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Strategy.
Boston Consulting Group (BCG) Matrix is a four celled matrix (a 2 * 2 matrix) developed
by BCG, USA. It is the most renowned corporate portfolio analysis tool. It provides a graphic
representation for an organization to examine different businesses in its portfolio on the basis
of their related market share and industry growth rates. It is a two dimensional analysis on
management of SBUs (Strategic Business Units). In other words, it is a comparative analysis
of business potential and the evaluation of environment.
According to this matrix, business could be classified as high or low according to their
industry growth rate and relative market share.
I. Relative Market Share = SBU Sales this year leading competitors sales this year.
II. Market Growth Rate = Industry sales this year - Industry Sales last year.
The analysis requires that both measures be calculated for each SBU. The dimension of
business strength, relative market share, will measure comparative advantage indicated by
market dominance. The key theory underlying this is existence of an experience curve and
that market share is achieved due to overall cost leadership.BCG matrix has four cells, with
the horizontal axis representing relative market share and the vertical axis denoting market
growth rate. The mid-point of relative market share is set at 1.0. if all the SBUs are in same
industry, the average growth rate of the industry is used. While, if all the SBUs are located in
different industries, then the mid-point is set at the growth rate for the economy.Resources are
allocated to the business units according to their situation on the grid. The four cells of this
matrix have been called as stars, cash cows, question marks and dogs. Each of these cells
represents a particular type of business.
10 x 1x 0.1 x
Figure: BCG Matrix
1. Stars- Stars represent business units having large market share in a fast growing
industry. They may generate cash but because of fast growing market, stars require
huge investments to maintain their lead. Net cash flow is usually modest. SBUs
located in this cell are attractive as they are located in a robust industry and these
business units are highly competitive in the industry. If successful, a star will become
a cash cow when the industry matures.
2. Cash Cows- Cash Cows represents business units having a large market share in a
mature, slow growing industry. Cash cows require little investment and generate cash
that can be utilized for investment in other business units. These SBUs are the
corporations key source of cash, and are specifically the core business. They are the
base of an organization. These businesses usually follow stability strategies. When
cash cows loose their appeal and move towards deterioration, then a retrenchment
policy may be pursued.
3. Question Marks- Question marks represent business units having low relative market
share and located in a high growth industry. They require huge amount of cash to
maintain or gain market share. They require attention to determine if the venture can
be viable. Question marks are generally new goods and services which have a good
commercial prospective. There is no specific strategy which can be adopted. If the
firm thinks it has dominant market share, then it can adopt expansion strategy, else
retrenchment strategy can be adopted. Most businesses start as question marks as the
company tries to enter a high growth market in which there is already a market-share.
If ignored, then question marks may become dogs, while if huge investment is made,
then they have potential of becoming stars.
4. Dogs- Dogs represent businesses having weak market shares in low-growth markets.
They neither generate cash nor require huge amount of cash. Due to low market share,
these business units face cost disadvantages. Generally retrenchment strategies are
adopted because these firms can gain market share only at the expense of
competitors/rival firms. These business firms have weak market share because of
high costs, poor quality, ineffective marketing, etc. Unless a dog has some other
strategic aim, it should be liquidated if there is fewer prospects for it to gain market
share. Number of dogs should be avoided and minimized in an organization
The BCG Matrix made a significant contribution to strategic management and continues to
be an important strategic tool used by companies today. The matrix provides a composite
picture of the strategic position of each separate business within a company so that the
management can determine the strengths and the needs of all sectors of the firm. There are
numerous benefits or better worded as positive implications provided by this matrix. Benefits
of the BCG matrix are such as:
It is very simple to use and explain, as there are only two dimensions and four
quadrants
It is a reputable and long-standing strategic model that has proved to be robust over
time and significant changes in the competitive environment
Usually the measurements required market growth and relative market share are
available to the company, along with competitive measures, making it relatively easy
to execute and prepare
Clear guidance is provided for each quadrant in terms of the approach to investment
and support of business units (or brands or products) perhaps with the exception of
the question mark quadrant (please see discussion of the question mark quadrant)
It is an important model for allocating resources for firms pursuing market share goals
and seeking experience curve benefits
The firm has a basis for allocating resources across its business units, based upon
competitive position and market opportunity making for a more strategic based
decision
Although the matrix is developed based upon historical/current position, the four
quadrants of the BCG matrix provide some strategic guidance for the future
The suppliers: Suppliers can control the success of the business when they hold the
power. The supplier holds the power when they are the only or the largest supplier of
their goods; the buyer is not vital to the suppliers business; the suppliers product is a
core part of the buyers finished product and/or business.
The resellers: If the product the organisation produces is taken to market by 3 rd party
resellers or market intermediaries such as retailers, wholesalers, etc. then the
marketing success is impacted by those 3rd party resellers. For example, if a retail
seller is a reputable name then this reputation can be leveraged in the marketing of the
product.
The customers: Who the customers are (B2B or B2C, local or international, etc.) and
their reasons for buying the product will play a large role in how you approach the
marketing of your products and services to them.
