Bezplatné představení výsledku případové studie zaměřené na rychlou diagnostiku adaptivnosti organizace, t.j. schopnosti podnikatele nebo organizace reagovat na rychle měnící se podmínky podnikání na základě objektivních kritérií.
Bezplatné představení výsledku případové studie zaměřené na rychlou diagnostiku adaptivnosti organizace, t.j. schopnosti podnikatele nebo organizace reagovat na rychle měnící se podmínky podnikání na základě objektivních kritérií.
3. Portfolio management Efektivní portfolio musí průběžně reagovat na organizační či strukturální změny s cílem minimalizovat požadované zdroje a maximalizovat pravděpodobnost převýšení strategických cílů
5. Product portfolio strategy Business portfolio soubor produktů kvalita portfolia odráží sílu společnosti přináší zajímavější příležitosti
6. Product portfolio strategy Nutné kroky analýza současného portfolia rozhodnutí, do které produktů více či méně investovat vypracovat strategii růstu rozšíření produktového portfolia nové způsoby obchodování připravit načasování ukončení „udržování“ produktu na trhu
8. INDUSTRY ATTRACTIVENESS Manage Selectively for Earnings Invest Invest Manage Selectively for Earnings Harvest or Divest Invest BUSINESS STRENGTH Manage Selectively for Earnings Harvest or Divest Harvest or Divest Metody portfolio plánování GE / McKinsey Multifactor Portfolio Matrix
9. Proč portfolio management? Celkový prodej je plánován vždy jako rostoucí podíl generik roste v klíčových terapeutických oblastech různým tempem v jednotlivých evropských zemích významně v České republice snaha plátců o zavádění mechanismů umožňujících větší úspory
10. Proč portfolio management? Jaké se nabízejí možnosti: „nedělat nic“ ukončit podporu vytvořit aktivní interní portfolio management
An efficient portfolio must continuously react to organisational or structural changes to minimize the required resources and maximize the likelihood of meeting or exceeding our strategic goals
Strategic Vision – determine overall direction of investments across R&D and the organization (3, 5 10 year Long Range Plan)Portfolio Management – define and evaluate trade-offs within and across portfolios (Value Drivne, productivity Index, ROI). Maximize strategic fit, resources availability, PTRS, launch timing)Tactical Execution – make day-to-day operational decisions within a portfolio at the project level (clear prioritization drives fast and efficient trade-offs)
The business portfolio is the collection of businesses and products that make up the company. The best business portfolio is one that fits the company's strengths and helps exploit the most attractive opportunities.
The company must:(1) Analyse its current business portfolio and decide which businesses should receive more or less investment, and(2) Develop growth strategies for adding new products and businesses to the portfolio, whilst at the same time deciding when products and businesses should no longer be retained.
On the horizontal axis: relative market share - this serves as a measure of SBU strength in the marketOn the vertical axis: market growth rate - this provides a measure of market attractivenessStars - Stars are high growth businesses or products competing in markets where they are relatively strong compared with the competition. Often they need heavy investment to sustain their growth. Eventually their growth will slow and, assuming they maintain their relative market share, will become cash cows.Cash Cows - Cash cows are low-growth businesses or products with a relatively high market share. These are mature, successful businesses with relatively little need for investment. They need to be managed for continued profit - so that they continue to generate the strong cash flows that the company needs for its Stars.Question marks - Question marks are businesses or products with low market share but which operate in higher growth markets. This suggests that they have potential, but may require substantial investment in order to grow market share at the expense of more powerful competitors. Management have to think hard about "question marks" - which ones should they invest in? Which ones should they allow to fail or shrink?Dogs - Unsurprisingly, the term "dogs" refers to businesses or products that have low relative share in unattractive, low-growth markets. Dogs may generate enough cash to break-even, but they are rarely, if ever, worth investing in.Jednotlivé kvadranty BCG matice se nazývají: Otazníky (anglickyQuestion marks), Hvězdy (ang. Stars), Dojné krávy (ang. Cash cows) a Bídní psi (ang. Dogs).Otazníky Jde o výrobky ve stádiu zavádění na trh, vyžadují značné finanční vstupy, ale jsou šancí do budoucna. Průzkum trhu rozhodne, jestli do nich dále investovat nebo je stáhnout. Hvězdy Produkty, které mají nejlepší obchodní výsledky co do růstu tempa obratu, tak do podílu na trhu. Udržení těchto výsledků je také finančně náročné, ale výsledkem je vysoký zisk. Dojné krávy Hlavní finanční opora firmy, přinášejí vysoké zisky, aniž by vyžadovaly větší finanční vklady. Umožňují podporovat rozvoj nových aktivit, případně krýt ztráty z útlumu neziskových výrobků nebo aktivit. Bídní psi Patří sem produkty, které končí svou komerční dráhu. Je na zvážení podniků, jak dlouho se vyplatí příslušný produkt udržovat na trhu a podporovat jejich prodej zesílenou marketingovou politikou.
