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Types of Matrix Used in Business Portfolio Analysis:- 1. BCG
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Growth-Share Matrix 2. GE Multifactor Portfolio Matrix 3.
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Cycle-Competitive Strength Matrix 5. Arthur D. Little
Portfolio Matrix 6. Ansoff’s Product-Market Growth Matrix Select files

7. Directional Policy Matrix. Learn about:- Business

Portfolio Analysis Matrix is a tool used in business analysis
as a means of classifying business units for strategic
planning purposes.

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Further this article will help you to learn about:-

1. Business Portfolio Analysis in Strategic Management

2. Examples of Business Portfolio
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3. What is Portfolio Analysis Explain with Examples?
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Business Portfolio Analysis Matrix: BCG Functions |…
Management:
Matrix, Ansoff’s Matrix and Hofer’s Matrix Concept, Definition
and Process
Matrix Type # 1. BCG Growth-Share Matrix:
Product: Concept,
The BCG matrix is a chart that had been created by Bruce Henderson Meaning and
Development
for Boston Consulting Group in 1970 to help corporations to analyze
their business units or product lines. In general, for large companies, Operations
there is always a problem of allocating resources amongst its business Research: History,
Methodology and
units in some logical/rational ways. To overcome such problems, Applications
Boston Consulting Group (BCG) has developed a model, which has Role of Human
been termed as BCG matrix. Resource
Management in an
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Creativity
BCG matrix is also called as ‘Growth-share matrix’, is based on two
variables, viz., the rate of growth of the product-market and the Incentive

market share in that market held by the firm relative to its Strategy Evaluation

competitors. This model aims at systematically identifying the main

underlying strategic characteristics of specific business segments. TABLE OF CONTENTS
This model is developed to analyze the problem of resource Business Portfolio Analysis Matrix: BCG Matrix, Ansoff’s

deployment among the business units or products of multi-business
firms. BCG matrix is based on empirical research, which analyzes
products and business by market share and market growth.
Matrix and Hofer’s Matrix
Matrix Type # 1. BCG Growth-Share Matrix:
Matrix Type # 2. GE Multifactor Portfolio Matrix:
Matrix Type # 3. Hofer’s Product-Market Evolution
Matrix:

The Boston Consulting Group (BCG) has pursued and refined the
concept of the experience curve to the point where this essentially
production phenomenon has strong implications for marketing
strategy. BCG matrix is considered to be an effective tool for strategy
formulation. GSM matrix is said to be capable of assigning broad
product-market strategies to products on the basis of the market
growth rate and its market share relative to competitor’s product.
Matrix Type # 4. Market Life Cycle-Competitive
Strength Matrix:
Matrix Type # 5. Arthur D. Little Portfolio Matrix:
Matrix Type # 6. Ansoff’s Product-Market Growth
Matrix:
Matrix Type # 7. Directional Policy Matrix:

BCG matrix analysis helps the company to allocate resources and is

used as an analytical tool in brand marketing, product management,
strategic management and portfolio analysis. BCG matrix provides a
scheme for classifying a company’s business according to their
strategic needs. Specially cash or finance requirements.

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By relating cash flow to market share and market growth, it could

then determine those products that represent opportunities for
investment, those that should generate investment funds, and those
that drain funds and which should be liquidated or divested.

The underlying principle of BCG matrix is the net free cash flow of a
company must be kept positive for a company’s growth to be financed
through internal funds and its debt capacity. Company’s sustainable
growth rate is then determined by the relative cash positions of its
portfolio of business. There is a need to strike a balance between
cash-generating business and cash-using business if growth is to be
funded by the company.

BCG matrix is developed on the basis of two factors:

(a) Relative market share, and

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(b) Business growth rate.

These two factors are used to plot all the business (products) in which
the firm is involved. The vertical axis measure the annual growth rate
of the market and the horizontal axis shows the relative market share
of the firm. Each of these dimensions is divided into two categories of
high and low, making up a matrix of four cells; and the products are
graphed as Stars, Question Marks, Cash Cows and Dogs in these four
cells.

High Growth-High Market Share- Stars:

Star represents those products, which have successfully passed the

introduction stage and are on the path of growth. They are self
sufficient for cash requirements i.e. cash generated is almost equal to
cash used. Stars are the products that are rapidly growing with large
market share. They earn high profits but they require substantial
investment to maintain their dominant position in a growing market.

