The four quadrant chart shows the market share on the horizontal line (bottom left, top right) and the growth rate on the vertical line (bottom bottom, top right). The matrix gathers data on the market share and growth rate of your products or services. The Matrix has been used since 1968 to help companies gain insight into which products best help them take advantage of market share growth opportunities. It provides a framework for the analysis of products according to growth and market share. The 75 articles in Perspectives on Strategy also include the pricing paradox, segment-of-one marketing ®, time-based competition, and other articles summarizing the insights of Bruce Henderson and other BCG members.The BCG matrix or portfolio analysis was developed by the Boston Consulting Group.
The Star of the Portfolio - and why market share is so important.Cash Traps - explains why the majority of products are cash traps.The Product Portfolio - introduces the growth-share matrix and its dynamics, including the success sequence and the disaster sequence.Perspectives on Strategy contains Bruce Henderson's original writings on the BCG growth-share matrix. The Boston Consulting Group, Perspectives on Strategy These issues are addressed by the GE / McKinsey Matrix, which considers market growth rate to be only one of many factors that make an industry attractive, and which considers relative market share to be only one of many factors describing the competitive strength of the business unit. In practice the firm may be able to grow the market. The model considers market growth rate to be a given. The approach may overemphasize high growth, since it ignores the potential of declining markets. The link between market share and profitability is questionable since increasing market share can be very expensive. However, the approach has received some negative criticism for the following reasons:
The BCG matrix provides a framework for allocating resources among different business units and allows one to compare many business units at a glance. Unless a dog has some other strategic purpose, it should be liquidated if there is little prospect for it to gain market share. A dog may not require substantial cash, but it ties up capital that could better be deployed elsewhere. These business units require resources to grow market share, but whether they will succeed and become stars is unknown.ĭog - a business unit that has a small market share in a mature industry. Question Mark (or Problem Child) - a business unit that has a small market share in a high growth market. If successful, a star will become a cash cow when its industry matures. Stars may generate cash, but because the market is growing rapidly they require investment to maintain their lead. Star - a business unit that has a large market share in a fast growing industry. Cash cows require little investment and generate cash that can be used to invest in other business units. Resources are allocated to business units according to where they are situated on the grid as follows:Ĭash Cow - a business unit that has a large market share in a mature, slow growing industry. The BCG growth-share matrix displays the various business units on a graph of the market growth rate vs. In the early 1970's the Boston Consulting Group developed a model for managing a portfolio of different business units (or major product lines). Companies that are large enough to be organized into strategic business units face the challenge of allocating resources among those units.