Industry AttractivenessThe vertical axis of the GE / McKinsey matrix is industry attractiveness, which is determined by factors such as the following: Market growth rate Market size Demand variability Industry profitability Industry rivalry Global opportunities Macroenvironmental factorsEach factor is assigned a weighting that is appropriate for the industry. The industry attractiveness then is calculated as follows:Industry attractiveness = factor value1 x factor weighting1+ factor value2 x factor weighting2...+ factor valueN x factor weightingNBusiness Unit StrengthThe horizontal axis of the GE / McKinsey matrix is the strength of the business unit. Some factors that can be used to determine business unit strength include: Market share Growth in market share Brand equity Distribution channel access Production capacity Profit margins relative to competitorsThe business unit strength index can be calculated by multiplying the estimated value of each factor by the factor's weighting, as done for industry attractiveness.Industry AttractivenessThe vertical axis of the GE / McKinsey matrix is industry attractiveness, which is determined by factors such as the following: Market growth rate Market size Demand variability Industry profitability Industry rivalry Global opportunities Macroenvironmental factorsEach factor is assigned a weighting that is appropriate for the industry. The industry attractiveness then is calculated as follows:Industry attractiveness = factor value1 x factor weighting1+ factor value2 x factor weighting2...+ factor valueN x factor weightingNBusiness Unit StrengthThe horizontal axis of the GE / McKinsey matrix is the strength of the business unit. Some factors that can be used to determine business unit strength include: Market share Growth in market share Brand equity Distribution channel access Production capacity Profit margins relative to competitorsThe business unit strength index can be calculated by multiplying the estimated value of each factor by the factor's weighting, as done for industry attractiveness.Plotting the InformationEach business unit can be portrayed as a circle plotted on the matrix, with the information conveyed as follows:Market size is represented by the size of the circle. Market share is shown by using the circle as a pie chart. The expected future position of the circle is portrayed by means of an arrow. The following is an example of such a representation:The shading of the above circle indicates a 38% market share for the strategic business unit. The arrow in the upward left direction indicates that the business unit is projected to gain strength relative to competitors, and that the business unit is in an industry that is projected to become more attractive. The tip of the arrow indicates the future position of the center point of the circle.
Generic penetration is still variable across Europe, with some markets still exhibiting relatively low levels of generic competition versus others. For example, markets such as Belgium, Spain, Italy and Switzerland have shown lower levels of both value and volume market penetration of generics than markets such as Germany, UK and Poland and so there is the potential for this to increase.Payers are intensifying their efforts to put in place mechanisms and measures in order to release greater savings from off-patent medicines. These includes measures such as:Price cuts and/or reference pricingMechanisms to increase price competition among generic suppliers (e.g. in UK, NL, Germany and Poland)Guidelines, prescribing incentives, or substitution rules designed to increase the volume penetration of genericsNational or regional tendering for generic supply
Do nothing – that is prioritise innovative and growth products for investment Exit from the management of these products, through divestment, out-licence or collaboration with generics companies. Although financially this may be positive, it does not help the top line. Create active internal management of this portfolio, through investment and the building of necessary capabilities required to be competitive. Separating out the management of the mature from the growth portfolio to ensure that management focus is not diverted from the growth portfolio and to ensure that the appropriate level and type of resource is applied to the mature portfolio.