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Stars are usually profitable and would be the future cash cows. Since
the stars are growing rapidly and have the advantage of already
having achieved a high share of the market, they provide the firms
best profit and growth opportunities. Successful resource deployment
beyond cash requirements could lead to a superior market share
when industry growth potential falls off.

Resources should be allocated to these units to grow faster than the

competition in sales and profits. Stars are leaders in the business and
generate large amounts of cash. The stars will entail huge cash
outflows to maintain the market share and to ward off competition.
The firm will start feeling the experience curve effect.

Overtime, all growth slows. Therefore, stars eventually become cash

cows if they hold their market share. If they fail to hold market share,
they become dogs. Star is a market leader (i.e. high market share) in a
high growth market. Stars are market leaders typically at the peak of
their product life cycle and are usually able to generate enough cash
to maintain their high share of the market.

When their market growth rate slows, stars become cash cows. The
star generally pursues a growth strategy to establish a strong
competitive position. Stars reinvest large amounts of revenues to
further refine and improve the product.

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Stars hold prices down to capture a larger share of the market and to
discourage the entry of competitors. Since the stars are growing
rapidly and have the advantage of already having achieved a high
share of the market, they provide the firms best profit and growth
opportunities.

Low Growth-High Market Share- Cash Cows:

A cash cow produces a lot of cash for the company. The company does
not have to finance for capacity expansion as the market’s growth rate
has slowed down. Since, a cash cow is a market leader; it enjoys
economies of scale and higher profit margins. When a market’s
annual growth rate falls, a star becomes a cash cow if it still has the
largest relative market share.

The important strategic feature of cash cows is that they are

generating high cash returns, which can be used to finance the stars
or for use elsewhere in the business. Cash cows have a strong market
position in the industry that have matured. In comparison with the
position of the star performer, cash cows can expect little serious
competition because of their relatively low expected industry growth
rate.

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Competitors will not expect to launch any offensive competitive

strategy program in the absence of significant industry potential.
Cash cows are units with high market share in a slow-growing
industry. Cash cows are ideal for providing the funds needed to pay
dividends and debts, recover overheads and supply of funds for
investment in other growth areas. Cash cows are established,
successful and need less investment to maintain their market share.

The cash cows are in the declining stage of their life cycle, the surplus
cash generated by them will be invested in new question marks. Cash
cows are more valuable in a portfolio because they can be ‘milked’ to
provide cash for other riskier and struggling businesses. The strategy
employed in respect of cash cows without having long-term prospects
is to harvest i.e. to increase short-term cash flow without considering
the long-term effects.

High Growth-Low Market Share- Question Marks:

The question mark is also called as ‘problem child’ or ‘wildcat’.

Question marks are the products/businesses whose relative market
share is low but have high growth potential. The area question mark
identifies those products which are at introduction stage in the
market and the cash generated is less than cash used for these
products.

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Their competitive position is weak but they work for long-term profit
and growth. These products require additional funds to improve their
market share so that the question mark becomes a star. This strategy
may even necessitate foregoing short-term profits. If the firm is
unsuccessful in uplifting a question mark to a position star,
divestment strategy can be appropriate.

If no improvement is made in market share, question marks will

absorb large amount of cash and later, as the growth stops, turn into
dogs. If the question mark business becomes successful, it becomes a
star. A question mark denotes a new entrant into the market and
growth prospects will be tremendous but will have a very low market
share and its success or failure cannot be judged easily.

If question marks are left unattended, they are capable of becoming

cash traps. Question marks are yet to establish their competitive
viability although they usually operate in a rapidly growing market.
Therefore, they require huge cash outflow. Strategy must be evolved
whether to try for a star or hold the current position or divest.
Question marks must be analyzed carefully in order to determine
whether they are worth the investment required to achieve market
share.

A decision needs to be taken about whether the product justifies

considerable expenditure in the hope of increasing its market share,
or whether it should be allowed to die quietly. Most businesses start
off as a question mark in that the company tries to enter a high-
growth market in which there is already a market leader. A question
mark require a lot of cash for setting up additional plant and
equipment and hire more personnel to keep up with the fast-growing
market to overtake the market leader.

Low Growth-Low Market Share- Dogs:

Dogs describe company business that has weak market shares in low-
growth markets. Products with low market share and limited growth
potential are referred to as dogs. The prospects for such products are
bleak. It is better to phase them out rather than continue with them.
Dogs should be allowed to die or should be killed off. Although they
will show only a modest net cash outflow or even a modest cash
inflow, they are cash traps.

