Académique Documents
Professionnel Documents
Culture Documents
Portfolio Analysis
Three main ones
Simple four-cell matrix created by the Boston Consulting Group A way to determine whether a business unit is a cash producer or a cash user A nine-cell matrix which provides a comprehensive analysis of a business units internal (competitive strength) & external (industry attractiveness) factors A 15 cell matrix developed by C. W. Hofer
Stars
Cash Cows
Dogs
Aggressively invest in attractive cash hogs Divest cash hogs lacking long-term potential
Pay corporate dividends Finance new acquisitions Invest in promising cash hogs
Strategic Objective
Average
Winners Average Business Losers
Winners
Losers
Candidates for divestment May be candidates for turnaround
Low
Question Marks
High
Industry Growth Rate Low
Cash Cows Dogs
Explains why priorities for corporate resource allocation differ from SBU to SBU
Doesnt directly identify which SBUs offer the best investment opportunities
Considers only 2 variables
SBUs plotted as circles with area proportional to the size of the industry, & a sector within each circle representing the SBUs market share in its industry
GE 9-Cell Matrix
Business Strength/Competitive Position
Strong
Average
Weak
H
Long-Term Industry Attractiveness
Allows for intermediate rankings between high & low and between strong & weak
Incorporates a wider variety of strategically relevant variables than the BCG matrix
Stresses the channeling of corporate resources to SBUs with the greatest potential for competitive advantage & superior performance
Provides no guidance on specifics of SBU strategy Only suggests general strategic posture -- aggressive expansion, fortify-&-defend, or harvest/divest Doesnt address the issue of strategic coordination across related SBUs
Tends to obscure SBUs about to take off or crash & burn -static, not dynamic
Area of each SBU circle is proportional to size of the industry; sectors denote SBUs market share in its industry This matrix displays the distribution of the firms businesses across the various stages of industry evolution
Effectiveness
Doing the right thing; goal attainment Determine by the market Establishes what price you can command Measures: sales, market share, etc.
Efficiency
Doing the thing right Ratio of output to input Determines price you must charge Measures: operating profit, unit cost structure, etc.
Market Criteria
Future projection Reflects anticipated results Indicates investor confidence Measures: trend in stock price or cash value
Operational Criteria
Past & present Reflects actual results Indicates managerial competence Measures: ROE, ROI, ROA, market share, revenue, operating margin (profit), time-tomarket, inventory turns, quality, etc.