together with the general approach, by means of which a strategic business unit will be
managed, does not complete the strategic analysis process and the selection of the viable strategic
alternative. Consequently, each strategic business unit must examine and select a certain type of strategy
that in the end should lead to the meeting of long-term strategic objectives197.
A significant contribution in the field of strategic business portfolio analysis specific to a company belongs
to Charles W. Hofer. Over time, he undertook a series of research studies showing that the stage of the life
cycle of a product represents a factor that influences to a greater or smaller extent the success of a strategy.
Also, he was unsatisfied with the G.E. method, developed by the McKinsey & Company consultancy
company and by the General Electric company, which did not stated clearly the position of strategic
business units which have recently penetrated the market and which presented a high development
potential in the future. Consequently, he proposed a new assessment matrix of business portfolio of the
company, organised into 15 quadrants. The specialty literature mentions in under the name of “Hofer
Matrix” or "Product/Market Evolution Matrix” and is quite similar to the Arthur D. Little matrix. Picture 1
displays the present matrix where strategic business units are graphically represented according to two
basic indicators: competitive position on the market and the stage corresponding to the product/market
evolution.
As in the case of the other approaches, Hofer matrix implies the division of the company into strategic
business units. The next step resides in assessing the competitive position of business units, by using
techniques similar to those used by the McKinsey matrix. The position occupied by each strategic business
unit is graphically represented by using the two axes of the matrix. Thus, on the vertical axis (Ox) the
competitive position of strategic business units is set and on the vertical axis (Oy) the stage of the life cycle
specific to the market where these operate is set.
Further on, strategic business units are outlined, from a graphical point of view, under the form of circles.
The size of each circle is proportional to the size of the market where the strategic business unit carries out
its activity (measured on the basis of total income resulted on the mentioned markets), while the hatched
areas, inside the circle, represent the market shares held by the strategic business units.
The power of the Hofer matrix resides in the fact that it may outline the distribution of strategic business
units during stages specific to life cycle of the market (industry). Similar to the McKinsey matrix, the
present matrix offers the company the possibility to make a diagnosis regarding the portfolio, in order to
establish if it exhibits a balanced or unbalanced structure. A balanced portfolio should be composed of
strategic business units of the type corresponding to ”Stars” and to ”Cash Cows” and to a few ”Question
Marks”, which have recently penetrated the market or which are about to become ”Stars”. Of course, in
practice, most of the companies will have portfolios whole salient feature will be the unbalance.
Strategic consequences
The strategic consequences of this analysis focus on the various stages of life cycle when strategic business
units are not covered. Thus, similar to the other methods of business portfolio analysis, the Hofer matrix
also suggests that each position held by a strategic business unit indicates the selection of a strategic
alternative198. According to picture 1, suggested strategies are as follows:
Picture 1 – Hofer Matrix
196
Armstrong, J. Scott; Brodie, Roderick J. - Effects of Portfolio Planning Methods on Decision Making:
Experimental Results, International Journal of Research in Marketing, 11, 1994, 73-84, North-Holland, p. 2
197
Wensley, Robin - Making better decisions: The challenge of marketing strategy techniques - A
comment on "Effects of portfolio planning methods on decision making: Experimental results" by
Armstrong and Brodie, International Journal of Research in Marketing. Amsterdam: Jan 1994. Vol. 11, Iss.
1, p. 86
198
Byars, Lloyd L. - Strategic management: formulation and implementation: concepts and cases,
3rd Edition, Harper Collins, New York, 1991, p.133
914
3. A
C
B
D
E
F G
Source: Wheelen, Thomas L.; Hunger, J. David - Strategic management and business policy: concepts and
cases, 10th Edition, Pearson/Prentice Hall, Upper Saddle River, 2006, p.304
1. Strategic business unit ”A” seems to be a potential ”Star”. It holds a large market share, it is in the
stage of life cycle development and has a strong competitive position on the market. As such, unit
”A” represents a potential candidate in the competition for corporate resource competition.
2. Unit ”B” is very similar to unit ”A”. Nevertheless, investments in unit ”B” must take into account
the fact that although it has a strong market position, its market share is quite small. Consequently,
the cause for which market share has such a small value must be identified. Furthermore, a
strategy that may contribute to the increase of market share must be developed, thus accounting
for the future necessary investment.
