Portfolio Management using the BCG-Matrix
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'''Annotation''': In this article Handerson describes the initial concept of the growth share matrix and outlines the basic underlying assumptions. However, Handerson and employees of BCG developed the matrix further with minor adaptadtions until 1973.</ref>, a senior partner of the management consulting firm BCG, the concept has been widely applied since then and can be seen as a foundation for similar tools. Although the BCG describes it still as a relevant tool today, the growth share matrix has been criticized by professionals and academics for its limitations and underlying assumptions. | '''Annotation''': In this article Handerson describes the initial concept of the growth share matrix and outlines the basic underlying assumptions. However, Handerson and employees of BCG developed the matrix further with minor adaptadtions until 1973.</ref>, a senior partner of the management consulting firm BCG, the concept has been widely applied since then and can be seen as a foundation for similar tools. Although the BCG describes it still as a relevant tool today, the growth share matrix has been criticized by professionals and academics for its limitations and underlying assumptions. | ||
The following article will present the matrix developed by Handerson with its foundations and core elements. Hereafter, the application of the tool is shown with its implications for the business portfolio. These serve as a guideline for a companies overall strategy. Finally, limitations of the matrix are discussed based on empirical research and new findings. | The following article will present the matrix developed by Handerson with its foundations and core elements. Hereafter, the application of the tool is shown with its implications for the business portfolio. These serve as a guideline for a companies overall strategy. Finally, limitations of the matrix are discussed based on empirical research and new findings. | ||
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| + | == Key Assumptions and Core Elements of the Matrix == | ||
| + | When the BCG-Matrix was developed, it met a real market need. Based on only a limited amount of input data (relative market share and market growth), senior executives gained a clear picture of their business portfolio in an increasingly complex environment. Furthermore, it could be used to communicate decisions to subsidiaries within the company <ref name="Morrison and Wensley"> Alan Morrison and Robin Wensley; Boxing up or Boxed in ?: A Short History of the Boston Consulting Group Share/Growth Matrix; Journal of Marketing Management, 1991, 7, p. 105-129 | ||
| + | '''Annotation''': Besides decribing the history of the BCG Matrix, the authors also explain the core elements, its application in US industry since the 1970's and evaluate academic criticism. The paper can be seen as one of the most comprehensive works about the tool.</ref>. | ||
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== Annotated bibliography == | == Annotated bibliography == | ||
<references /> | <references /> | ||
Revision as of 17:35, 11 September 2016
The Boston Consulting Group (BCG) matrix, also known as growth share matrix, is a tool to manage a companies business portfolio and derive appropriate actions towards a higher total performance. Depending on the growth rate and market share, each business is individually assigned to one of the four clusters inside the two-dimensional matrix. Based on that, the optimal combination of individual business strategies is developed to manage a companies business portfolio in such a way, that it can make the most out of its opportunities [1]. Initially developed in 1970 by Bruce D. Handerson [2], a senior partner of the management consulting firm BCG, the concept has been widely applied since then and can be seen as a foundation for similar tools. Although the BCG describes it still as a relevant tool today, the growth share matrix has been criticized by professionals and academics for its limitations and underlying assumptions. The following article will present the matrix developed by Handerson with its foundations and core elements. Hereafter, the application of the tool is shown with its implications for the business portfolio. These serve as a guideline for a companies overall strategy. Finally, limitations of the matrix are discussed based on empirical research and new findings.
Key Assumptions and Core Elements of the Matrix
When the BCG-Matrix was developed, it met a real market need. Based on only a limited amount of input data (relative market share and market growth), senior executives gained a clear picture of their business portfolio in an increasingly complex environment. Furthermore, it could be used to communicate decisions to subsidiaries within the company [3].
Annotated bibliography
- ↑ Barry Hedley 1977; Strategy and the ¨Business Portfolio¨p. 9-15 Annotation: Hedley, a director of BCG at the time, describes the importance of portfolio management and how the growth share matrix can be used to increase a company's performance.
- ↑ Bruce D. Handerson 1970; The Experience Curve - Reviewed IV. The Growth Share Matrix or The Product Portfolio Annotation: In this article Handerson describes the initial concept of the growth share matrix and outlines the basic underlying assumptions. However, Handerson and employees of BCG developed the matrix further with minor adaptadtions until 1973.
- ↑ Alan Morrison and Robin Wensley; Boxing up or Boxed in ?: A Short History of the Boston Consulting Group Share/Growth Matrix; Journal of Marketing Management, 1991, 7, p. 105-129 Annotation: Besides decribing the history of the BCG Matrix, the authors also explain the core elements, its application in US industry since the 1970's and evaluate academic criticism. The paper can be seen as one of the most comprehensive works about the tool.
