Bcg Matrix Of Microsoft Company Info

BCG Growth-Share Matrix Introduction The BCG Growth Share Matrix was evolved in the early 1970s by Bruce Henderson, founder of the Boston Consulting Group, to help corporations make investment and disinvestment decisions related to their business units or product portfolios. The advantages of the BCG growth share matrix are manifold. It plots business units (or products) that form part of a corporation’s portfolio on a grid of four equal quadrants on the basis of their market growth and market share (which is why the BCG Matrix is also called the “Growth-Share” Matrix). The matrix categorises business units as “stars,” “cash cows,” “dogs,” and “question marks,” depending on whether they deserve cash infusions or need to be closed down. The management team can then decide on the right business strategy for each unit.

Sep 08, 2014  In case you are not aware a BCG matrix, also known as a growth-share matrix is a management planning tool. It is used to portray a company’s / SBU’s product portfolio on a quadrant showing relative market share (horizontal axis) and speed of market growth (vertical axis).

Image Credit: constructionmarketingassociation.org The quadrants of the BCG Growth Share Matrix Let us study the four categories identified in the BCG matrix and how they can be used to decide on the appropriate business strategies. Stars “Stars” are business units that have a high market share but consume a high amount of cash as they are situated in a high-growth market. Companies that are the first to enter a market and monopolies are described as “stars.” Stars generate cash because of their high market share, but because a high-growth market also demands cash, most of the cash that stars earn is absorbed by their capacity-building activities. Stars may become “cash cows” if they can maintain their market share until the market itself stars to decline. BCG Matrix Stars Strategy: Invest in stars in the hope that they become cash cows and generate funds for the corporation’s future plans. Cash cows “Cash cows” are business units with a high market share but find themselves in a mature, low-growth market. Therefore, such units do not require cash but rather provide cash.

Cash cows can be “milked” to generate funds for other business units under the corporation, to turn “question marks” into “stars,” to repay corporate debt, to issue dividend to share holders, or to fund research. BCG Matrix Cash Cows Strategy: Invest in cash cows, but only to maintain their level of productivity, and until they become “dogs.” Dogs Dogs, also known as “pets,” have a low market share in a low-growth market. They neither generate cash nor require investments. They are often seen as “cash traps,” in which the investments already made do not generate profits. BCG Matrix Dogs Strategy: Sell them off. Question marks Question marks, also known as “problem children,” have small growth rates in a high-growth market. They demand high investments to capture some market share, but whether this cash infusion will provide returns will be known only in the future. Ozeki 6 4 keygen torrent 1.

However, they have the potential for growth. BCG Matrix Question Marks Strategy: Invest in them depending on the prospects, but sell them off if they do not start yielding profits. Applying the matrix principles, all business units start off as question marks, then become stars and cows, and finally end their life cycles as dogs. Examples of BCG Matrix An experimental BCG Matrix on Maruti Suzuki by academics in 2013 (available online) showed the company’s Swift Desire and Zen Estilo as the stars in its product portfolio, the Alto and Wagon R as the cash cows, the Baleno and Versa as the dogs, and the Maruti SX4 and Grand Vitara as the question marks.

A similar academic exercise on the portfolio of the Tata Group in 2012 identified Tata Steel, Tata Motors, and Indian Hotels as the stars; Tata Tea, Tata Power, and the chemicals businesses as the cash cows; and Voltas and Tata Communications as the question marks. Tata Housing was placed in the dogs category. Henderson’s matrix makes two major assumptions: • The higher the relative market share, the higher the cash generated by the unit. (This assumption is often true—when a firm captures a higher relative market share, it goes forward on the experience curve compared with its rivals, and secures a competitive advantage and a cost advantage.) • The higher the market growth, the higher is the requirement of cash for capacity-building. It is on the basis of these assumptions that the categorisation of business units as stars, cash cows, dogs, and question marks was envisaged. A business unit’s position on the matrix indicates how much cash it generates and consumes.