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They provide a poor return on investment and not enough to achieve

the organization’s target rate of return. These units are typically
‘break-even, generating barely enough cash to maintain the market
share. Though owning a break-even unit provides the social benefit of
providing jobs and possible synergies that assist other business units,
from financial point of view such a unit is worthless, not generating
cash for the company.

They depress the company’s overall ‘return on assets ratio’, used by

the investors, financial institutions and banks in judging how well the
company is being managed. Since Dogs hold little promise for the
future and may not even pay their own way, they are prime
candidates for divestiture. The only way for dog is to increase its rate
of sales growth by taking sales away from competitors.

Question marks unable to obtain a dominant market share by the

time the industry growth rate inevitably slows become dog.

The feasible strategies are:

(a) Invest more money to see whether the market share can be
increased.

(b) Harvest whatever can be extracted and then close down.

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(c) Divest by selling or hiving off the business unit.

(d) Minimize the number of dogs in a company.

(e) As soon as they stop delivering, they should be phased-out or

otherwise liquidated.

(f) Expensive turnaround plans should be avoided.

In some industries, dogs provide a platform for the development of

future stars, act as loss leaders or help to complete a product range, to
kill competition, for tax planning etc.

Other Classification of SBUs:

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Infants – Products in an early stage of development.

Warhorse – Products that have been cash cows in the past and still
making acceptable sales and profits even now.

Dodos – Products with low share, negative growth and negative cash
flow.

Strategic Alternatives:

For a Strategic Business Unit (SBU), there are four strategic

alternatives are suggested:

(a) Build – To increase the SBU’s market share, even foregoing short-
term earnings to achieve this.

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(b) Hold – To preserve the SBU’s market share.

(c) Harvest – To increase the SBU’s short-term cash flow regardless

of the long-term effect.

(d) Divest – To sell or liquidate the business because resources can be

better used elsewhere.

Problems in Using BCG Matrix:

The BCG matrix is criticized for the following reasons:

(a) It does not talk about profitability at all.

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(b) It fails to correctly define market share and market growth.

(c) It ignores competition factors and trends in markets.

(d) It considers only two factors viz., market growth rate and market
share, ignoring all other factors.

(e) It does not say how long a product will continue in each phase.

(f) It fails to consider globalization factor, where markets are not

limited to a particular area or place.

(g) It encourages strategy development for general use rather than

specific criteria.

(h) It implies assumptions about mechanism of corporate financing

and market behaviour that are either unnecessary or false.

(i) It overlooks other important strategic factors that are a function of

the external competitive environment.

(j) It does not provide direct assistance in company with different

businesses in terms of investment opportunities.

(k) Its focus is on cash flow, whereas organizations may be more

interested in ROI.

(l) It does not depict the position of business that are about to emerge
as winner because the product is entering the takeoff stage,

(m) It neglects small competitors that have fast growing market

shares.

(n) It fails to consider that, a business with a low market share can be
profitable too.

(o) A high market share does not necessarily lead to profitability all
the time.

(p) Market growth is not the only indicator for attractiveness of a

market.

(q) It does not offer guidance for inter unit comparisons.

(r) An SBUs profitability, cash flow and industry attractiveness not

always be closely related to market share and growth rate.

The BCG matrix cannot be used in isolation. It is a rough model, and

the originators of the matrix modified it over time to include, for
example, the concept of a ‘cash dog’ which has a low share of a low
growth market but still earns a nice profit. The BCG matrix is not a
tool for increasing profits. It is an analytical model suggesting
guidelines for cross subsidization. BCG matrix does not talk about
profits at all; it is useful in increasing cash flow situation.

The application BCG matrix to strategic decision making is in the

manner of the diagnostic rather than a prescriptive aid. BCG model
evaluates a firm’s products, business and/or profit centres as separate
entities. Decisions are made for each entity pertaining to its market
share and existing or potential growth rate of the industry.

The BCG matrix helps in forecasting cash flow situations. It also helps
to make product mix decisions. An ideal business portfolio (mix of
businesses) as envisaged by the BCG matrix would be one with largest
number of cash cows and stars and only a few question marks and
dogs. The matrix combines market growth rate and market share, and
thus directly relates to the experience curve.

BCG matrix provides analysis in determining the competitive position

and this can be translated into strategy. It helps the managers
‘balance the flow of cash resources among their various businesses.
This sort of analysis enables a company to assess its competitive
standing and enables to decide future resources allocation for its
product portfolio.