The competition: Those who sell same or similar products and services as your
organisation are your market competition, and they way they sell needs to be taken
into account. How does their price and product differentiation impact you? How can
you leverage this to reap better results and get ahead of them?
The general public: Your organisation has a duty to satisfy the public. Any actions of
your company must be considered from the angle of the general public and how they
are affected. The public have the power to help you reach your goals; just as they can
also prevent you from achieving them.
Macro Environment Factors
Economic factors: The economic environment can impact both the organisations
production and the consumers decision making process.
Natural/physical forces: The Earths renewal of its natural resources such as forests,
agricultural products, marine products, etc must be taken into account. There are also
the natural non-renewable resources such as oil, coal, minerals, etc that may also
impact the organisations production.
Technological factors: The skills and knowledge applied to the production, and the
technology and materials needed for production of products and services can also
impact the smooth running of the business and must be considered.
Political and legal forces: Sound marketing decisions should always take into account
political and/or legal developments relating to the organisation and its markets.
Social and cultural forces: The impact the products and services your organisations
brings to market have on society must be considered. Any elements of the production
process or any products/services that are harmful to society should be eliminated to
show your organisation is taking social responsibility. A recent example of this is the
environment and how many sectors are being forced to review their products and
services in order to become more environmentally friendly.
Micro and macro environments have a significant impact on the success of marketing
campaigns, and therefore the factors of these environments should be considered in-depth
during the decision making process of a strategic marketer. Considering these factors will
improve the success of your organisations marketing campaign and the reputation of the
brand in the long term.
Q7: Market segmentation
SOFT DRINK COMPANY SEGMENTATION
A. Coca cola has been taken as an exemplary analysis here.
Coca Cola Company is the world's driving maker, advertiser, and wholesaler of delicate
drinks. Coca Cola utilizes "Multisegment" focusing on method which implies that the
organization has more than single, very much characterized, business sector fragment. It adds
to an advertising blend for each of the fragments. Coca Cola has more than 400 distinct items
line, aggregate of 3,500 item blend.
Geographic segment -Coca Cola has drinks that objectives distinctive age bunches, ethnic
gatherings, genders, ways of life, and so on. Samples: - Oasis-Juice made for the more
youthful working grown-ups, between the ages of 20-30. The item is accessible in distinctive
flavours (berry, lemon, and orange tangerine). It's for the most part prevalent in Britain and
Ireland. - Coca Cola-the most well known soda pop so far that being sold in many nations on
the planet. The vast interest for its taste and the pattern toward healthier way of life affected
Coca Cola to deliver healthier items, for example, Coca Cola Zero, Diet Coca Cola, and so
forth. Coca Cola Zero-targets youngsters that don't need calories yet need the taste. Diet
Coca Cola-targets grown-ups, between 30-50 who are wellbeing cognizant yet need the taste.
Powerade-game beverage, targets competitors between 13-27 ages. Minute Maide-targets
children and grown-ups from 1 year to 10 and 40 or more. It's accommodation to convey. It
targets folks that need their youngsters to drink healthier beverages. Atmosphere Coca Cola's
utilization in the mid year is 60% than 40% in the winter; in this way, the organization's deals
are higher in the late spring. It likewise centers in hot range on the planet.
Demographic segment - Age-15-25 years of age and 40 or more. Gender-targets both sexual
orientations with wide assortment drink. Income-portions distinctive wage level. for
instance, by bundling: for low level pay the organization is offering returnable glass bottle;
for abnormal state salary, the organization is offering coke in tins.
Psychographics segment -Individuals who are brand cognizant won't drink refreshments of
less known brands. They will attempt to demonstrate their status by drinking Coca-Cola. The
level of instruction is another component that the organization is paying consideration on. In
a high rate instruction, the organization can utilize promotions to pass on the organization
rub. Since Coca Cola is a perceived world brand, individuals will drink it without waver.
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Q12: Discuss the two strategies available for products in the mature stage of the product
life cycle. For each strategy, describe an example.
There are various strategies that can be implemented to overcome the destructive implication
due the matured stage of a product life cycle. One of the efficient way would be through
revamping the marketing mix strategies over the product. They are such as:
Product strategy:
At maturity stage, companies add features and modify the product in order to compete in
market and differentiate the product from competition. At this stage, it is best way to get
dominance over competitors and increase market share. For instance a laptop which is at it
matured stage of product life cycle can be imposed with differentiation where it can be
transformed in terms of features and design probably into a notebook or tablet.
Pricing Strategy:
Because of intense competition, at maturity stage, price is reduced in order to compete. It
attracts the price conscious segment and retains the customers. For instance a consumer good
such a toothpaste which is at its matured stage may be re-priced or offered at a discounted
price, as the value creation process will attract more sales.
Distribution
New channels are added to face intense competition and incentives are offered to retailers to
get shelf preference over competitors. For instance produces tend to variate their distribution
channels from the existing into more aggressive mode.
Promotion
Promotion is done in order to create product differentiation and loyalty. Incentives are also
offered to attract more customers. For instance offering a matured product with added value
like coupon or vouchers.