The document describes the four types of business units in the Boston Consulting Group matrix: cash cows, dogs, question marks, and stars. Cash cows have a high market share in a slow-growing industry and generate cash beyond what is needed to maintain the business. Dogs have a low market share in a mature industry and barely generate enough cash to maintain the business. Question marks have a low market share but are in a high-growth industry, and have potential to become stars or dogs. Stars have a high market share in a fast-growing industry and are the current leaders, with the hope that they become the next cash cows.
The document describes the four types of business units in the Boston Consulting Group matrix: cash cows, dogs, question marks, and stars. Cash cows have a high market share in a slow-growing industry and generate cash beyond what is needed to maintain the business. Dogs have a low market share in a mature industry and barely generate enough cash to maintain the business. Question marks have a low market share but are in a high-growth industry, and have potential to become stars or dogs. Stars have a high market share in a fast-growing industry and are the current leaders, with the hope that they become the next cash cows.
The document describes the four types of business units in the Boston Consulting Group matrix: cash cows, dogs, question marks, and stars. Cash cows have a high market share in a slow-growing industry and generate cash beyond what is needed to maintain the business. Dogs have a low market share in a mature industry and barely generate enough cash to maintain the business. Question marks have a low market share but are in a high-growth industry, and have potential to become stars or dogs. Stars have a high market share in a fast-growing industry and are the current leaders, with the hope that they become the next cash cows.
The document describes the four types of business units in the Boston Consulting Group matrix: cash cows, dogs, question marks, and stars. Cash cows have a high market share in a slow-growing industry and generate cash beyond what is needed to maintain the business. Dogs have a low market share in a mature industry and barely generate enough cash to maintain the business. Question marks have a low market share but are in a high-growth industry, and have potential to become stars or dogs. Stars have a high market share in a fast-growing industry and are the current leaders, with the hope that they become the next cash cows.
in a slow-growing industry. generate cash in excess of the amount of cash needed to maintain the business. and every corporation would be thrilled to own as many as possible. They are to be "milked" continuously with as little investment as possible, since such investment would be wasted in an industry with low growth.
Dogs, low market share in a mature, slow-growing industry. These units generate barely enough cash to maintain the business's market share. Though owning a break-even unit provides the social benefit of providing jobs and possible synergies that assist other business units, from an accounting point of view such a unit is worthless, not generating cash for the company. They depress a profitable company's return on assets ratio, used by many investors to judge how well a company is being managed. Dogs, it is thought, should be sold off. Question marks in a high market growth, having a low market share. They are a starting point for most businesses. Question marks have a potential to gain market share and become stars, and eventually cash cows when market growth slows. If question marks do not succeed in becoming a market leader, then after perhaps years of cash consumption, they will degenerate into dogs when market growth declines. Question marks must be analyzed carefully in order to determine whether they are worth the investment required to grow market share.
Stars high market share in a fast-growing industry. They are graduated question marks with a market or niche leading trajectory, for example: amongst market share front-runners in a high-growth sector, and/or having a monopolistic or increasingly dominant USP with burgeoning/fortuitous proposition drive(s) from: novelty (e.g. Last.FM upon CBS Interactive's due diligence), fashion/promotion (e.g. newly prestigious celebrity branded fragrances), customer loyalty (e.g. greenfield or military/gang enforcement backed, and/or innovative, grey-market/illicit retail of addictive drugs, for instance the British East India Company's, late-1700s opium-based Qianlong Emperor embargo-busting, Canton System), goodwill (e.g. monopsonies) and/or gearing (e.g. oligopolies, for instance Portland cement producers near boomtowns), [ citation needed ] etc. The hope is that stars become next cash cows. Stars require high funding to fight competitions and maintain a growth rate. When industry growth slows, if they remain a niche leader or are amongst market leaders its have been able to maintain their category leadership stars become cash cows, else they become dogs due to low relative market share.