Matrix Type # 2. GE Multifactor Portfolio Matrix:

This matrix is also called as ‘GEs Stoplight Matrix’ or ‘GE Nine-cell
Matrix’ or ‘Industry Attractiveness – Business Strength Matrix or-‘GE
Business Screen Matrix’ or ‘General Electric-Mckinsey Portfolio
Matrix’ or ‘Business Planning Matrix’. This matrix was developed in
1970s by General Electric Company of US with the assistance of the
Mckinsey consulting firm. This matrix helps in guiding resource
allocation. This analysis is on the basis of two factors viz., business
strength and industry attractiveness. This is developed in 3 x 3 grid as
shown in figure 9.2.
The vertical axis indicates industry attractiveness and the horizontal
axis shown the business strength in the industry. The factors that
affect market attractiveness are called ‘drivers’.

The industry attractiveness is measured by a number of

factors like:

i. Size of market

ii. Market growth rate

iii. Industry profitability

iv. Competitive intensity

v. Economies of scale

vi. Technological requirements

vii. Pricing trends

viii. Overall risk of returns in the industry

ix. Opportunity for differentiation of products and services

x. Demand variability

xi. Segmentation

xii. Distribution structure etc.

Business strength is measured by considering the typical

drivers like:

i. Market share

ii. Market share growth rate

iii. Profit margin

iv. Distribution efficiency

v. Brand image

vi. Ability to compete on price and quality

vii. Knowledge of customer

viii. Customer loyalty

ix. Production capacity

x. Access to financial resources

xi. Technological capability

xii. Management calibre etc.

In this model, market growth is replaced by market (industry)

attractiveness.

The strategic planning approach in this model is based on

analogy of traffic lights at street crossing:

If the product falls in the Green (Go) section i.e. if the business
position is strong and industry is at least medium in attractiveness,
the strategic decision should be to expand, to invest and grow.

If the business strength is low but industry attractiveness is high, the

product is in the Amber/Yellow zone. It needs caution.

A product is Red (Stop) zone indicates that the business strength is

low and so is industry attractiveness.

The appropriate strategy in this case should be retrenchment,

divestment or liquidation.

The SBUs in the ‘Green’ section maybe said to belong to the category
of stars’ or ‘cash cows’ in BCG matrix.

Those in ‘Red’ zone are like ‘dogs’ and those in the Yellow or Amber
zone are like ‘question marks’.

Each factor is assigned as a weight which is appropriate to industry or

company.

The following steps are taken to plot SBUs on the

GE/Mckinsey portfolio matrix:

Step 1 – Specify the typical factors that determine the industry

attractiveness. For each product line or SBU, overall industry
attractiveness is assessed and rated in a 5-point scale ranging from 5
(very attractive) to 1 (very unattractive).

Step 2 – The typical factors that characterize business strength of

each product line or SBU are assessed and measured on a 5-point
scale ranging from 1 (very week) to 5 (very strong).

Step 3 – Determine weight of each driver. The company must assign

relative importance weights to the drivers.

Step 4 – Multiply the weights with scores of each factor of industry

attractiveness and ascertain the overall weighted score of industry
attractiveness.

Step 5 – Multiply the weights with scores of each factor of business

strength and ascertain the overall weighted score of business
strength.

Step 6 – Plot each product line or SBU current position on the matrix.

Step 7 – View resulting graph and interpret it.

Step 8 – Perform a review analysis using adjusted weights and scores

(sensitivity analysis).

Industry Attractiveness/Business Strength

= Factor value1 x Factor weighting1 +………….. + Factor valuen x

Factor weightingn

Strategic business units are portrayed as a circle plotted in

the GE/Mckinsey matrix, whereby:

(a) The size of the circles represents the market size.

(b) The size of the pies represents the market share of the SBUs.

The circles indicate company’s SBUs; the areas of the circles are
proportional to the relative size of the industries in which these SBUs
compete. The pie slices within the circles represent each SBU’s
market share. Thus, circle A shows a company SBU with a 40%
market share in a good sized, highly attractive industry in which the
company has strong business strength.

Circle B indicates an SBU that has 22% market share but the industry
is not very attractive. Circles C that indicates an SBU with high
industry attractiveness, but its competitive position is very weak.
Circle D that indicates an SBU with low industry attractiveness with
weak competitive position. The strategy alternatives suggested for
these four SBUs are: build A; hold B; hold/harvest C; and divest D.

SBU A requires to implement growth strategies or Green-light

strategy.

