The boston consulting group (BCG) matrix - strategic implementation - Manu Melwin Joy
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The Boston Consulting Group (BCG) matrix is the best-known approach to portfolio planning. Using the matrix requires a firm’s businesses to be categorized as high or low along two dimensions: its share of the market and the growth rate of its industry.
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The document discusses the Boston Consulting Group (BCG) Matrix, which classifies business units into four categories based on their relative market share and market growth rate: Question Marks, Stars, Cash Cows, and Dogs. Question Marks have high growth but low market share, requiring high investment. Stars have high growth and market share but also require heavy investment. Cash Cows have low growth but high market share, generating cash with little investment. Dogs have low growth and market share and are cash traps. The BCG Matrix helps assess a product portfolio, cash demands, resource allocation, and divestment decisions.
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The document discusses the Boston Consulting Group (BCG) Matrix, which classifies businesses into four categories based on their relative market share and market growth rate. The four categories are stars, question marks, cash cows, and dogs. Stars have high market share and growth, while cash cows have high share but low growth. Question marks and dogs have low relative market share, with question marks in a high growth market and dogs in a low growth market. The BCG Matrix helps companies assess their product portfolios and allocate resources efficiently.
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The BCG Matrix is a portfolio analysis tool developed by the Boston Consulting Group in the 1970s to help corporations analyze their business units and allocate resources. It divides business units into four categories based on their market growth rate and relative market share: stars, cash cows, question marks, and dogs. Stars are high growth, high share units that require investment; cash cows are low growth, high share units that generate cash; question marks are high growth, low share units that require investment to achieve their potential; and dogs are low growth, low share units that should be divested. The BCG Matrix provides a simple framework to assess business units and allocate capital but has limitations as it only considers two factors and does not account for synerg
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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
1. These models/frameworks can be used to enhance your project management and process improvement projects.
2. A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 24 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Szpekman's Communication Framework
13. The Johari Window
14. The ADDIE Model
15. The Conscious Competence Learning Model
16. Kirkpatrick's Four-Level Training Evaluation Model
17. The PDCA Cycle
18. Six Sigma Quality Improvement (DMAIC)
19. Business Process Redesign (BPR)
20. Xerox Benchmarking Model
21. Project Management Body of Knowledge (PMBoK)
22. PRINCE2 Project Management
23. Managing Successful Programmes (MSP)
24. Management of Risks (M_o_R)
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150 Business models and graphics for your business presentations.
Content:
Powerpoint, presentations, business, slides, diagrams, charts, Break-even, Financing Life Cycle, Economies of Scale, Elasticity, Sales Cycles Market Potential, Portfolio Matrix, Product Model, Four P's, Push/Pull Strategy, Marketing Mix, PDCA Cycle, SWOT, Value Chain, Ansoff Matrix, BCG Matrix, 7-S Modell, Core Competencies, GE Business Screen, Nine Cell Industry Risk/Reward Diagram, Porter's Five Forces, Industry Competition, Generic Strategies, Geobusiness Modell, Porter's Diamond, Matrix Design, PIMS, Leavitt's Diamond, Belbin's Team Roles, Theory X/Y, Maslow's Hierarchy, Herberg's Theory, Cultural Web, Pareto Curve, CIM Concept, Value Drivers
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150 Business Models for your management presentation
150 Business Models for your management presentation
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What is the Grand Strategy Matrix?
Definition:
The Grand Strategy Matrix is a tool used in strategic management to help a company choose the best course of action to achieve its goals and objectives. The matrix is a grid that is divided into four quadrants, each representing a different type of strategy.
Explanation:
The Grand Strategy Matrix has become a popular tool for formulating feasible strategies, along with the SWOT Analysis, SPACE Matrix, BCG Matrix, and IE Matrix. Grand strategy matrix is the instrument for creating alternative and different strategies for the organization. All companies and divisions can be positioned in one of the Grand Strategy Matrix’s four strategy quadrants. The Grand Strategy Matrix is based on two dimensions: competitive position and market growth. Data needed for positioning SBUs in the matrix is derived from the portfolio analysis. This matrix offers feasible strategies for a company to consider which are listed in sequential order of attractiveness in each quadrant of the matrix.
Quadrant I (Strong Competitive Position and Rapid Market Growth) – Firms located in Quadrant I of the Grand Strategy Matrix are in an excellent strategic position. The first quadrant refers to the firms or divisions with strong competitive base and operating in fast moving growth markets. Such firms or divisions are better to adopt and pursue strategies such as market development, market penetration, product development etc. The idea behind is to focus and make the current competitive base stronger. In case such firms possess readily available resources they can move on to integration strategies but should never be at the cost of diverting attention from current strong competitive base.