3. Unit ”C” has a small market share, its salient feature resides in the fact that it holds a
competitively weak position and it entered a small market whose development is underway. A
strategy that may increase the market share and develop the competitive position must be
elaborated so that the future investments be accounted for. For the unit ”C” a strategy residing in
the elimination from the market must be applied, so that the investment for the first two units may
be favourised.
4. Unit ”D” is characterised by a strong competitive position on the market and it holds a large
market share. In this case, it is recommended that investments be made with a view to maintaining
the current position on the market. On the lung run, it will become a “Cash Cow”.
5. Unit ”E” together with unit ”F” are included into the “Cash Cow” category and they should be
capitalized on because of great cash flows that they generate.
6. Unit ”G” is included into the “Dogs” category and the management thereof is recommended, with
a view to generating short-term cash flows in as much as it is possible. Nevertheless, on the long
term the strategy of limitation or liquidation on the market must be selected.
Taking into account that the structure of business portfolio varies from company to company and that they
may take multiple forms of graphic expression, Hofer suggested that the majority of business portfolio
strategies specific to companies represent variations of one of the three characteristic situations of an ideal
portfolio199. The three situations specific to a portfolio having an ideal structure are as follows:
199
Pearce, John A., II; Robinson, Richard B., Jr. - Strategic management: strategy formulation and
implementation , 2nd Edition, Irwin , Homewood, 1985, p. 253
915
4. a) Developing portfolio
b) Profitable portfolio
c) Balanced portfolio
Picture 2 exhibits the three ideal situations and by means thereof several distinct objectives are outlined,
objectives that a company may set with a view to meeting them by means of strategic earmarking of
financial resources.
Strengths and weaknesses of the Hofer method
The main strengths of the matrix resides in the fact that it provides an image regarding the manner of
distribution of the businesses undertaken by a company during specific stages of a life cycle. The company
may predict how the present portfolio will develop in the future and it may also act in real time in order to
guarantee that his portfolio is in a balanced condition.
Another advantage of the present matrix is that it manages to divert the management’s attention from the
corporate level and focus on potential strategies specific to the strategic business unit. According to
specialty literature, the market life cycle represents one of the main factors that contribute to the adoption
of strategic decisions at the level of the strategic business unit. Therefore, following the use of the Hofer
matrix, the corporate management may identify strategic procedures that must be integrated and
implemented at the level of strategic business units.
Picture 2 – Three ideal types of business portfolios
a) b) c)
Source: Byars, Lloyd L. - Strategic management: formulation and implementation: concepts and cases,
3rd Edition, Harper Collins, New York, 1991, p.134
The disadvantage of the matrix resides in the fact that it does not focus on all the relevant factors that
influence the level of attractiveness of a market. According to the McKinsey matrix, the present model
illustrates as well the fact that the stage of the market life cycle is very important, but this element must not
be deemed as being the only and the main influence factor of the level of market attractiveness. Therefore,
there are other significant factors that may exert influence over the company’s portfolio, without being
dependent on the stage in which the market evolution is found.
Taking into consideration the above mentioned, we must emphasize the fact that the restriction of the
portfolio analysis to a single method, is not a very wise decision. Each method presents a series of
advantages and disadvantages and each of them tries to offer, at one time, a diagnostic of the business
portfolio specific to a company200.
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Haspeslagh, Philippe - Portfolio Planning: Uses and Limits, Harvard Business Review. Boston: Jan/Feb
1982. Vol. 60, Iss. 1; p. 60
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5. The methods of analysis of the business portfolio facilitate the debate and outline of the competitive
positions of the company and also contribute to the generation of a series of questions related to the way in
which the allotment of its actual resources contribute to the achievement of success and vitality on long
term. At the same time, these methods, besides the fact that they help the managers to control the allotment
of resources and suggest realistic objectives for every strategic business unit, also offer the possibility to
use the strategic units as indispensable resources in the process of achievement of the objectives
established at a corporate level201.
In conclusion, it is recommended the combined use of a large variety of methods of analysis of the business
portfolio, by the managers from a corporate level, because, in this way they will understand much better
the whole market mix included in the custody account analysis, the strategic position held by every
strategic business unit, within a market, the performance potential of the portfolio as well as the financial
aspects related to the process of allotment of resources, for the business units within the portfolio. It should
also be mentioned that the methods of analysis of the business portfolio are not instruments, which offer
accurate answers, in spite of the appearances created by the stage of analysis, in which the strategic
business units are represented graphically and with austerity. Nevertheless, their main virtue is simplicity,
since these underlie the need to further research.
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