SBU B requires to implement stability strategies or Yellow-light

strategy.

SBU C requires to implement turnaround strategy or Yellow-light

strategy.

SBU D requires to implement divestment strategy or Red-light

strategy.

Based on the combinations the following strategies are

made:

A firm with a number of products can identify each of them in one of

the 9 cells based on the particular cell, where a product is located,
different strategies can immediately be suggested.

The table below suggests some strategies to be adopted as

per the GE 9 cell matrix:

Careful thought must be given as to which cell a product should be

placed in the GE Matrix. A much more difficult problem would be to
analyze precisely what the strategy should be once a product is
located.

Limitations of GE/Mckinsey Matrix:

While the GE approach overcomes some of the problems for

the BCG model, both have further limitations:

(a) It is complicated and cumbersome.

(b) Aggregation of the indicators is difficult.

(c) Core competencies are not represented.

(d) Interactions between SBUs are not considered.

(e) It does not depict the position of new products or business units in
developing industries.

(f) It does not provide specific strategy to use or how to implement

that strategy.

(g) Trying to fit all business units in nine cells may prove difficult for
some businesses.

(h) The process of selecting factors, assigning weights, rating and

computing values, in reality is based on subjective judgments.

This model is an improvement over the BCG Matrix in the sense that
while BCG Matrix bases industry attractiveness on a single variable
(industry growth rate) in this model industry attractiveness is
measured by a number of factors like size of the market growth rate
industry profitability, competitive intensity, technological
requirements, etc.

Similarly, while the BCG matrix bases business strength entirely on

relative market share, in this model, the business strength is rated
considering a number of factors such as market share, market share
growth rate, profitability, distribution efficiency, brand image, etc.
Also, this 9-cell model is a refinement of the 4-cell BCG Matrix (only
high and low) which is too simplistic and in which the link between
market share and profitability is not necessarily strong. Low share
business can be profitable and vice versa.

Matrix Type # 3. Hofer’s Product-Market Evolution

Matrix:
According to this model, a firm’s business is positioned in a 15-cell
matrix based on two major variables viz., stage of production-market
development and the competitive position. Charles W. Hoffer has
suggested a further refinement of GE/Mckinsey portfolio matrix by
identifying companies, particularly new businesses, that are about to
accelerate their growth. This matrix is also called ‘life-cycle portfolio
matrix. An illustrative graph representing Hofer’s matrix is given in
figure 9.6 provides potential strategies for different units placed in
the matrix.

Hofer’s matrix reflects the stage of development of the product or

market. Business units are placed on a grid showing their stage of
product-market evolution and their competitive position. Circles
represent the industry and the pie wedges represent the market share
of the business unit. Hoffers evolution matrix are useful to develop
strategies that are appropriate at different stages of the product life
cycle.

In Hofer’s matrix, the vertical axis represents the stages of product-

market evolution and horizontal axis represents the SBU’s
competitive position. In this matrix, three stages of competitive
position of SBU (viz., strong, average and week) are shown on
horizontal axis. The vertical axis shows the industry’s state in the
evolutionary life cycle, starting with initial development and passing
through the growth, competitive shake-out, maturity, saturation and
decline stages.

SBU A with average competitive position and in development stage

holds out prospects for future development deserves expansion and
desired financial resources to be allotted to exploit the opportunities.

SBU B with strong competitive position and in growth stage requires

to adopt growth strategies to make it a future winner.

SBU C with weak competitive position which is in growth stage of the

industry should give lot of attention and requires a careful
formulation of marketing strategies to make it more competitive in
the industry.

SBU D with moderately strong position is in the shake-out stage can

be probable with close attention and careful marketing strategy
formulation. This may also requires adoption of growth strategies.

SBU E with average competitive position and in maturity stage of the

industry needs to adopt stability strategies.

SBU F with moderately strong competitive position and is in the

maturity stage of the industry life cycle, needs the stability, harvest
and retrenchment strategies need to be adopted. No further funds to
be invested in this SBU. The market strategies require to hold the
market position without fall.

SBU G with moderately weak competitive position and is in the

decline state of the industry life cycle need to be divested immediately
to arrest any cash loss since it is in a position of loosing. Revival of
this SBU is not suggested. The Hofer’s product-market evolution
matrix displays business portfolio of an international firm with
relative greater degree of accuracy and completeness.