Quadrant II (Weak Competitive Position and Rapid Market Growth) – Firms positioned in Quadrant II need to evaluate their present approach to the marketplace seriously. Although their industry is growing, they are unable to compete effectively, and they need to determine why the firm’s current approach is ineffectual and how the company can best change to improve its competitiveness. The suitable strategies for such firms are to develop the products, markets, and to penetrate into the markets. Because Quadrant II firms are in a rapid-market-growth industry, an intensive strategy (as opposed to integrative or diversification) is usually the first option that should be considered. To achieve the competitive advantage or becoming market leader Quadrant II firms can go into horizontal integration subject to availability of resources. However if these firms foresee a tough competitive environment and faster market growth than the growth of the firm, the better option is to go into divestiture of some divisions or liquidation altogether and change the business.
Quadrant III (Weak Competitive Position and Slow Market Growth) – The firms fall in this quadrant compete in slow-growth industries and have weak competitive positions. These firms must make s
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The document outlines several strategic planning and analysis tools including:
1. Developing alternative strategies and evaluating their advantages, disadvantages, and costs/benefits.
2. Using matrices like TOWS, SPACE, BCG, and IE to match internal strengths/weaknesses with external opportunities/threats and determine appropriate strategies.
3. Evaluating strategies using the Grand Strategy Matrix based on competitive position and market growth to identify strategies like market penetration, product development, divestment.
PRESENTATION STRATEGY FORMULATION
outline of the presentation
STRATEGY FORMULATION FRAMEWORK
THE INPUT STAGE
External factor evaluation matrix(EFE)
Competitive profile matrix(CPM)
Internal factor evaluation matrix(IFE)
THE MATCHING STAGE
Strengths-weaknesses-opportunities-threats(SWOT) matrix Strategic Position and Action Evaluation(SPACE) matrix
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Internal-External(IE) matrix Grand Strategy matrix
THE DECISION STAGE
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Presentation about STRATEGY FORMULATION
outline of the presentation
STRATEGY FORMULATION FRAMEWORK
THE INPUT STAGE
External factor evaluation matrix(EFE)
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Before she became one of the biggest names in Philippines showbiz industry, Maymay Entrata also had her fair share of life struggles.
Before she became one of the biggest names in Philippines showbiz industry, Maymay Entrata also had her fair share of life struggles.
Starting at the age of 14th, Entrata began auditioning for various reality television shows to fulfill her ambition of becoming an actress, but she failed. After being rejected several times, Entrata almost did not audition for Pinoy Big Brother Lucky 7 however, her grandfather got ill, she saw it as a reason to try again. Guess what? Entrata went on to win the competition, finally she did it. I really admire her for being who she is, what she is, and where she became. I am proud to say she is a bisaya and that's our biggest similarities. Her skills are one of a kind, she can act, dance, sing, and model. I really love how she boosts her confidence even though there are a lot of bashers around her, and I want to apply it to myself to be a strong and independent woman. Maymay is a beautiful and multitalented young woman with a wacky personality that’s extremely likable. She’s a dreamer and she never lost sight of them and who she’s dreaming it for.
I always admire people who dream big dreams and work hard to reach them. Watching Maymay everyday has given me inspiration to fight for my dreams and work hard even for those dreams I have let go because it deemed impossible.Before she became one of the biggest names in Philippines showbiz industry, Maymay Entrata also had her fair share of life struggles.
Starting at the age of 14th, Entrata began auditioning for various reality television shows to fulfill her ambition of becoming an actress, but she failed. After being rejected several times, Entrata almost did not audition for Pinoy Big Brother Lucky 7 however, her grandfather got ill, she saw it as a reason to try again. Guess what? Entrata went on to win the competition, finally she did it. I really admire her for being who she is, what she is, and where she became. I am proud to say she is a bisaya and that's our biggest similarities. Her skills are one of a kind, she can act, dance, sing, and model. I really love how she boosts her confidence even though there are a lot of bashers around her, and I want to apply it to myself to be a strong and independent woman. Maymay is a beautiful and multitalented young woman with a wacky personality that’s extremely likable. She’s a dreamer and she never lost sight of them and who she’s dreaming it for.
I always admire people who dream big dreams and work hard to reach them. Watching Maymay everyday has given me inspiration to fight for my dreams and work hard even for those dreams I have let go because it deemed impossible.
Starting at the age of 14th, Entrata began auditioning for various reality television shows to fulfill her ambition of becoming an actress, but she failed. After being rejected several times, Entrata almost did not au
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The document discusses strategic planning approaches and frameworks such as the BCG matrix. It covers the following key points:
1. Strategic planning should view a company's business portfolio similarly to an investment portfolio, emphasizing each element's future profit potential.
2. The BCG matrix classifies business units into four categories based on market growth and relative market share: stars, cash cows, question marks, and dogs. These require different strategies like build, hold, harvest, or divest.
3. Strategic business units should be defined by the customer groups and needs served, as well as the technology used, and have independent planning and potential to stand alone.
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