The Hofer’s matrix considered the following variables:

Variable # (a) Market and Consumer Behaviour Variables

Like:

i. Buyer needs

ii. Purchase frequency

iii. Buyer concentration

iv. Market segmentation

v. Market size

vi. Elasticity of demand

vii. Buyer loyalty

viii. Seasonality and cyclicality

Variable # (b) Industry Structure Variables Like:

i. Uniqueness of the product

ii. Rate of technological change in product design

iii. Type of product

iv. Number of equal products

v. Barriers to entry

vi. Degree of product differentiation

vii. Transportation and distribution costs

viii. Price/cost structure

ix. Experience curve

x. Degree of integration

xi. Economy of scale etc.

Variable # (c) Competitor Variables Like:

i. Degree of specialization within the industry

ii. Degree of capacity utilization

iii. Degree of seller concentration

iv. Aggressiveness of competition

Variable # (d) Supplier Variables Like:

i. Degree of supplier concentration

ii. Major changes in availability of raw materials

Variable # (e) Broader Environment Variables:

i. Interest rates

ii. Money supply

iii. GNP trend

iv. Growth of population

v. Age distribution of population

vi. Life cycle changes

Variable # (f) Organizations Variables Like:

i. Quality of products

ii. Market share

iii. Marketing intensity

iv. Value added

v. Degree of customer concentration etc.

Hofer developed descriptive propositions for each stage of product

life cycle.

For example- in the maturity stage of the product life cycle,

Hofer identified the following major determinants of
business strategy:

(a) Nature of buyer needs

(b) Degree of product differentiation

(c) Rate of technological change in the process design

(d) Ratio of market segmentation

(e) Ratio of distribution costs to manufacturing

(f) Value added

(g) Frequency with which the product is purchased

Hofer, thereafter formulated normative contingency hypothesis using

the above major determinants.

An example for the maturity stage is when:

(a) Degree of product differentiation is low.

(b) The rate of buyer needs is primarily economic.

(c) Rate of technological change in process design is high.

(d) Purchase frequency is high.

(e) Buyer concentration is high.

(f) Degree of capacity utilization is low.

Then the business firms should:

(1) Allocate most of their R&D funds to improvements in process

design rather than to new product development.

(2) Allocate most of their plant and equipment expenditures to new

equipment purchases.

(3) Seek to integrate forward or backward in order to increase the

value they added to the product.

(4) Attempt to improve their production scheduling and inventory

control procedures in order to increase their capacity utilization.

(5) Attempt to segment the market.

(6) Attempt to reduce their raw material unit costs by standardizing

their product design and using interchangeable components
throughout their product line in order to qualify for volume discount.

Matrix Type # 4. Market Life Cycle-Competitive

Strength Matrix:
BCG matrix has failed to consider the wide range of factors affecting
cash flow beyond market growth and market share. The market life
cycle-competitive strength matrix is a 16 cell matrix introduces the
four stages of market life cycle viz., introduction, growth, maturity,
decline on horizontal axis and competitive strength of SUB is
analyzed as high, moderate and low on vertical axis.

Competitive strength is the overall subjective rating, based on a wide

range of factors regarding the likelihood of gaining and maintaining a
competitive advantage. The matrix considers multiple factors in
assessing competitive strength of each SBU. This matrix is developed
to identify ‘developing winners’ as well as ‘potential losers’. The total
area of the matrix is segregated into three zones viz.- push, caution
and danger.

In SBUs falling under ‘Push zone’, the company can invest

aggressively and adopt growth strategies. These SBUs generate
sufficient cash flow and potential winners can be identified.
In SBUs falling under ‘Caution zone’, the company can invest
cautiously, requires careful analysis and decision making; and adopt
stability strategies.

In SBUs falling under ‘Danger zone’, the company should stop further
investment and adopt retrench​ment strategies like harvest, divest and
liquidation.

The units falling in the Push zone represents Stars and Cash Cows.
The SBUs or products coming under Caution represent question
marks. The remaining units falling in Danger zone represents Dogs.

Matrix Type # 5. Arthur D. Little Portfolio Matrix:

The ADL portfolio matrix was suggested by Arthur D. Little (ADL)
consists of 20 cell, identified by competitive position and its stage of
industry maturity. In this matrix, the stage of industry maturity is
identified in four stages viz., embryonic, growth, maturity and ageing.
The competitive position is categorized into five classes viz.,
dominant, strong, favourable, tenable and weak. The purpose of the
matrix is to establish the appropriateness of a particular strategy in
relation to these two dimensions.

The position within the life cycle and of the company is determined in
relation to eight external factors (or disciplines) of the evolutionary
stage of the industry.

These are:

(a) Market growth rate

(b) Growth potential

(c) Breadth of product line

(d) Number of competitors

(e) Spread of market share among the competitors

(f) Customer loyalty

(g) Entry barriers

(h) Technology

It is the balance of these factors which determines the life cycle. The
competitiveness of the organization can be established by looking at
the characteristics of each category. The weights must be defined to
calculate the matrix position of a particular business the matrix
location of each unit can be used to formulate a natural strategy to
accomplish the business goals of the firm.

The competitive position of a company’s SBU or product

line can be classified as:

Type # i. Dominant:

It is comparatively a rare situation where the SBU enjoys monopoly

position or very strong market ability of its products. This may be due
to high level of entry barriers or protected technology leadership.

Type # ii. Strong:

When an SBU enjoys strong competitive position, it can afford to

chalk out its own strategies without too much concern for the
competitors.

Type # iii. Favourable:

In this competitive position, no firm will enjoy dominant market

share and the compe​tition will be intense. The strategy formulation
much depends on the competitors moves. The market leader will have
a reasonable degree of freedom. Analysis of their product portfolio
and learning from them would help others while framing their own
strategies.

Type # iv. Tenable:

The tenable competitive position implies that a firm can survive

through specialization and focus. These firms are vulnerable to stiff
competition in the market. They can withstand with cost focus and
differentiation focus strategies.

Type # v. Weak:

The weak firms will generally show poor performance. They can
withstand with niche strategy and can become strong players in their
area. The consistent weak performance may need to divest or
withdraw from the product line.

Matrix Type # 6. Ansoff’s Product-Market Growth

Matrix:
The Ansoff matrix describes the firm’s existing and new products to
be marketed in existing and new markets. The matrix emphasizes on
growth, but firms in declining industries may wish to scale down their
operations in existing markets or product areas.

Ansoff has identified four main strategies by the name ‘product-

market components’ that are open to a company.

These four strategies are:

Strategy # 1. Market Penetration:

It involves selling more products to the same market i.e. to sell

existing products into existing markets. Market penetration involves
trying to milk more from existing products and existing markets. If
the market as a whole is growing, this might appear a fairly low risk
strategy to adopt. Where the market is stagnant, market penetration
might involve market share at the expense of other players in the
field.

A firm can maintain or increase its current market share

with existing products through:

(a) Advertising

(b) Sales promotion

(c) Competitive pricing

(d) Spending more on distribution etc.

Market penetration can be achieved by:

(a) Increasing market share

(b) Increasing product usage

(c) Increasing the frequency of usage

(d) Increasing the quantity used

(e) Finding new application for current users

A company can attain the following through market

penetration:

(a) Secure dominance of growth market

(b) Help restructure a mature market by driving out competitors

(c) Increase usage of existing products by the current customers.

Strategy # 2. Market Development:

It involves to sell existing products into new markets. It may try to

attract new users for existing products, resulting in a market
development e.g. exporting, if the firm has previously served only the
domestic market. This strategy might be attractive if the unit has to
achieve high sales volumes to utilize capacity efficiency.

This strategy is achieved through:

(a) New geographical markets

(b) New distribution channels

(c) Different packing sizes

(d) Different quality levels

(e) Different pricing to different customers

(f) Offering to different set of customers

(g) Creating new market segments etc.

The main benefits of this strategy are in increased economics of scale,

putting competition off, high sales volume utilizing capacity
effectively.

Strategy # 3. Product Development:

It involves offering new products to existing markets i.e. new

products are launched at existing markets. The company may seek
growth by offering modified or new products to current markets.

This strategy can be implemented by:

(a) Adding product features, product refinement

(b) Introducing a new generation product

(c) Developing a new product for the same market

Firms with an expensive distribution network may choose this

strategy to make most effective use of it by marketing more products
through.

The main advantages of this strategy are:

(a) Product development forces competitors to innovate

(b) New comers to the market might be discouraged

(c) A firm might lose out if its existing products fall in price.

The major drawbacks of this strategy include the expenses and the
risk. Product development is not automatically successful, in spite of
the common customer base.

Strategy # 4. Diversification:

It involves moving into new market with new products i.e. to sell new
products in new markets. This strategy is often more risky since the
firm decides to make unfamiliar products for the unfamiliar markets
simultaneously. Ansoff suggests that ‘diversification’ should be a last
resort strategy. The firm should have a clear idea about what it
expects to gain from diversification.

The benefits of this strategy are:

(a) Offers prospects for growth

(b) Investment of surplus funds, not required for other expansions

(c) Achieving greater profitability

(d) Providing a more comprehensive service to customers.

The diversification involves starting up or acquiring businesses

outside the company’s current products and markets. Conglomerate
diversification can be justified on the existence of synergies.

Ansoff s matrix is only a framework for identifying product-market

opportunities and does not provide any criterion for choice. There is
nothing to stop a firm carrying at all four strategies simultaneously
provided, it has the resources. A firm can pursue a penetration
strategy in its existing markets as well as diversifying into new ones.

The major drawback of the matrix is that new technology, and new
manufacturing techniques are ignored, which can alter the dynamics
of the market. The matrix does not address the degree of change in
each product-market area and it does not identify the role of profit.
The matrix does not withdrawal option as a strategy, in case of
necessity.

Matrix Type # 7. Directional Policy Matrix:

The Directional Policy Matrix (DPM) is developed by Shell Chemicals,
U.K. It is another portfolio model helps the companies in identifying
one balanced business portfolio. The model is positioned in 3 x 3
matrix. The vertical axis represents the company’s competitive
capability graded in three classes viz., weak, average and strong. The
horizontal axis represents the business sector prospects which are
categorized into unattractive, average and attractive.

The competitive capability of the company is determined on the basis

of three factors, such as market position, production capability and
product research and development. The profitability prospects of a
business are determined on the basis of market growth rate, market
quality and environmental prospects. The DPM is an aid to the top
management in strategic planning for a conglomerate with diverse
position in terms of their prospects and competitive capabilities.

(1) Divestment:

In the first quadrant, the companies competitive capabilities are weak

and its business prospects are also unattractive. The SBU will be in a
position cash outflow and will be a looser. This represents ‘dog
position in BCG matrix. The situation is not likely to improve in
future. Therefore, the investments should be withdrawn immediately
by divestment. The resources so released can be properly used
elsewhere.

(2) Phased Withdrawal:

The competitive capability of this SBU is weak and its business sector
prospects are average. The investment in these SBUs should be
withdrawn in a phased manner. The company may adopt harvest
strategy in these SBUs, without any further new investments in these
businesses.

(3) Double or Quit:

The business prospects are attractive but the company’s capability is

weak in this area of business. The company has two options to
remedy the situation i.e.- (a) invest more to exploit the prospects of
the business sector, (b) if not possible to better the situation, it is
suggested to quit such business altogether.

(4) Phased Withdrawal:

The SBU falling quadrant (4) has unattractive prospects of the

business sector in which the company’s competitive capability is
average. The company should withdraw from this business gradually
in a phased manner by adopting harvest strategy.

(5) Custodial:

The prospects of the business sector is average in this SBU and the
company’s competitive capability is also average. It is suggested to
hold the position with little support or investment from outside the
SBU. When the position is more clear, either the SBU can continue in
such business or withdraw the investment by focusing on other
profitable business.

(6) Try Harder:

The business sector prospects are attractive for the SBU, but the
company’s competitive capability is average. These SBUs need
additional resources to strengthen their capabilities. Niche is the
suitable strategy in these situations. Lot of efforts are required to tap
the prospects of the business sector.

(7) Cash Generation:

The business sector prospects are bleak but the SBUs competitive
capability is strong, which make the SBU to generate cash inflow with
its internal strength. Very little additional investments maybe allowed
for such SBUs but expansion programs should not be undertaken
unless the industry attractiveness is improved substantially.

(8) Growth:

The SBU’s industry attractiveness is average and the company’s

competitive capability is strong in this area. This requires infusion of
additional funds to support product innovation, R&D activities,
capacity expansion etc. They should adopt growth strategies in this
situation with caution. The sales promotion and advertising will
enable the company to increase its market share.

(9) Market Leadership:

The SBU’s business sector prospects are attractive and the company’s
competi​tive capabilities is also strong. The company can adopt
offensive strategies to increase its market share and attain market
leadership through innovations, capacity additions and R&D
experiments. The economies of scale will also help in attaining cost
leadership also. The company can apply growth strategies to such
SBUs.

Related Articles:

Financial Synergy and Portfolio Planning for Business | Management

Strategic Portfolio Analysis of Business | Management

External Environmental Analysis of Business | Business Management

BCG Matrix and DP Matrix: Difference | Strategic Management

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